New Tough Battle For Shoe Industry: From Roughening To Optimization

When the economy is down, many people can not adapt to this new normal. In the past, the craziness of shop opening, the performance of sales promotions under the promotion war, and the social interaction scene of "three wine dishes passing five dishes", the people who had experienced fierce energy and hard spirit were satisfied.

Now, those good days are gone, and those old ways are out of order. What should we do?

There is no shortage of miracles in the world. The dialectic of "one step away" is a wonderful contradictory unity. Some people are surprised by their "distance". One step is often far away in the most difficult times.

Therefore, although one step is near, it is not so easy to cross the past, and many shoe dealers have been baffled, especially. footwear industry Those crucial steps in the transformation phase. Time and space are different from each other. One step across the past depends on who can stick to the end and see who is marketing the "rebound force" at the time of low consumption.

　　 From roughening to optimization, this step is time to go!

In 2014, "Guan Dian Chao" announced the end of the era of blind expansion of chain stores. Shoes and clothing were upgrading from the extensive "one city, many stores" to the "one city leading" optimization stage.

Shaanxi Huxian is a populous county with a total population of 600 thousand, and the market is affected by Xi'an, a metropolis in China. Y brand opened 7 stores in Huxian in 3 years. Its original intention was to squeeze the survival space of similar brands through fast opening stores. Every year, there are at least two stores in Y licensed for clearance. This practice has actually beaten some opponents, and the rest are all low-end shoe trade. Under the demand of consumers who want both the goods and the cheap, the Y card seems to be inadequate, and even more than once, the company has stressed with the author that after the end of the year, the shop will be closed down as the rent of the store expires. 7 shops closed 4 stores, leaving 3 stores, optimizing the existing store structure, creating boutiques to maximize profits, rather than maximizing sales. Y brand is a domestic first-line leather shoes brand. Although its closing plan is shrinking in quantity, it has a strong desire for store optimization. Its practice has also released the signal of market transformation to its industry.

Similar cases are not just appearing in Huxian, not just Y cards. Closing shop tide It has become an industry phenomenon in 2014. The development of the industry is not to see how many large shops there are in a city, but how much the store is worth.

　　 Iconic products are a good step for a strong regional market.

Things are always self denial, and competition in 2014 has returned to the idea that products are king.

Creating landmark products is an important part of product planning. Symbolic products are products that subdivide different points in the same product, win competitive advantages, bring actual sales and benefits, and bring fame and reputation.

The R brand has always been famous for leading men's shoes in similar brands in Shaanxi and Ningxia. The leading word-of-mouth of men's shoes is very valuable and has promoted the overall development of R in Shaanxi and Ningxia. R has become the leading brand in similar products of the region.

From "men's shoes leading" to "regional brand leading", how did R do it? C always took the initiative to adapt to the new situation, adopted the same style of products, made fine shoes, and set a reasonable price range. Self run shop Ways to ensure growth. The details are as follows:

1. reduce the same style: in the past, R cards were more similar to shoes. This style was sold out, and the rest of the products were replaced, and the sales volume was not affected. The disadvantage of this method is that too much pressure is placed on the shoes and too many samples are repeated. Under the situation of full competition in the shoe market, it is bound to cause a backlog of new products. Reduce the same style, so that each sample can play its leading role and exert its great potential to achieve its product value.

2. maintain a comprehensive product type: the ratio of men and women shoes is 5: 5, so that each store can become a brand promotion position, fully displaying the cultural elements of the brand and meeting the needs of different consumer groups.

3. make a reasonable price positioning: in 2014, the R brand launched 10 "Feng Shang series" travel funds in the region, which contributed 10% of the daily sales volume to the terminal stores in the early, fashionable and stylish fashion. Although similar brands were followed up, it did not affect consumers' enthusiasm for the series. On the more sensitive prices, the price of R products in the same period was reduced by 15%, which greatly improved and stimulated customers' enthusiasm and desire to buy, and strengthened the loyalty of customers.

