How Should Sports Shoes And Clothing Enterprises Prepare For The 2012 Crucial Year?

Adult

Special guest:

The key to President of Zhang Qing key sports value Institute

Lin Xiaolin, CEO of Noah International China

Enterprise management: paying attention to institutionalized management and fine operation

Zhang Qing: people oriented and Dao Yu Shu

Zhang Qing believes that if we only spend time on the technical level, including the introduction of talents and the adoption of some advanced and meticulous management tools, it will be more effective in a period of time. In the future, there may be more contradictions. Any management method has its disadvantages. Instead, it will reveal the drawbacks and throw away the original soul advantage of enterprises. Therefore, he thinks the most important thing is the core management problem.

The management in Jinjiang area of Quanzhou is a structure governed by man rather than institutionalized management.

The enterprise bosses or the highest decision-making level under the rule of man system play a very important role in the development of enterprises, and their understanding of their concepts is very important. What is more central is not the concept of management tools and technological concepts, but the understanding between people. Now the system of enterprises is based on the basic trust between each other, through systematization and systematization, the system of organizing people and people, people and wealth, people and things, people and information flows, and then creating more value.

Many entrepreneurs lack trust and respect for human beings. Modern commercial contracts do not comprehend the soul.

The word "enterprise" in enterprises is "stop at people". The focus is on the operation and management of people and large scale enterprises. The core of these problems is human problems. Entrepreneurs need to reflect on how they view people and their relationships.

Lin Xiaolin: from commodity planning to fine operation of supply chain

Lin Xiaolin believes that meticulous management includes the following aspects: first, the personalized management of commodity planning.

In the past, the concept of domestic sports did not individualize the commodity. The commodity structure of movement was basically the same and homogenization was serious. The commodity was the carrier of brand value, the carrier should be separated, and the homogenization of goods was also the fundamental problem of inventory. Secondly, there were subdivision strategies in terms of channel strategy and industry status, and the unique shopping experience was also an important strategy for brand competition.

Most brands do not have different shopping experience patterns. They can be considered as types of diversified imaging supermarkets, boutique shops of professional categories, and theme culture shops.

Moreover, the management of retail stores should be refined.

At present, sports brand is too extensive in store management, and there is no or no team and mechanism to implement the retail profit system.

No system and intensive management system has been formed, such as shop location execution standard, single store performance target management, retail team building, commodity management, customer management and so on.

Finally, we should innovate in supply chain management.

There are many references overseas, such as HM and ZARA in Europe and America. Their supply chain management is just like WAL-MART, global sourcing, and then information management, forming a rapid response to the whole commodity circulation.

Brand publicity: rational use of Olympic Games, focusing on public relations crisis management

Zhang Qing --

First, know yourself before making a decision.

　　任何时候任何企业都存在机会，但企业在做决策之前首先要回答三个问题，第一个问题，是企业在市场上是否真正找到自己的细分市场、细分客户，这里面的细分不只是收入水平、地域地理位置的划分，而更重要的应该是心智层面的市场区分，很多老板都不清楚自己的钱是从哪里挣来的，从谁的手上挣来的，很多时候企业都是笼而统之，比如三四线市场、用户在多少岁以下等等，这里面没有回答为什么从这里面是还可以挣到钱的，没有理清楚消费者购买商品的基本原因是什么，除了便宜、有一定的品牌认知，还有什么，也就是说企业要回答这个基本问题，即谁在消费自己的商品，不一定要依赖详细的市场调研，但是要有基本的现状判断;第二个问题，要回答企业靠什么驱动生意的增长，也就是驱动生意增长的因素，包括核心竞争力;第三个问题，是核心竞争力如

He has an effective relationship with consumers.

After answering these three questions, consider the London Olympic Games in 2012.

