Look At Shoe Brand Leader VS Latecomer

In the shoe industry, the later can lead the leader to the bottom of the wind at a certain point, and continue to make this point bigger and stronger, and become a leader or a sharp person in a certain field. The leader is both the direction and the reverse of the latecomers. From this point of view, the story of the successor's VS, the successor, is still deductive.

Leading brands have successfully focused on some domestic markets in the past few years. In the course of advancing time, leading brands have gained value, and some regional sales targets have been doubled. In the homogenization of competition, the latecomers are ill at times. Many brands' habitats are hard to overcome by the relentless chill of the market, and shuffling is becoming more brutal. Food is strong, and market competition is so merciless! 　

Even in the middle of crisis, it is very difficult for latecomers to live in the terminal. Avoiding competition is to innovate strategically. Some brands are subdivided in order to make the terminal network grow fast.

No matter who is the leader or the latecomer, no matter what mode of operation, terminal operators need to develop the brand of operators, make strategic success, take a far sighted view, and effectively implement strategies for foresight. The leader focuses on the terminal market, and many stores have made their location, area and image become the local leaders. Many brand operators have gained the advantage of network and market share, seized the market position and established brand awareness.

In front of the leading brands, the latecomer brands focus from headquarters to middlemen to the terminal market. Under the high rent and other expenses, Limited sales volume and gross profit can not absorb the operating pressure brought by high expenditure and high cost. Many stores have only become a "problem shop" with big losses, which is difficult to support for too long.

Therefore, stores can not be roughed up by marketing and management. After making good line planning in product mix, market classification, price war, channel and terminal layout, promotion and advertising, and team optimization, we should first do a little bit of market in the "first-line market", then move from "one point market" to "one line or even one market", constantly rolling replication, achieving success, doing marketing articles in a subdivision area, grabbing key resources, and setting up the "first" effect of a certain corner.

In reality, the emergence of the market "first" must also have a strategic vision. Strategic divisions make marketers unequal to the market.

We know that making customers earn money and customer satisfaction are the most effective criteria for testing the success of marketing models. Making customers earn money is not a simple look at a certain stage. This requires the latecomers to be bigger and stronger. In the process of encountering one difficulty after another, they must have the ability of "wild", the ability of learning and the ability to overcome them, rather than the "upstream" policy of "captive" for a while - the global brand network, and the survival of them, because once the market is changing rapidly and the cost is rising, besides the support of the company, there is no wild capability, and later will be washed out of the business circle.

It is necessary to introduce and implement the innovation mode. In the process of execution, "do not always talk about the market by the company process," and jump out of the process to see the process, that is, the market can not be found in the dead frame of the company, and with the temporary and small flexibility of the latecomers to adapt to the more complex and changeable shoe market competition.

In the process of terminal transformation, small and medium-sized brands are catching up with each other, which has achieved a harmonious atmosphere in the development of the industry. Small and medium-sized private shoe enterprises do not break out in "learning", and they will die in "shoes". Therefore, in the future career struggle, do not be a successor "all hurt", to be a successor "occupy".

And all these efforts, the development often goes through many strategic transformation, from a roughened single store to a fine store transformation. It requires brand operators to focus on the main business, regardless of blindly investing in different industries. Several years of efforts, continuous learning, repeatedly rushing, crossing a road of success! If later customers have such a group of customers or teams, why worry!