Management Responsibilities Of Channel Managers In Garment Enterprises

Complete a comprehensive management with garment manager.

And the channel is like the wings of an enterprise, and the effective integration of the two can help enterprises launch their wings.

Therefore, only clothing and channel management can form a competitive advantage.

An important duty of channel managers in garment enterprises is to work closely with the garment manager to implement the clothing strategy to the implementation of the channel strategy and finally realize the value of clothing.

Although the channel managers of garment enterprises are different from the clothing managers: the clothing managers are concerned about the whole process of the development of different garments, their foothold is clothing, and the responsibility is to create the most valuable clothing; while the channel managers of garment enterprises are concerned about the development process of different channels, the foothold is the channel, and the responsibility is to make every channel occupy a strong position, so as to embody the best terminal image.

But in practice, the channel managers of garment enterprises should cooperate closely with garment managers, and even form a complementary situation of "you have me and I have you".

The channel part of clothing marketing planning reflects the channel structure of clothing, that is, which kind of clothing should enter, which has strategic direction and requirements.

But in the management, the clothing manager's foothold is clothing, he can only be responsible for a kind of clothing management, but can not be responsible for other clothing channel planning, and can not achieve the professionalism and overall situation of channel management; and the channel manager of clothing enterprise is based on the channel, he can always pay attention to the development process of a certain channel, so as to achieve very professional system management.

According to the different positions of different costumes, he will integrate appropriate clothing into proper channels for unified management, communicate with channel members and salesmen, put forward unified work demands to them, and unify their information feedback, so that clothing marketing planning can be concretely implemented, and channel management work is more simple, professional and efficient.

In clothing and channel management.

The channel manager must bring all the garments that are suitable for this channel into the market.

Strive to see all these channels in all channels. At the same time, channel managers of garment enterprises must build a platform for image display of these garments so as to make the channel vivid and the best image, thus promoting the smooth realization of the final value of garments.

Work with regional managers to form a strong channel team.

What is the relationship between channel managers and regional managers in clothing enterprises? Should regional managers obey the orders of channel managers of garment enterprises? How do channel managers of garment enterprises carry out their work? Actually, these problems have already appeared in the process of importing garment manager mode before enterprises, and the key is that many enterprises have not really understood the essence of the process. They are accustomed to a straight line order relationship, and only when they are given explicit instructions can they know what they should do.

Therefore, when they face the role of channel managers in clothing managers and garment enterprises as the core functions of planning, co-ordination, guidance and evaluation, they do not know what to do.

Strictly speaking, clothing enterprises

Neither clothing managers nor managers of clothing are in the "command type" management type, but belong to the "flow type" management type. They can not direct orders to the sales department because sales personnel can only have a direct supervisor, but by establishing management objectives, business processes and management norms to guide sales personnel to complete the established work, and carry out dynamic assessment and assessment of key links, and constrain and adjust the behavior of salesmen as a whole, in essence, this is an indirect rather than "direct" management system.