Transformation Of Shoe Enterprises From Outside To Inside

In 2008, the fierce competition in the "Olympic marketing camp" made many foreign trade enterprises see many huge business opportunities that need to be developed in the domestic market. Due to Russia's gray customs clearance, tight relations between China and Europe, the financial crisis in North America, and the rise of the shoe industry base in Southeast Asia, the "Besieged" situation of China's export manufacturing shoe enterprises could not be effectively changed in the short term. However, in 2008, the enterprises that converted to domestic sales did not get much better results. First of all, they were not familiar with the domestic market and failed to change their thinking. At the same time, the "waking up" export enterprises had already taken a firm foothold in the domestic market. Guangzhou's export business was frustrated, and the factory owners were anxious to find ways to live. In recent years, many small factory owners have gone to Guangzhou international shoe city, such as step cloud world and other shoe cities, to see if they can find suitable footwear stalls to do the domestic market. What is pessimistic is that the domestic market in 2008 is also depressed. According to the response of the operators, the business of shoe enterprises is very light, and there are few guests from all over the country. Many stalls are closed now. Similar to the situation that shoes need to be idle in 2008, there is no such thing in previous years. It is difficult for ordinary people to find a suitable place to do business when they want to find a stall. Now, no one is willing to invest in uncertain economic environment. When BELLE went public in 2007 and went public on Saturday 2008, did it give the factory owners new ideas of development? In the past few years, the factory has become the boss of scale, and has begun to seek the way of domestic sales as a brand. In spite of the fact that in the past few years, it was also pushing the brand, it was because it was unwilling to earn money for processing. Now, anxious to find a way to sleep, is under the pressure of the situation. Part of the shoe processing enterprises in Dongguan have been doing this work for some years. For example, STELLA LUNA, a high-end shoe that Dongguan operates in Shanghai, has formed a climate in the first-line market. Dongguan Huajian shoes industry has launched a series of brands, but the market reaction is general; Shenzhen Longgang's shoe enterprises, the center of pushing the brand is chosen in Guangzhou, but after many ups and downs, it has not been successful. According to a professional manager who works with a shoe factory owner, the owner of a factory has a setback on the brand because of its own reasons, rather than being a domestic brand without a market. The manager analyzed: first, the factory operation brand has the advantage of financial strength. But at the same time, there are many problems. Business owners do not have a train of thought in operation brand, no concept of brand, let alone any ideas. Business owners are still stuck in the idea of factory operation. They believe that the development of high-quality production can attract customers to place orders, too superstitious for brands, too urgent in operation, and no patience. Making a brand is not a matter of two days, nor is it a successful process. It is a systematic project and needs to climb stairs step by step. Taking this step, we can not go back. Fujian, Fujian, and so on, shoes manufacturers like XTEP, Anta and so on, whose brands are relatively good at present, are basically exported from domestic sales. Only they are "waking up" earlier than other companies that started to try to sell domestic markets in 2008, and they dare to try, dare to invest and stick to them, so they have achieved good results. At present, some enterprises in Fujian still take account of domestic sales and foreign trade, such as: Guo Hui, XTEP, live, Ali and so on, but mostly for domestic sales and export sales. However, the enterprises that started entering the domestic market in 2008 were generally difficult and seldom had a clear situation. Analysis of successful domestic enterprises can find that they do more in the following words: 1.. We can recognize that export to domestic sales is not equal to opening up the domestic market. It is the process of transformation, upgrading and re establishment of enterprise strategic positioning. It is a process from no brand to self created brand. It is a transformation from the operation mode of large customer, trade to systematic and refined marketing mode. It is the transformation of the core competence of an enterprise, such as manufacturing, cost control, capacity and quality, to the advantages of brand, marketing, product and so on. 2.. Enterprises have clear goals and plans, firm willpower, entrepreneurial passion and mentality, as well as decision-makers' "driving on their own" and creating a new team. 3.. Enterprises not only focus on what resources and capabilities they have, but also focus on what kind of resources they need to succeed in the operation and the ability to integrate resources effectively. 4. enterprises have maintained a balance between long-term construction and short-term benefits. The path of enterprise development and branding is a virgin land, rather than a 110 meter hurdle race. Brand can only get the priority of consumers if it has the influence in the end consumers. Therefore, it is very low to see the short-term cost and lack of courage to invest, and the probability of successful transformation is very low. Wang Xiaonan: editor in charge