Two. Tactical arrangements in the Olympic Games, diverse attacks

As for the 2012 London Olympics, in fact, this is only a business opportunity. In this year, the topic of sports will be more and more exciting, but it will not bring fundamental changes to the whole market. This is just a communication opportunity.

On the basis of the first three questions, some tactical arrangements can be considered.

The choice is very diverse.

For example, although good sports resources are occupied, no enterprise can take all the resources. Even if the good project is finished, there are still some potential players. They have the chance to pick gold and silver in the Olympic Games. The national team has no way to occupy it, but the players can consider it personally; besides, retired players can also consider it.

In fact, media resources can also be customized by combining the brand characteristics of enterprises with professional organizations.

Enterprises should choose their corresponding sports resources according to their own needs and their own characteristics.

Three, new media: avoid "old wine in new bottles" and dare to do differently.

Recently, many sporting goods companies have made a great deal of budget in the new media. During the Olympic Games, the amount of new media has exceeded the annual volume of new media. This is a characteristic, but there is a problem: old wine in new bottles.

The "new" of new media is different from the old media in its interactive mode of communication, for example, the cellular structure of communication, the role of opinion leaders, the role of communities, the continuity, interaction and sharing of users.

Many enterprises use the platform of new media, but they are still old ones. Even if there are prizes and competitions, they are very common.

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Zhang Qing believes that enterprises should put forward the demand and use professional power to combine the target audience and core competitiveness of enterprises, and create marketing offensive creatively through differentiation.

For example, Nike has done a "city engagement campaign" in China and Sina, which has earned a very high price for gaining a lot of user rights accumulation and earnings. There are also some small brands, such as Vans, which have a very large influence on its minority groups. The Vans has also made an activity called "discovery trip", so that skateboarding enthusiasts can find, discover, explore, and make waves.

The interesting, interesting and engaging consumer experience is very important. If you want to experience the first time, especially for some three or four line brands, if you want to stand out from the same competition, then there will be no new changes in marketing. If you continue to follow the big brands, the practice of big brands will kill you.

He suggested that there should be a heart of change in the heart, a brave heart, to dare to do differently, to have innovation, imitation can be imitated, for example, in the supply chain management, cost control and product research and development can be imitated, but in the overall marketing and brand building, we should find our own way of innovation.

Four. New media and word of mouth communication in the new context of post-90s.

At present, the understanding of public relations is still relatively low in sports shoes and clothing enterprises. There is a book called "public relations first, advertising second". From a certain point of view, the purpose of public relations is to cultivate brand reputation and establish a reliable relationship.

However, many enterprises are only used for exposure, to enhance brand awareness. The measurement of public relations companies is often just to see how many media, how high the reporting rate is, how many words the brand names are mentioned, all of these are used to build awareness and popularity, and build popularity with advertisements.

Public relations are handled through the management of 360 degree comprehensive stakeholders. If they can not establish a very good relationship with their channel providers, suppliers, retailers and internal staff, then they can not pass the brand's nuclear psychology and value to the end users.

Enterprises have not yet understood the true meaning of public relations, which is related to the development stage of enterprises. Generally speaking, enterprises have never changed their names to fame. This is known as popularity; from famous to what name, it is called awareness, differentiation, slogans have been recognized; from cognition to reputation, there are good reviews; from reputation to loyalty, this is the traditional brand marketing process.

But in the new media and 90's new context, it doesn't have to go from 1 to 5, because in the background of new media communication, for example, buying a product, the first thing consumers do not want to do is to search. After the search is finished, they will listen to the opinion leaders and how others evaluate them. After comparison, if they are willing to buy them, they will share them after buying, which means that if you start to ignore the consumer experience, you will miss the opportunity for the consumers to help your brand for the two time.

Small brands do not have so much money to build up such a high cognition. What they can do is to make a small number of people like their products, styles and feelings very much, interact with and communicate with the target audience very well, and the target audience is willing to share in the circle of friends, and then add regular inputs. This can be a path, but not all. At least, this path can be tried to break through, and the traditional marketing concept and marketing model can be subverted.

