China'S Shoe Enterprises Three "Nirvana" To "Reborn"

The first is the pformation from export to domestic sales.

China has a population of 1 billion 300 million, the largest consumer of footwear, and the largest consumer growth potential.

The price and quality of domestic orders are much easier than export, and the risk is also narrowing. They also have an advantage in the operation of management funds.

In the face of tight external environment, shoe enterprises should strive to develop in the mainland market and change the fate of being eliminated by industry reshuffle from expanding the domestic market.

Second, pformation from hand to foot economy to headquarters economy.

That is to say, "be head over head, leave your mind in the East and move your body to the Midwest".

With the help of preferential conditions offered by the central and western regions in attracting investment, the shoe factories are moved to the various industrial parks in the mainland, thus solving the pressure of enterprise survival caused by multiple factors such as manpower and capital, allowing enterprises to return from the edge of "death", extend or create new living space.

However, high-end links such as R & D, marketing, customer resources and after-sales service remain at the coastal headquarters.

Finally, the pformation from raw material business to brand business.

When the market is booming, the shoe companies do not fulfill the division of labor to the shoe industry completely, but only assume the most basic product supply function.

As for many functions such as channel development, brand building, marketing support, after-sale service and so on, most shoe enterprises are pferred to agents.

Now the market competition is more and more intense, the backward brands are covetous, and the bargaining power of the channel traders is getting stronger and stronger. The market is likely to fall short. The shoe companies must speed up the pformation, set up the market service team and distribute the service to the local market, provide enough advertising to mold the brand, improve the agent's regional management and management mechanism, face the rigorous market development plan, the feasible regional support measures, take into account the global and local brand value added strategy, and fulfill the functions of a mature market operator.