Shoes And Clothing Enterprises Can Expand Their Channels To Break Through The Bottleneck.

< p > in the past and at present, the large-scale enclosure movement represented the mainstream mode of "a href=" //www.sjfzxm.com/ "target=" _blank "shoes" /a "service industry channel expansion. This vigorous enclosure movement was initiated by the sports brand, followed by a group of men's wear, leisure and footwear brands quickly followed up and fueled, but with the end of one time point: the 2008 Olympic year means that the channel development mode of shoes and clothing industry will usher in a major turning point!

< p > under the current market environment, the enclosure movement in the past has actually been faced with a different era. The conditions for the rapid rise of the past relying on enclosure movement have ceased to exist today. We can no longer hope for success in the future with the idea of "cutting the boat and sword". More importantly, we must reflect on the thinking patterns and business models used by enterprises, and understand history in order to better understand the law, adapt to the current situation, and change the party from time to time to be wise. < /p >

< p > < strong > the dilemma of channel development for shoes and clothing enterprises < /strong > < /p >

< p > at present, there are mainly three ways to expand the channel of shoes and clothing enterprises in China, namely, agent mode, direct mode and affiliation mode. No matter the terminal form of product sales is exclusive stores, shopping malls, special counters or hypermarkets, enterprises usually extend these channels through these three modes.

No matter which mode, every enterprise hopes to maximize the development of the channel with the lowest cost and the highest efficiency. The desire is beautiful, but the reality is often cruel. The difficulty of channel expansion is the distribution of interests of many business groups. What enterprises need to do is to find an ingenious balance between cost and efficiency. < /p >

< p > through our analysis of these three channel models, three core bottlenecks restricting the efficient development of shoes and clothing enterprises are abstracted. Only by fundamentally breaking through these three bottlenecks can enterprises really find a balance between the cost and efficiency of channel expansion! < /p >

< p > < strong > bottleneck one: the prisoner's dilemma in the game between shoes and clothing enterprises and agents < /strong > /p >

< p > the bottleneck of "prisoner's dilemma" mainly exists in the mode of agents. This is also the most important problem affecting the development of efficient channels for shoes and clothing enterprises at present. Because of the existence of "prisoner's dilemma", shoes and clothing enterprises can not effectively find a balance between cost and efficiency, or use large amounts of capital to exchange efficiency, or expand their channels with low cost and efficient loss! < /p >

＜p＞　　所谓“囚徒困境”，其表明的就是企业和代理商在双方合作的过程中各自都在谋求自身利益的最大化，但是双方在追逐利益最大化的努力中实际上所收获的却不是最大化的利益!具体而言，在代理商模式下，鞋服企业当前普遍采用的是政策导向的期货驱动机制，在这种机制下，企业的思维出发点就是希望代理商“敢订货、多订货、订好货”，并且在订货之后还要切实执行好订货指标，要按时支付货款，同时还要自身消化库存，少向企业索要支持政策;而代理商的思维出发点则是希望企业少让自己订货，不要下达难以实现的订货指标，并且在货款支付上获得企业的信用支持，多一点周转资金，少一点资金压力，同时在有了库存时还能向企业退换货，或者得到企业的政策支持以消化库存。

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Task ", because the starting point of both sides is fundamentally contradictory. What exactly is the root cause of this contradiction? Actually, it is a common understanding between manufacturers that separates the interests of both sides. We dare not say that the interests of the manufacturers can be exactly the same, but at least it can be done. At the same time, there are two extreme discordant States, either" big shop bully "or" big customer bully ". These two situations will actually destroy the efficient development of the channel! < /p > < p > in this case, it is almost impossible to strike a balance.

< p > in the process of serving shoes and clothing enterprises, we have repeatedly encountered the "game" between enterprises and agents. Enterprises hope that the sales indicators of agents Achieve Inc require and follow the corresponding management rules, while agents want enterprises not to issue sales targets, and do not want enterprises to make a mistake about their operations. When the situation is serious, they often develop to emotional agitation and bad words. How can enterprises achieve efficient expansion of channels under such cooperation? < /p >

< p > < strong > bottleneck two: < a href= "//www.sjfzxm.com/news/index_c.asp > > shoes and clothing < /a > enterprise wide and scattered regional market development < /strong > /p >

The extensive and fragmented development of the regional market is another bottleneck for the shoes and clothing enterprises. This problem exists in the three modes of P.

We find that a large number of shoe and clothing enterprises do not have a clear plan for the regional market expansion. For a regional market to be developed, the market capacity, the consumption trend, the layout of the business circle, the competition pattern, how to enter the strategy, how to expand the steps, how to invest resources, etc., are very clear. Few enterprises have a clear understanding and systematic plan for the development of the market. < /p >

< p > these enterprises are only accustomed to extensive policy guidance and operation mode of investment order. Enterprises only provide products and sales policies, and then receive money. As to how the market should operate, then let's let agents think for themselves. A common result is that the level of agents' operation determines the market development of the region.

As a result, it is reflected in the entire regional layout of enterprises that their channel development is very extensive and fragmented. There is often lack of integration among regions, and brands and terminals are hard to achieve full momentum. Therefore, the brand influence can not be quickly established in the market, and then the effect of channel expansion can be made. < /p >

< p > < strong > bottleneck three: the absence of standardized selling mode of shoes and clothing enterprises' < /strong > < /p >

< p > the lack of standardized selling mode of terminal stores is another bottleneck restricting the development of shoes and clothing enterprises. This is the most important bottleneck in the development of enterprises. This is the most important requirement for enterprises, but it also has a huge impact on the future development of enterprises. Most of the shoe and clothing enterprises are still relatively extensive in marketing and operation, and many of them are still in the production oriented stage. The business model is still at the stage of product guidance, and the expansion of a brand enterprise is essentially retailing. Regardless of its existing channel expansion mode, it is an agent, a direct or an affiliate. It should operate the business with retail thinking! < /p > three.

Because shoes and clothing enterprises can not provide a set of systematic operation mode for agents and franchisees from the operation of terminal stores, it can only be solved by agents and franchisees by their own experience, which causes the terminal shops of agents and franchisees to be unable to guarantee their business performance. They can only feel slowly through groping, but when they feel that they have found it, they may not be able to sustain it. Another prominent problem is that franchisees operated by small peddler experience can not guarantee that shops can achieve sustained growth in performance, and enterprises can not provide a mature shop selling mode. At the most, they can only provide some empty and conceptualized training, which in fact are not conducive to the specific problems of agents and franchisees! < /p > < p > but this is not the case.

The selling mode of shop < /a > is closely related to the efficient channel expansion of enterprises. If a company extracts a clear pattern of shop sales, it will undoubtedly bring great confidence to agents and franchisees. If an inexperienced franchisee can earn money by means of standardized shop selling mode, this means that the enterprise brand has strong vitality. If the enterprise lacks a mature model for how the terminal store can operate, then how can anyone be confident in joining the brand? So the so-called efficient channel expansion is not conducive to fantasy! < p > actually, terminal < a href= "//www.sjfzxm.com/news/index_s.asp".