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Five Major Problems Existing In China'S Clothing Brand Agents

2014/7/8 8:27:00 40

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problem 1, wide variety < a href= "http://sjfzxm.com/news/index_cj.as > > thin harvest < /a >. .
 many general agents can develop regional markets in a short time, and the quantity and quantity of outlets can reach a relatively high level. But in this part, some of the total generation performance is based on many customers. If the quantity of the purchase is spread to each customer, it will be found that the quantity of a single customer is not much. If it is subdivided into each node, it will be even less. This is paying more and more attention to the efficiency of single stores today, which is obviously not suited to market competition. There is also a more critical point, the customer's liquidity is huge, almost every month, customers get in and out, which is a big worry for manufacturers who want to regulate the market and stabilize sales. 
 problem two, inadequate supervision and maintenance of channels. .
People in many industries have such a consensus. Under normal circumstances, the company's direct sales outlets and direct sales outlets are better than those of the P under the general agent. This also shows from the opposite side that some general agents only focus on opening stores and neglect shop management, or that they do not have the ability to do late maintenance. This is also an important reason for frequent customer changes. Moreover, there are very few general agents in order to run volume, lack long-term plans, control goods ineffective, and even maliciously rush goods, resulting in market confusion. 
 problem three, refusing to do a href= "http://sjfzxm.com/news/index_cj.as" > retail < /a >. .
 for any product, the sales volume in the distribution link can not be regarded as strictly speaking, but the inventory transfer. The real sale of the product is in the retail store, while the retail store competition is the detail competition. The phrase "Retailisdetail" has been accepted by more and more people. Details need to be enriched and enriched by constant practice. If you want to guide terminal stores to improve sales performance, you have to have very rich experience yourself. Therefore, the general agent who has no successful retail experience is just like an itch to the offline customers. Moreover, some of our general agent's business practices are still used to take a stall in the wholesale market, wait for customers to come to the door, and others start to go out voluntarily to find customers, but they never want to go out of the wholesale market. However, in recent years, many agents have realized this problem and started to move to the wholesale market, move into office buildings, and try to make street stores and shopping malls. This is evident from the decline of brand grades in the wholesale market in the past one or two years. 
 problem four, blocking information. .
 normally, as a regional agent, it should be a bridge between upstream manufacturers and downstream terminals. The links include logistics and cash flow, as well as information flow. Information includes a lot of content, sales, market, inventory, brand stage plan and so on. But now some general agents have intentionally or unintentionally blocked the flow of information between the upstream and downstream. Take stock of it, as long as people who have played or heard beer games know that once the distributor is out of touch with the manufacturer or the flow of information is not smooth, the risk of deadweight inventory will increase exponentially. When the terminal sells 1 pieces, the feedback to the agent's chasing list becomes 3. If the general agent does not analyze, then the feedback to the manufacturer's chasing list may be 6. If the manufacturer does not fully grasp the actual sales situation, the final production volume is likely to be 12 or more. Therefore, although information flow is invisible, it is indeed very important. 
 problem five, agent brand has increased too fast. .
 many general agents will quickly proxy many brands after successful operation of a brand. We hope to rapidly expand our strength, on the one hand, to achieve scale benefit and expand market share. On the other hand, it is also to prevent putting all eggs in one basket and avoid operating risks. Although it is good to expand, it also needs to consolidate the foundation. If it expands beyond its own strength, it will often produce many negative effects, because there will be some bottlenecks in the development process, such as shortage of human resources, difficulties in capital turnover and so on. Because of these reasons, the uncontrollable factors will increase greatly. Unexpected events will often disrupt the original plan, make the agents exhausted, and it is difficult to take account of all the brands and all the terminal customers of the brand, making the upstream and downstream complain.