Four Major Upgrading Of Shoe Business Operation System By New Enclosure Movement

On the surface, some enterprises may think that the core of the new enclosure movement is still in the two words of "enclosure". It is nothing more than a new way to expand shops. There is no special innovation. In fact, this is totally a misunderstanding. The new enclosure movement is actually an intuitive statement, but it is a form of expression, but its real connotation is hidden in the operation system of enterprises. To effectively implement the new enclosure movement, it is necessary to upgrade the overall operation system of enterprises. In other words, the implementation of the new enclosure movement is essentially a push to upgrade the operation system of enterprises.

Generally speaking, the upgrading of the operation system of shoe and garment enterprises is mainly reflected in four aspects.

1. Upgrading of commodity R & D system

In the new enclosure movement mode, the first thing to do is to require shoe companies to upgrade their products R & D system.

The result is that we can not see what the brand style of the whole product is, and how the goods should be displayed in the terminal stores. What kinds of goods should be embodied in different types of shops? These enterprises can not clearly manifest themselves in the stock market. But in the traditional enclosure mode, because the enterprises can not judge whether the products can really meet the needs of the market, they can basically give the goods combination to the agents and retailers, and the enterprises only provide support for the ordering policy, so as to push the agents and retailers to "open more stores" and achieve the improvement of their performance through this simple and extensive way. As we all know, the current level of R & D of Chinese shoe enterprises is still very low. Most enterprises are very lack of independent commodity R & D capability.

With the change of market environment and competition situation, if the enterprise still passively chooses the power of commodity selection to the agent and retailer, instead of initiatively upgrading its strategic and systematic nature in the planning and R & D of products, it will always linger at the low level of brand operation. What is the problem? It seems that this is just the level of the designer of the enterprise, but it reflects the weakness of the domestic shoe enterprises in the whole commodity R & D system. There are a large number of shoe enterprises that are only limited to the concept of design because of their long-term habit of manufacturing, but for a brand operated enterprise, the starting point of product research and development is not from design but brand strategy.

Therefore, in the strategic framework of the new enclosure movement, to effectively implement the "location shop", shoe enterprises must establish a systematic commodity R & D system, and the core is commodity planning.

Factors, which decide that the business plan can not be completed by a department, must be integrated by all relevant departments of the enterprise. Secondly, the essence of the commodity planning is a strategic content, and the designer's function is mainly to design the samples according to the requirements of the specific commodity plan. The thinking characteristics are mainly based on the product design and performance itself, and the overall strategic planning of the commodities and the whole process management should be handled through a specialized commodity management department. This department integrates many functions of the market research experts, brand experts, designers, sales analysis experts, retail experts, supply chain experts, and so on, so as to ensure that the enterprise's commodity operation is in a highly strategic and integrated professional level. First, commodity planning is a very comprehensive activity involving consumers, competitive situation, brand strategy, fashion trend, style and style, fabric composition, color planning, terminal structure, regional distribution, price system and so on.

Under the overall operation of the commodity management department, it can significantly enhance the level of R & D of enterprises, so that dealers and retailers can be provided with a clear combination of brand strategy guidance, and at the same time, they can provide specific business guidance for agents and retailers.

2. Upgrading of agency cooperation

After the upgrading of enterprise's R & D system, the next step is to upgrade the agent cooperation system.

Under the traditional enclosure mode, shoe enterprises are very dependent on agents. Because of their lack of control over the market and the lack of specialized operation of their brands, they only shift business risk to agents, participate in futures orders through agents, expand their market through agents, and control retailers through agents. Of course, enterprises also naturally reclaim funds through agents.

Under such circumstances, the cooperation between enterprises and agents is basically a policy driven type, that is, enterprises mainly provide sales policies to agents, such as futures orders, funds withdrawal, shop decoration, prop support, replacement and so on, but how to expand the regional market, how the layout of the business circle should be, how the shops should be opened, how the commodities should be assembled, how to carry out the retail and how to implement them should be related to the key issues of the continuous improvement of the brand and performance, and the enterprises are very weak and lack enough professional support.

Therefore, under the traditional enclosure mode, "opening more stores, opening large stores and opening good shops" is often restricted by the degree of cooperation between agents. In reality, we often see the game between agents and enterprises. Because enterprises basically lack professional guidance and requirements, they can only be induced on policy conditions, which naturally causes agents to compete with each other and compete with each other in policies.

At the beginning, a lot of first-line brands came into being through mass media advertising and celebrity spokesperson to form the impact on consumers. In turn, the market expansion was allowed. But now the market environment allows many three or four line brands to do so? How much is the media cost then? How much is it now? How big is the media influence now? How much is it now? You can imagine that in the current complex media environment and the diminishing marginal effect of pmission, the market still wants to reverse the market by the way of the original media. How much does it cost to pay?

