Chinese Shoe Enterprises Must Break Through Three Bottlenecks In Creating Brilliance.

Marketing under a weak background has created a miracle of China's economic success.

However, Chinese shoe enterprises have always been "sick".

The marketing tactics such as asymmetry principle and disequilibrium principle have helped Chinese shoe enterprises gain a foothold, and the disadvantages caused by long-term extensive development are also highlighted in the face of the new 10 years.

Learning in practice and improving in practice is the only way for Chinese marketing.

Then, in the face of the domestic and international market environment that has undergone qualitative change, where should the mainstream of marketing of China's footwear industry go? What stance should be maintained?

Three, the basic contradiction has made China's shoe enterprises, especially the leading brands of important industries, in a very difficult position.

In the face of greater development space, we can neither find the fulcrum of the industry, and the disadvantages of its long-term extensive development.

For example, high inventory...

Brand development and industry space

Because we are at the bottom of the world industrial chain, China's economy has huge strategic space.

But for shoe companies, the huge strategic space to occupy this industry is achieved through the growth space of the industry.

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In terms of industry, sales have slowed down from growth and have been declining for two consecutive years.

As the pace of product upgrading is still advancing, sales are still on the rise.

On the one hand, the enterprise strategy space is huge; on the other hand, the industry space is compressed.

This contradiction reflects the immature and lack of experience of Chinese shoe companies in grasping the relationship between enterprise development and industry cycle.

Frontline

Low line Market

For a long time, Chinese shoe enterprises, especially the leading shoe companies of today's industry, adhere to the way of combining first line strategy with low line market.

There is no doubt that the development of Chinese shoe enterprises has proved that this strategy of "high opening and low walking" is correct and effective.

But on the one hand, the competition in the low line market is fierce. On the other hand, the low line market is changing rapidly, which poses a great challenge for the enterprises to push forward the front-line strategy.

Even today, even the leading enterprises in the industry, the market players are still in the low line market.

Because of the difficulties at the beginning and end, it is impossible for enterprises to push ahead with the front-line strategy.

The brand at the front line has almost built the firewall of the market calmly. For a while, the local brand is in a very awkward position. It can not continue to grow by occupying the market of small and medium-sized enterprises, nor can it continue to upgrade by taking advantage of the market of multinational companies.

Strategic upgrading and weak foundation

For a long time, the development of Chinese shoe enterprises has adopted the long board mode objectively, that is, by strengthening the advantage factors, grabbing the market and grabbing opportunities.

Although accumulated for a long time, although it has formed a strong competitive power, it has made little progress in the construction of shoe enterprises. The comprehensive strength and marketing function of shoe enterprises have not matched with the market size of shoe enterprises.

The common sense of economics tells us that entrepreneurs make profits, and entrepreneurs decide their strategies. In fact, entrepreneurs decide whether they can create super enterprises.

A large number of leading enterprises have taken great actions in both international and brand mergers and acquisitions.

Without qualified entrepreneurs and excellent managers to support, big action is a big adventure.

The test is necessary, and the large area test is undesirable.

In the process of internationalization, shoemaking enterprises need to have considerable political capital and political skills to operate and invest in many countries, just as they need to own their intellectual capital.

Over the past 30 years, ubiquitous market opportunities, rapidly expanding market space, fierce competition, but low price of resources and better policy environment have provided enterprises with more relaxed opportunities for development.

Today, though these factors still exist, the demand for enterprises has obviously increased to another level.

There is no doubt that the Chinese economy and the Chinese shoemaking industry are destined to enter another 10 years of development. If there is no systematic improvement, no enterprise can enter easily.