4. self operation has become a trial marketing point and "digestive tract": in a long period of time, the customers in Shaanxi and Ningxia were joined by the clients. Later, in the prefecture level cities and the key county-level cities where the franchisees dared not wade, R intensified its efforts to set up self operated stores, set up brand image, make "downstream channels" for bad stocks, and straighten out the flow of funds. In the past 3 years, 10 R self operated stores have come to the surface, contributing about 10000000 yuan to the sales growth of the region, and the self operation system has begun to take shape.

With the reputation and brand effect of regional iconic products, despite the sluggish consumption, the total sales volume of R brand in the region has not declined, but also increased by more than 8%. C is always a good chess player.

　　 Sales volume is 100 million.

Ten years ago, the manufacturers pushed the market from top to bottom. In recent years, some factories have gone bankrupt, some have been transformed, others have been processed for others. Many manufacturers simply pay the trademarks to the total generation in the region, and let them operate by the total generation. Reduce brand manufacturers link, retain the brand, but also retain channel resources, activate the potential of the market, but this set a higher demand for the regional team building.

Chengdu D card is a regional success case recognized by the industry. J has always bought the trademark right to use the D brand in the Sichuan area. At every stage of development, he is surpassing himself, despite the recent downturn in the market, facing tight consumption. Online retailers J is still in line with the development goals of "Chong billion" and timely adjust its operation ideas. The worst regional sales growth rate is also at 20%~30%. How does J always take a step in transition?

1., products should be marketable: J always comes from shoes and is very proficient in products. According to the author's communication with him many times, it is the core principle that the product's location is focused on marketability. Therefore, J is always strict with the requirements of each OEM manufacturer, striving to be precise but not miscellaneous, and firmly grasp the initiative of product style, production quality and cooperation process. The product of a region seems to be homogenized, and it is specific to the store shelves on the street stores in every county and city. The marketable way of products is to sell the same things differently, seemingly simple, but it is a process of improving management. J always said: the sales volume of billions of dollars, nearly 200 thousand pairs of stocks, are piled up, and his inventory control is below 100 thousand pairs, which improves the speed of capital turnover.

2., develop the store to pay attention to the "survival rate": use the "customer earn money, I can sleep" mentality to manage customer sentiment, customers are moved to "do not work, I am sorry this brand".

3. development and maintenance two: J is also different from others. For example, many brands in a county have taken a step forward, adopting the "store sea" tactics, and the large stores occupy more than half of the territory. But J is always very optimistic about this market. But at this time, it is definitely a risk to invest in it. How to do it? He selected a successful local distributor, and at the same time, using the resources of the dealer, the first shop first let the dealer taste the taste of making money from the D card and give everyone a chance to run in. First, the second largest local stores are planned out. After the implementation of this step, the dream of J finally came true. Only two and a half years later, the dealer's annual purchase volume exceeded 2 million yuan. There are many similar cases in J. At the same time, the D brand has further improved the performance of single stores, and has led to profit growth.

4. strengthen branch management: optimize inventory structure, consolidate, comb and enhance the mindset, operation concept and operation mode of old customers, and enhance the image and market share of the store on the basis of stable sales.

5. team building: more and more franchised stores, the market is becoming more and more difficult to do. Naturally, new requirements have been put forward for team building. New jobs such as engineering department, terminal data analysis, supervision and training have provided a solid guarantee for services. In addition, every year, J will organize excellent customers to travel to Hongkong, Beijing and Jiuzhaigou for one to two times, so that customers can have a sense of belonging, share, study and interact together, forming a tacit understanding of the "D family".

6. ground floor gas: J always leads a tour shop. It is only harder than customers. First it has no shelves. Finally, it has value. Approaching the market, we can understand the market situation and store operation problems, find out the information of excellent competitors in time, and find out the crux of their problems and solve them.

The sale of marketable products is worthless without shelves. Opening stores allows customers to "taste the fresh food" first, and so on. Are these different ways of "grounding gas"? The sales volume of billions of dollars is too far away for most of the total generation. The above case tells us that the realization of large goals is often the key step.

Summary: what step is the industry going to develop? How is the product going to be the king era? How does the product go? How can the overall development of the channel shoulder the responsibility for transformation?