Word of mouth can kill all previous efforts overnight. Enterprises should be very alert to their brands, take care of them as carefully as children, and have a good plan for how brands relate to the external environment, including professional issues of "brand touch point management".

Five. Build a systematic crisis management system.

Larger enterprises such as Anta, Lining, XTEP and so on will have a sense of crisis management, but for the real meaning of public relations crisis management process is very rare, the most prominent symbol is the external news spokesperson, at present, apart from individual enterprises, even professionals can not tell who the spokesperson of the enterprise is, on the contrary, if foreign enterprises happen, the first time to know who to look for, Chinese enterprises do not know who to look for the first time.

Enterprises should truly understand the value and importance of public relations, and then cooperate with professional institutions to establish a systematic public relations plan and process for public relations, and do things according to the process, instead of saying that there is a crisis, so that we can better protect our brand.

Channel construction: the speed of channel expansion should be stabilized, and the development of e-commerce needs to be innovated.

Lin Xiaolin --

One, three steps to help solve inventory problems

In 2011, there was a serious backlog of stock in sports shoes and clothing enterprises. For this reason, Lin Xiaolin thought there were several reasons: first, the shop speed was too fast, only goods were provided, and no sales plan was provided to agents and retailers.

Many sports brand franchisees do not have brand awareness or retail management experience. They have funds and shops, but do not have the concept of fine retail management, for example, from location selection to sales area allocation to the whole commodity combination ability. So this time, they rely on the general secretary to have a more systematic and refined retail management standard to support him. From this point of view, inventory digestion must improve the retailer's retail management ability, which requires the company to have a retail management support team; second, the phenomenon of homogenization is too serious.

This should start from the source of commodity planning, and the style, tonality and style of the products must be different from others.

There are three steps to solve the inventory problem. First, the individualized value of commodities should be highlighted and subdivided. Second, the retail management support of commodities should be in place, because many retailers do not have the experience of commodity retailing, and they only know how to hang up the goods, do not understand the sales process, the matching of goods, the display of display windows, etc., third, the data management of commodities must be elaborate enough.

If the information feedback and information management are not accurate, it will not be able to prevent the effect of commodity mobilization, because every commodity has a sales cycle. It is necessary to build a sales early warning information management system and start the sales promotion in a timely manner. It should not be done at the end of the season.

Two. Synchronization of channel construction and internal management mechanism.

In 2011, the speed of the whole retail team in the management and construction of sports shoes and clothing enterprises can not keep pace with the expansion of the channels. That is, the improvement of retail resource management can not keep up with the speed of single shop expansion. There are shops but no one to manage and supervise the phenomenon. Therefore, first, the construction of channels should match the speed of the construction of internal management mechanism at the same time.

Second, we must strengthen the modern means of management.

For example, information management, the entry training of retail training stores can enter the automatic learning, automatic examination through the login account password of the network, and pass the knowledge pfer of the store by means of information assessment. Every shop assistant must carry out training, after the salary can rise or the post can be promoted, and the level and benefit of the retail can be raised through information management.

Third, the management system of dealers should be built up.

The improvement of the management system of the head office should be synchronized with the branch and agent management system.

When the system is built, it is necessary to integrate construction. If the head office establishes a retail mechanism, a branch or agent must have a strategy and mechanism for docking. The head office has a management information system, a management mechanism and a team, and agents should have corresponding information management systems and management mechanisms and teams.

Three, electricity providers demand personalized products, innovative services.

Last year, the overall situation of e-business in sports shoes and clothing industry was not very good, but individual enterprises did a good job.

Lin Xiaolin believes that the reason why the situation is not good is that the first thing is not to make a dozen electronic commerce products for e-commerce. Many of them sell on the Internet with old goods or outdated goods, and do not develop the right products for the audience of the main consumers. Secondly, the operation of e-commerce is more primitive than that of primary ones, such as online shopping experience tends to be homogenized, consumer shopping experience is not different, online shop design is not personalized, e-commerce VIP and customer maintenance have not deepened or developed value-added parts.

