Clothing Dealers Should Improve Their Professional Knowledge And Quality.

Self quality and learning ability are becoming more and more important in this rapidly changing market environment. Professionalism is one of the effective means for apparel distributors to gain their due status in changing markets.

Such as: customer relationship development and management methods, supply chain logistics management, channel information management based on IT technology, operation of commercial capital, business consulting and so on.

Therefore, when adopting modern information technology and advanced theories, clothing distributors need to carry out more extensive training and attract more professionals.

In particular, we should pay attention to the following aspects.

Be a leader in market segmentation.

Facing the vast market and low degree of urbanization in China, the role of clothing distributors is huge and temporarily irreplaceable. But with the development of economy, the level of consumption has begun to differentiate and appear gradually, and at the same time, in order to avoid the dispersion of funds, increase the ratio of input to output and establish a professional image, and produce cluster effect, clothing distributors can choose the strategy of centralization and be the leader of market segmentation.

In this way, we can win the approval of manufacturers by making a specific brand. Secondly, we can make a thorough and thorough understanding of the specific brand's cultural connotation, clothing performance, brand operation and the operation of brand enterprises, and influence the same time that the agents wear the core consumer groups in the region to cater for the business strategy of the enterprises, so as to improve the position of the manufacturers and the profits of the unit garments.

Repositioning 1 - service centered and pforming to the third party logistics.

We need to re position the clothing dealers with a brand new perspective.

In the traditional perspective, clothing distributors have always been positioned from the perspective of manufacturers.

The distribution channel believes that the clothing dealers are only low price goods, sell at a high price, and survive for the commercial organizations that earn the difference; and take the clothing distributors as the center to locate, provide the distribution and other market service organizations, such as the core business from wholesale to retail or logistics, and the clothing distributors exist in the form of logistics distribution enterprises which are specialized logistics enterprises, social distribution centers and the mixture of the two, and provide efficient professional services for upstream producers and downstream retailers with the help of information technology and rapid corresponding methods, so as to increase the value of clothing in circulation.

Repositioning 2: pforming passivity into initiative and integrating channel resources into business consulting.

Because the clothing distributors are in the middle of the upstream producers and downstream retailers terminals, although the two parties will be restricted, they can also make use of their contacts with producers, retailers and even consumers. Through collecting, collating and analyzing the channel resource information, we will put forward integrated solutions or solutions to the channel environment and related channel resources in the view of three parties, so as to optimize the clothing structure, strengthen process control, improve circulation efficiency, and realize the influence and control on manufacturers, terminals and other channel members (such as two or three level wholesalers).

The author of commercial capital.

Due to the fact that the profit of garment distributors has not yet been formed for a time, the profit mode of most domestic garment distributors is built on the basis of channel profits.

To avoid the obvious drawbacks of this model, such as clothing dealers pay too much attention to channel profit indicators, sales, gross profit and

The assessment indexes such as turnover rate are placed aside, and at the same time, the burden of other channel members is increased.

Therefore, clothing dealers, especially large garment distributors, should innovate their ideas and make full use of their capital in the upstream and downstream channels to give full play to their financing functions.

In particular, clothing dealers with high level of capital management can even form a long-term cash flow with little fluctuation and stable cash flow through effective supervision.