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How Can "Wait Single Type" Shoe Enterprises Survive In Cracks?

2011/12/19 13:54:00 23

Although small and medium-sized enterprises are facing the pressure of external environment, there are still some problems.

brand

Business, key technology, market segmentation, innovation, and competitive advantage on one hand maintain good growth.

However, relevant officials of the relevant Bureau of the Development Bureau also indicated objectively that after the financial crisis in 2008, many foreign shoe enterprises turned to the domestic market and intensified domestic sales.

market

Competition.

At the same time, the small and medium-sized shoe enterprises began to split up, and the first-line brands still maintained good growth. The second tier brands and the brand less processing enterprises were greatly affected, especially those lacking core competitiveness.

According to the relevant research, the most difficult enterprises are "single type" with "just doing, not stopping".

Shoe enterprises

There is no "one skill" in product competitiveness.

For example, Jinjiang is a sports shoes production base.

Anta

361 brands, and a large number of non brand processing plants.

Quite a few shoe factories rely on orders from big factories to make a living, live and dry, stop without work, and not only do not engage in product development, but also quickly follow suit when they see the new products coming into the market.

Because of the low management fees, in the past, it could earn some money. With the saturation of the industry capacity and the intensified competition in the domestic market, it is more and more difficult to survive in the cracks.

Jinjiang sports shoes industry generally reflects that the market strength of several brands has been established. Their development cycle is shortened and product replacement is accelerated. After selling a piece of style, they will be discounted, leaving the market space for the "imitation follow suit" processing plant smaller and smaller.

Many enterprises are "superior to others" in the aspects of design, key technologies, market segmentation and so on, so they do not have to worry about survival.

For example, the Yuantong shoe industry does not compete directly with brand sports shoes, but rather chooses canvas shoes as its main products.

Canvas shoes, which are fashionable, are not only relatively low in cost, but also popular among young people.

Small and medium-sized shoe enterprises must be professionals to do professional things, to make their own three acres of fine, perhaps the scale of enterprises can not be great, but the profit margin is not low.

Now that consumption is becoming more and more personalized, the market will become more and more detailed. Large enterprises tend to be mass production, and small and medium-sized enterprises are more likely to be specialized in some aspects. The trend of personalized consumption is conducive to small and medium-sized enterprises.

Small enterprises can not become a "diminished version" of large enterprises, but rather market segments, dislocation competition, and develop their own unique competitiveness, compared to a brand in a small area, and get a certain brand profit.

Most of the small and medium-sized enterprises should pform themselves into professional areas and make "brand" rather than market brand at a certain point.

Large enterprises can not be separated from small and medium-sized enterprises. Small and medium-sized enterprises will always have room for survival. The key is to abandon extensive management, locate them accurately and make them stronger.