Business Strategy Of Apparel Franchises

Fierce competition, in clothing projects, different brands of clothing franchisees in order to seize market share, launched a lot of business strategy.

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Franchise business strategy is very important.

The cost accounting of clothing stores is divided into two parts, one is directly used for customer service accounting, the other two is the accounting of materials sold directly to customers in clothing stores.

the former

In direct calculation of service projects, we usually calculate the percentage of cost M%.

The latter price formula is: price = purchase price /1- addition rate.

Sales principles: advertisements should be done according to their own abilities. They mainly include brochures, posters, signs advertising, light box advertising, newspapers, radio, television and so on. The key is to establish brand effect in the public, so that more people will know your clothing franchisee positioning.

Now I want to succeed in opening a clothing store.

The operators should pay attention to the above management points, and make the marketing plan of the clothing stores through the local actual conditions.

The above is for the clothing franchisee operators in the daily shop should be focused on solving the problem of explanation, usually in the daily operation of these above, the operator's clothing franchisee business can be bigger.

In order to enhance its popularity, clothing stores often do promotional activities at the entrance of the clothing store or outside the public square.

The main contents include explaining the knowledge of the clothing store to the past customers, pushing the clothing store information to the guests, demonstrating the demonstration on the spot, and Issuing the service discount card.

Pricing principle: the pricing principle mainly considers the following factors: project price factors, consumer endurance factors, service cost factors, basic cost factors, national policy factors, and clothing franchisees' factors.

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For a long time, the relationship between customers and shops is not based on mutual understanding and mutual trust, but by the price of goods. Salesmen always lure or drive consumers to buy certain products for the benefit of their shops and interests.

Therefore, in the opinion of many shop managers, customer management is the effort made by shops to improve relations with customers and gain greater profits.

The direct result of this misunderstanding is to make customer management too narrow, and to collect and manage customer files as the core of customer management.

In fact, the relationship management between shops and customers is only a small part of customer management.

Customer management is the overall strategic arrangement of store management. It is not only the simple relationship between shops and customers, but also the starting point and direction of store business activities.

The starting point is the customer's demand response. The end point is the realization of customer needs and the guarantee of customer service.

Many stores think that customer management is a database, and think that building a customer database is all right. Shops can fully grasp customer information, thereby narrowing the distance between customers and locking customers' hearts.

Such misunderstandings often lead to shops unwilling to stand at the customer's perspective to design services for customers, artificially limiting the marketing space of shops.

The core of customer management is customer, but not all customers who are associated with shops or employees are customers pursued by stores.

Establishing a stable relationship with all customers is a good wish for a shop, but in reality, shops are never able to do that and there is no need to do so.

Because some customers are always a random trading customer, it is difficult to establish customer loyalty. They are more concerned about the price of goods. Before making a purchase decision, they will first compare which stores are cheaper and make the final shopping choices; when they repeat the purchase, they will make the same purchase decision process, weigh their interests, and choose the lowest price store, and their switching cost is low, so the store can not establish a stable relationship with them.

Therefore, although customer management plays an important role in keeping the old customers and cultivating customer loyalty in stores, but when the store development does not conform to customer needs, or when the old customers deviate from the shops, customer management should provide decision support for the customer service of the shops to help the shops properly handle the negative effects brought about by customers' deviations, so as to maximize the utility value of customer management.