Retail Think Agent Development Bottleneck

< p > 2014 Q1 ended, facing many brands, agents and dealers tired.

The author takes service a target= "_blank" href= "http://www.91se91.com/" > dress < /a > brand experience and thinking, and analyzes the business model and the bottleneck of the development path with friends in the clothing circle.

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< p > Minnan enterprises have been cutting down the total generation in the past five years and establishing direct branch offices to take over the regional market.

Just like Zhao Kuangyin's accession to the throne, the history of the interpretation of the military power by the glass of wine.

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< p > once brothers, the comrades in charge of the front line suddenly collapsed in the face of business and interests.

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< p > is the establishment of a direct branch company superior to an agent? At least in the market access resources, government tax relations are far less than agents.

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< p > sports brand Anta, XTEP, 31st degree, Hongxing Erke; men's strong, seven wolves, Qipai and so on are all cut down in large area.

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< p > agents struggle to make ends meet in the end. < /p >

< p > is so-called, poor half life Huang Liangmeng, empty and others to do the wedding dress.

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< p > we think about why a strong brand is to build a direct branch company instead of replacing it with the total generation. < /p >

< p > 1, the difference between the total scale of the total generation and the competing products, and the gap between the target capacity and the total generation is too large; < /p >

< p > 2, total deviation of business ideas and headquarters strategy; < /p >

< p > 3, the total organizational structure pformation is difficult, and it is not easy to be progressive and pedantic to impede brand development; < /p >

< p > 4, total generation deviation of focus; < /p >

< p > 5, the total generation's capital bearing capacity, anti risk ability and development bottleneck are highlighted.

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< p >...

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All of the above P deviations are all reasons for cutting, but what is the essence? < /p >

< p > < strong > thinking label: capacity benefit < /strong > < /p >

< p > mature Brand Company will analyze the market capacity of each region, and then match the market development and occupancy rate of the total generation or direct company, such as the measurement scale of each node in the financial statements, often with a lot of macro data (such as population density, GDP, social consumer goods disposable amount, capacity ratio, competitive sales data, competing product outlets, occupancy and quantity.

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< p > sports brand in the early years, the steps of market development are: < /p >

< p > the first step is to quickly seize the regional market stage. There will be shops in Kunshan (a Anta shop in the downtown area of a people's road, more than a dozen or so); < /p >

< p > second step optimization stage, cutting down low quality and inefficient stores (based on 28 principles, 20% of low-quality shops, 80% of energy consumption), will be optimized; < /p >

< p > third step upgrade stage, this upgrade includes brand image upgrading, terminal optimization and upgrading, shop location optimization and upgrading, business area upgrading and business circle level development and upgrading.

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< p > fourth step forward stage, adhere to the three or four line market at the same time, rapidly into a second tier market advancing stage (P.S appearance is bright, solemn and stirring.

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< p >...

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< p > the Jinjiang Department has many brands that are rising rapidly in this brand building movement, but there are countless other ones lying down.

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< p > why is the same space-time background so different from fate? < /p >

< p > brand idea? Executive force deviation or agency mode deviation? < /p >

< p > if we want to keep pace with the Brand Company, the organization structure, manpower allocation, commodity operation configuration, financial allocation, market allocation, direct network allocation, storage allocation and so on should also be upgraded. < /p >

< p > Brand Company needs to push forward the development of the regional market and optimize the development of the regional market, and the maximum resultant force of pulling force and thrust will be the maximum if the pull of the Brand Company in the commodity planning and brand building.

Brand Company and agents are either different or weak in their minds, that is, the opposite reaction force.

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< p > if so, is it the fate of a party's lords to fall behind? < /p >

< p > all commercial activities take profit as the ultimate goal.

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< p > in the modern commercial market, retail industry still has the fastest turnover rate of cash flow, and the gross margin is the most controlled business.

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< p > in the field of clothing, brands are in arrears with upstream manufacturers and fabric suppliers. Upstream manufacturers, washing plants and fabric suppliers also fall behind the cost of cotton spinning, dyeing and printing.