Therefore, through the implementation of the new enclosure movement, the enterprises should gradually change the traditional mode of cooperation with agents, and adjust the policy drive into a compound driving force of policy, service and management. From the beginning of commodity mix, we need to provide professional guidance and requirements to regional planning, business layout, shop opening, commodity retailing and so on. In fact, agents also need professional guidance from enterprises, because their business is more and more difficult. They also need to constantly improve the operation level of corporatization. If enterprises can not meet their needs in time, the outcome can only be abandoned by agents or still lingering in endless games.

3, upgrading the efficient operation of the supply chain.

In the traditional enclosure mode, because the degree of specialization of enterprises is not high, a lot of work needs to be shared by agents. This is an important reason for the current "futures ordering system".

However, we can see that although the order system will be the core of the whole enterprise operation, it will satisfy the difficulties faced by the enterprises in the R & D and sales of commodities to a certain extent, but this system can not effectively meet the unpredictable consumption demand in the market.

In fact, futures order is only an internal pfer of enterprises, and it is a helpless action for enterprises to fail to achieve efficient supply chain reaction. However, agents and retailers are not the final consumers after all. The idea of completely expecting to meet the needs of market consumption through advance orders is actually problematic. The key is to increase the prediction accuracy of agents and retailers in advance order, which is difficult to achieve very high accuracy 6 months ahead of schedule. That is why inventory problem has become a bottleneck in the footwear industry today.

In the traditional enclosure mode, the "full futures ordering system" is bruising. To carry out the new enclosure movement, we must gradually change the whole futures order mode. The key is to strengthen the supply chain system construction of our enterprises, and strengthen the efficient response of the supply chain through the improvement of our organization, process and management system.

A good attempt to break the traditional order form, change it to 8 times a year, and launch a new batch of new order patterns in every month and a half. The core of this mode is not the futures system but the order system. Through this mode, AOKANG can achieve shoes like fruit. In order to effectively control the stock, the first order of any product of BELLE will always be 50%. The rest of the list will be completed through the replenishing order with the feedback from the market, which is decided by the product managers and designers of each product department after the first shipment is sent to the market, through the first line investigation and data analysis to decide whether to make up the bill and how to modify the product. At present, some shoe and clothing enterprises in China are exploring the way of efficient supply chain, such as "fruit marketing" implemented by AOKANG group in 2008.

If shoe companies can combine the futures order system with the order system, a good balance can be found, and this depends on the establishment of a standardized supply chain operation system, including docking with commodity planning and R & D, selection and control of suppliers, optimization of internal processes, etc. only by doing so can agents really "dare to order, place more orders and order goods", and ultimately radically reduce the threat of stock and inventory, thus making "open shop" easy to achieve.

4. Upgrading of store retail mode

In the traditional enclosure mode, the shoe enterprises focus on promoting the ordering and opening shop through the policies continuously. However, how to operate and sell after the goods are ordered, the guidance and requirements provided by the enterprises are very weak.

Therefore, what we often see in practice is that the experience of agents and retailers determines the performance of terminal operators. The business experience is good, the customers are good, the means are many, the businesses that are familiar with the industry are good, and the business is bad. From the current practice of the enterprises, most of them provide help to agents and retailers through policy support and training. The former focuses on terminal shop's space planning, decoration support, prop support, goods display, etc., while the latter focuses on training the retail retailer's operating ability, but these two ways can not fundamentally solve the efficient duplication of the business performance of the enterprise.

　　前者尽管有助于代理商和零售商对店铺形象的建设，这在市场拓展阶段对企业的作用是很大的，但其问题在于店铺形象建设往往都是以静态为主，而这种做法每个品牌都会去做，但是其在与消费者的沟通中就显得“缺乏活性化”，没有良好的终端形象是不行的，但是有了终端形象也并非意味着就一定行!问题的关键点在于，企业必须改变目前这种店铺经营完全凭借商家经验化的做法，而要提炼出一套符合品牌自身特性的标准化店铺售卖模式，通过这种模式来规范所有店铺的关键经营行为，从而高效实现规模化的快速复制和扩张，就好像麦当劳和肯德基一样!其核心要点其实就在于将店铺人员的零售方式集成化，使一个具有普通素质的店员通过一定的要求和训练就能够熟练掌握，而不是像现在很多鞋企所采用的“大而空”培训。

At present, there is a misunderstanding in the training methods adopted by many shoe companies. It seems that the improvement of store retail performance is mainly achieved by training various kinds of salesmen, such as display of goods, store management, inventory management, information management, customer management, team management, financial management and so on. But in fact, what we see is just a lot of empty and useless training in the industry, whether it is the enterprise itself or the outside, the pragmatic enterprise can take a good look at it. What is the value of the training you have implemented?

In the new enclosure mode, the improvement of store retail performance is not achieved through training. Training is only an auxiliary means. The real key lies in whether the enterprise can extract a standardized selling mode, standardize the key links of its own brand in the terminal store, and then formulate the implementation requirements and standards for the shop personnel. After that, the training is simple, and only needs to strengthen the training requirements and standards of these sales modes. If there is no such a standardized selling mode, you can not let so many shop personnel upgrade their retail skills in a relatively short period of time.