Companies that do well are mainly dependent on their reputation, reputation and channel influence. They rely on the brand influence of traditional lines to cooperate with the Internet. Their online shopping experience and value-added services are not reflected. Most of them rely on eating old books.

What needs improvement is that the style of the shop should be personalized, and the service should be innovative. For example, the consumers buy clothes on the Internet. Some enterprises send three clothes to the consumers to try them on, choose a suitable one, and the other two pieces are returned. This service is still more traditional.

Service innovation can provide additional services such as clothing and other items besides catalogues.

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The three or four line brand will become more and more difficult in e-commerce. It has already lost to the starting line. There is no money, no brand resources, no brand reputation. In the past, because the big brands on the line did not come in, so there were not many competitors on the line, but with these brand resources, retail management experience and commodity research and development capabilities, the entry of the first tier brands will tend to become more and more difficult.

Three or four line brand if wants to develop, one must have differentiated commodity style, two must have differentiated shopping experience, three must have the innovative service, therefore, only then may obtain the new opportunity.

Promotion: discount is the norm and brand value is the kingly way.

Zhang Qing: a good gimmick for promotion

In 2011, all the sports shoes and clothing shops on the street are on sale, and 2012 will be even more intense. Some three or four line brands may close stores.

Ask the owners of these brands, they will say that the products are almost the same, but we are cheaper than them. This is built on a cheaper mentality, and others will be discounted if they discount.

If it is not possible to find the reason in such a dead cycle, it is not only the value of the price, but the added value of the product itself, unless it is willing to make a difference and consider how to create value for the consumer on the basis of the completion of the original accumulation.

Sales promotion may hurt brand, but now the shop does not do not do sales promotion, now local terminal stores are not sold if they do not discount, this fundamental problem is brand value, in the first no core value, second without additional value, everyone is in the price, simple packaging, promotion can be made a number of origins, for their activities to find an excuse, but the most fundamental enterprise should still do the core value of enterprise promotion.

Team building: strengthening middle level management and agent system training

Lin Xiaolin --

First, try to pform professional managers into career managers.

Lin Xiaolin believes that sports shoes and clothing enterprises can introduce some outstanding talents who have experience in the management of commodity circulation, such as AVON, Amway or Procter & Gamble. They have more experience in the international market and have advanced tools and ideas in the whole market strategy, commodity circulation management.

Sports shoes and clothing enterprises will be out of the middle part of the phenomenon, the middle managers have two training opportunities.

To change this situation, we need to change ideas and try to pform professional managers into career managers.

For professional managers, the company's operating income level is not directly related to them, they do not have a sense of belonging, but from the perspective of career managers, they may have options and shares in the enterprise, which can enhance their sense of belonging, or the division center is professionalization. Each department is like a company, each department has cost and performance goals, each department can create profits, and can develop into departments' career direction, so that each department has a responsibility concept, so that they can pform from the perspective of business philosophy in the perspective of only doing things in disregard of operational benefits.

Two, increase the agent to the general manager of the branch.

Agent management is a relatively long and big project. Many agents start from wholesale. Management should influence him from the company's belief. He can do his career planning, leading quality improvement, brand concept upgrading and fashion artistic quality promotion from an angle of how an agent turns into a general manager of a branch company, not just some skills upgrading.

Three, retail management training should be systematized and gradually evolved.

Lin Xiaolin believes that the past retail management training is lack of systematic, fragmented, headache, pain, no systematic progressive training.

No matter what kind of training, there should be a process from primary school compulsory education to university. From the management concept to the management mechanism, any training needs such a gradual process.

Lin Xiaolin suggested that, first of all, the curriculum should be systematized and integrated.