The payment of bills is mostly in the form of documentary acceptance. The acceptance of bills can be understood as the payment of checks after a period of time. Strong brands can accept the upstream supply chain for more than 6 months, that is, the supplier will succeed in the end of the entire sales cycle.

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< p > for the turnover of the above capital operation, the brand collects the product back to the agents, and the agent collects the dealer and retail terminal to collect the payment, and the dealer and the retail terminal are then retailing to the consumer to collect business funds.

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< p > that is, products are pformed into goods, and eventually become commodities, showing the retail market (i.e. cash in cash).

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More than P, friends who are not too familiar with the factory and financial operation section may be a bit dizzy.

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< p > we ask ourselves a question: the brand providers owe the upstream supply chain (acceptance payment). When the apparel products are launched to the market in a large area, agents pay cash and pick up goods and dealers pay cash.

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< p > if the clothing agent is heavily pressed by capital and has difficulty in circulation, the delivery cycle will be delayed or unable to pick up the goods, so the dealer can not get enough goods to achieve no sales, and eventually miss the selling opportunity.

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< p > who will pay back to the brand? The brand can not get the money back. How to deal with the acceptance? < /p >

< p > example: a a href= "http://www.91se91.com/news/index_c.asp" > clothing brand agent < /a >, 2013 winter down clothing, 80 terminal stores, 120 pieces / stores are expected to purchase, the average purchase price is 500 yuan / piece, how much money do the agents need to refund? Brand Company < /p >

< p > 120 pieces / home *80 home *500 yuan / piece =480 million refund.

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< p > above refers only to the amount required for a single category in a single season. Therefore, often during the rush hour of autumn and winter, it is obvious that agents are inclined to take advantage of banks or high interest loans to pick up goods from brands and become agents.

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< p > although agents have a gross margin of up to 25% as an abundant return, agents face less and less space in the face of such changing retail and operating costs.

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< p > naturally, the Brand Company will help the agent with good business philosophy to support the credit and account.

But when the support is not equal to the return.

Will Brand Company think that under the circumstances of reasonable calculation of operating expenses, the gross margin space, the return period and the risk of refunds should be controlled. Instead of supporting agents, it would be better to cut down directly, and directly open direct branches to dock with distributors and retail markets more appropriately? Cut the middle layer directly and get intermediate gross profit? < /p >

< p > in information information so accessible, speaking of flat channels today, the answer is inevitable.

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< p > < strong > thinking label: brand trading < /strong > < /p >

< p > what is brand? Who is the owner of brand and the supporter of brand? < /p >

< p > the author served the men's clothing in the early years, and the general generation of Zhai Jie gave me a shocking lesson: what exactly are we doing brand management or supply and demand business? (< /p >)

"P", Zhai Jie and Zhai Jie's team can make the original service brand to the absolute strength of the local market, and its brand support concept is also absolutely recognized in the industry.

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P, however, in many cases, we are immersed in our achievements, and forget why we walk at the beginning; < /p >

< p > in many cases, we know the strength of the brand, and often do something to hurt the brand. < /p >

< p > more in many cases, we know that the front is still in the forefront.

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< p > is the direct business branch more supportive of brand management than agents? < /p >

< p > most brands agree to think so, and I think that is not the case.

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< p > naturally, in the interest bias and risk highlights, whether brand dealers and agents can remember why they started and whether they can continue to move forward is a problem that both sides must consider.

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< p > > < a href= "http://www.91se91.com/news/index_s.asp > clothing brand < /a > is not a simple statement of planning, propaganda, establishment of reputation and firmness.

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< p >, but the essence of every word and every action passed to consumers.

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< p > brand management process, the core of which is a high degree of unity of values.

Just like that sentence, "if the heart is not the same, how can we travel together?"

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< p > to this, Zong Rong's retail thinking of the "war of clothing agents" series is coming to an end.

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< p > reminds us of an old saying: "all the world is prosperous, and all the world is full of gains and losses."

At the end of the last cup, let's recall together the brand dealers and agents friends of the story of "the release of wine and wine". Why did we start? /p

< p > memory. We once had wine, sword, tears, laughter, you and my glorious years.

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