Shoe Enterprises Try To Get Rid Of The Game Of Proprietary Mode

Since BELLE and Daphne first taste the sweetness brought by the proprietary mode, Wenzhou shoe enterprises represented by AOKANG and red dragonfly and Quanzhou shoe enterprises represented by Anta and XTEP are trying to change. At present, domestic shoe enterprises, BELLE's proprietary channels occupy more than 90%% of the total terminal proportion, Daphne is above 80%%, AOKANG on the head is about 60%%, red dragonfly is 40%%, and the proportion of enterprises in Quanzhou is smaller. However, from the perspective of development, shoe companies in both places are trying to change the mode of agency system. Is the agency system bad? Not exactly. In fact, the mode of joint operation of this kind of manufacturer can develop the market quickly, and the shoe enterprises in Wenzhou and Quanzhou basically started in this mode. However, in the course of operation, agent system is easy to trigger manufacturers to fight chess, and the execution power is not in place. Besides, the quality and strength of agents are different, and the results of operation are different. From the present point of view, most shoe enterprises in Wenzhou and Quanzhou are still in the stage of regional development, rather than a strong national brand. To enhance brand influence, it is inevitable that production enterprises should integrate in design, production and sales, so as to penetrate corporate culture to the end. Therefore, for the shoe companies in both places, it is particularly important to jump out of the game of manufacturers. For brands like BELLE, Daphne and AOKANG, self operated channels are far superior to agency channels, effectively ensuring top-down execution, and terminal management in place, so brand promotion is faster. The deterioration of export situation has also accelerated the speed of shoe enterprises' transformation of management mode objectively. Affected by the financial crisis, the export of footwear has declined considerably, and production costs have increased rapidly. In 2006, a pair of women's shoes with a price of $15 were exported, and the profits before tax could reach US $1.2. In 2008, the pre tax profits of these women's shoes had dropped to 0.2 US dollars, and profits had been reduced by six times. This situation compels enterprises to attach importance to brand effect. By building a brand advantage by compressing channel costs, it becomes a new focus of competition. Such as Anta, XTEP, Hongxing Erke and so on are building their own channel system. By increasing the number of outlets, changing the business mode, unified logo, unified price and unified service quality, the sales culture of the enterprise will face directly with the consumers, thereby enhancing their awareness in the minds of consumers. For the two or three line brand, the self entry system has a high entry threshold, large investment and high management requirements. Therefore, most of them adopt the form of self operation + regional joint operation. The former is to open its own stores according to its own strength, so as to cope with the pressure brought by the increasingly fierce market profits resulting from the current market becoming more intense, so as to achieve higher profit growth. In comparison, Wenzhou enterprises are ahead of Quanzhou enterprises in building their own channels. In the two or three tier market, Wenzhou shoe stores are everywhere. In the same period, Quanzhou shoes turned their attention to shoe city and part of the market. In the whole shoe shop network, the proportion of Quanzhou shoe stores is less than 10%%, which is inferior to the monopoly network of Wenzhou brand with the same market positioning. As a whole, shoe companies in both places are at the same starting line. They all look forward to jumping out of the market game as early as possible, and the remaining question is: who is more vigorous. More clothing investment information, click here to enter the responsibility editor: Wang Xiaonan