Channel Management Mode Of Garment Enterprises

A good clothing enterprise usually follows a law: the success of an enterprise depends on its strategy, the success of its strategy depends on its mode, and its success depends on its success.

The success of management depends on the system.

In the long run, excellent enterprises must have not only single point advantages, but also advantages in the whole system.

For example, Wahaha is no more competitive than competing products from the perspective of products, but from the perspective of the whole management system, Wahaha's advantages are very obvious, such as complete product line, deep distribution strategy and joint sales body, and perfect incentive system.

The resultant force of these advantages makes any opponent dare not underestimate.

For Chinese enterprises, how can we build a strong marketing system through management?

Establishing a marketing system is a problem faced by many domestic enterprises.

We find that many enterprises lack sufficient cognition of the importance of the system. They treat the strategy and mode themselves in isolation, ignoring the internal environment and management guarantee needed to achieve the strategy and mode operation.

In essence, the system is the guarantee and prerequisite for enterprises to ensure the effective operation of strategy and mode.

And organizational strength is the weak link of Chinese Enterprises: many bosses are eager to get a marketing talent, so that they can extricate themselves from heavy daily tasks.

Needless to say, professional managers are very important, but if business owners expect too much of them and even treat them as heroes, they will hurt the business.

In fact, improve organization and system marketing.

It is easy to understand the difficulty of ability. It is very easy for a person to do one thing well. It is extremely difficult for a group of people to do the same thing well. The more people, the more ideas, the more diversified the way of behavior, the more unpredictable the result.

The key to achieving the strategic objectives of enterprises is how to make a group of people work according to the same norms and standards, and ultimately achieve the desired results.

In order to achieve this goal, enterprises must establish a standardized management system, set up work standards for the whole team, ensure team members' consistency in understanding strategy and mode in their work, and enhance their execution.

Enterprises should work out a systematic key management system, define the working standards in the process of operation through strict norms, and effectively evaluate the work results, so as to ensure the correct execution of the process.

If there is no system to calculate a misunderstanding, many enterprises fall into another misunderstanding -- "system for the system".

These enterprises have issued many systems for their own problems, but most of these systems lack clear directivity, and the correlation with the overall strategy and mode is not high, which does not reflect the requirements of key value chain links.

Therefore, these systems can not play any role, but in turn they may become obstacles to strategy and mode.

Therefore, the construction of the system must not be divorced from the strategy and mode, and must be built around the key links in the value chain.

In terms of channel management, there is no clear strategy for the expansion of different sales channels. Sales personnel are not clear enough in thinking, affecting the in-depth development of different channels and the lack of network fine-grained.

The development of Shang Chao channel is limited to simple supply, but there is a lack of management skills in terminal channel maintenance and sales promotion.

In order to solve the above problems, we propose

We should strengthen the control of channels and terminals, change the sales system that relies on the "single soldier operation", adjust the sales organization form, establish sales teams at the core of the region, improve the sales organization form with the core of channel development, reorganize sales organizations from headquarters and regions, and strengthen the strategic and systematic development of the channels.