The first stage is 1988- 199 1 year, which is the initial stage of the enterprise.
In these four years, they have completed two accumulations, one is the accumulation of funds, and the other is the accumulation of shoemaking experience;
The second stage is 1992- 1994, which is the initial stage of the enterprise.
There are four main signs: first, 1992 built two new factories, invested1600,000 yuan to buy domestic machinery and equipment, and recruited more than 300 employees. The annual output value reached12.8 million yuan.
Second, the standardization of joint-stock cooperative enterprises has been carried out.
The third is to pay attention to quality and build a brand. 1994, Aokang trademark became the first well-known trademark in Wenzhou, and Aokang leather shoes were rated as the first batch of famous brand products in Wenzhou.
Fourth, * * *' s southern tour speech has brought opportunities for the development of enterprises.
The third stage is 1995, which is the rapid development stage of the enterprise.
1June 1995, Wenzhou Aokang Group Co., Ltd., the earliest shoe leather enterprise in Wenzhou, was established.
1996, the company's output value reached1.1.80 million yuan, and profit and tax 1.5 million yuan, ranking second in the leather shoes industry in Zhejiang Province.
1997 to achieve triple jump in enterprise scale:1997 in June, it was promoted to Zhejiang Aokang Group Co., Ltd.; In July, the Ministry of Agriculture approved Aokang as a national township enterprise group and a national large-scale second-class enterprise; In August, the State Administration for Industry and Commerce approved Aokang as a national non-regional group.
In that year, the output value reached 238 million, the profit and tax was 35 million, which was double that of 1996, and the profit and tax increased by 20 million. It is the township enterprise with the best economic benefit in Zhejiang Province, ranking first among its peers.
1Feb. 998, Aokang became the king of real leather shoes in China for the first time, ranking among the top ten enterprises in the national industry.
In that year, the output value was 378 million yuan, and the profits and taxes were 48 million yuan, which were more than 50% higher than 1997 respectively. This development speed is the fastest in the same industry in China.
From 65438 to 0999, the enterprise was rated as one of the top 50 famous brand products in Zhejiang Province and one of the top 50 private enterprises in China 100.
In 200 1 year, Aokang's output reached 7 million pairs, with an output value of 820 million and profits and taxes of 654.38+200 million. According to the comprehensive evaluation of six economic indicators of china leather Industry Association, Aokang ranks second in the same industry in China and first in Zhejiang.
In 2002, the company's output reached 8 million pairs, the output value exceeded 1 billion, and the profit and tax reached10.8 billion, a record high.
……
Behind these amazing figures, what we see is the rapid expansion of Aokang's chain monopoly network in the country.
From the first company of 1998 to more than 2000 today.
Chain operation has a history of more than ten years since it was introduced to China in 1980s.
It didn't attract much attention in the past ten years, but it has developed rapidly in the last two or three years.
According to the statistics of China Chain Store & Franchise Association, as of June last year, there were 2 100 chain enterprises in China, with 32,000 stores and total annual sales of 230 billion yuan.
Chain operation is a magic weapon for the rapid expansion of enterprises and an inevitable choice for enterprises to push their products to a broader market after gaining a certain reputation.
Generally speaking, the chain operation of modern enterprises is divided into direct chain and special chain.
Direct chain stores are franchisees invested by enterprises themselves, and special chain stores are franchisees. Enterprises export not only tangible material products, but also an intangible management model, which is the most critical factor for the survival of chain stores.
Generally speaking, when an enterprise develops to a certain scale, it will adopt the parallel mode of these two ways to expand its marketing network: on the one hand, the establishment of direct stores by using direct chain stores can play the role of image stores and promote the brand culture of enterprises.
For example, the commercial pedestrian streets in some important cities are directly invested or controlled by the headquarters and are subordinate in property rights; On the other hand, it adopts a special chain, which is operated by franchisees and has no affiliation with the headquarters in terms of property rights.
When an enterprise opens a certain number of self-operated stores, it will immediately consider developing franchise stores in the form of franchise chains to expand its competitiveness and publicity.
One is a model store that can become a franchise store; The second is to develop franchise stores in the form of franchise chains, with less investment from the headquarters and no need for large investment; The third is to expand the marketing network of enterprises through franchise chains.
Aokang has adopted these two modes, and since 1998- 1 opened its first self-operated leather shoes store in Yongjia County, it has established and joined franchise chain stores on a large scale.
Up to now, more than 2,000 chain stores and more than 800 specialty pavilions have been successfully opened.
Franchising chain stores does not require too much capital from the headquarters, but it is not easy to operate successfully.
Problems in any link may lead to total loss.
Therefore, for the headquarters, it is necessary to have a set of operation mode that conforms to the development of this enterprise. In this regard, Aokang has accumulated a lot of valuable experience.
First of all, Aokang will minimize the risk of opening a franchise store.
For example, they have to go through on-the-spot investigation and detailed market investigation and analysis to choose the character, reputation, financial strength and store location of their partners. , and then initially establish franchisee files, and then start to negotiate cooperation after screening, so that both parties can achieve the goal of * * * before cooperation; The second is to ensure that franchisees must follow the established business model of the headquarters; Third, continue to help and guide franchisees: the headquarters regularly sends marketing managers and marketers to inspect franchisees and give them substantive support, such as the planning of promotional activities, the posting of POP brochures, the display of window, and the training of shopping guides. To help franchisees make feasible business plans, improve business performance, conduct effective market analysis, and give support in advertising and brand image; Fourth, market inspectors regularly supervise and assess the daily norms of store managers and shopping guides, and teach sales skills.
Always maintain effective communication between the headquarters and franchisees, strengthen assessment and correct the bad practices of franchisees.
On the basis of enjoying the same goodwill, chain operation emphasizes four unifications, namely, unified products, unified services, unified image and unified management.
It is precisely because of these four unifications that Aokang quickly cloned one store after another and extended its sales terminals to various places.
At the same time, Aokang summed up its own "four modernizations" business model: image standardization, all specialty stores should be located in downtown areas of the city, the appearance, decoration and variety of stores should be unified, with Aokang's own characteristics; Business integration, the implementation of distribution, delivery, wholesale, retail through-train services, in all provinces and cities and central specialty stores have distribution centers, chain stores, shops in the store can pick up goods from the distribution center nearby, and there is a special car transportation, forming a circulation pattern of production, sales, batch and zero integration; Management norms, all specialty stores have established personnel, training, finance, statistics and other aspects of the system and business plan; Value-added services, and strive to do a good job in pre-sale, sale and after-sales services.
It is particularly worth mentioning that they have also formed their own unique management methods in practice, such as compiling Aokang's sales staff training materials.
In the interview, the author browsed the training materials of Aokang's sales ladies and had to admire these marketing elites on the front line of Aokang. It was they who used more than ten years of practical experience to write this textbook without water.
In addition, the use of marketing networks all over the country, the introduction of national interactive dynamic services, to provide customers with quality products, but also provide quality after-sales service.
This has become Aokang's competitive advantage in the new market situation.
Aokang Group is an enterprise that mainly produces and sells leather shoes for men and women. Compared with other daily necessities, the technological content of leather shoes is not high, but Aokang pays attention to product quality and also to building "Aokang" service brand.
The company has set up a customer service department and a full-time after-sales waiter to accept all kinds of questions raised by consumers on duty.
Issue product credit cards, implement quality "three guarantees", and ensure that there are problems in repair, replacement or return within a time limit according to the actual situation.
Beyond the "three guarantees" period, we will continue to follow up the service, truly achieve perfect service and satisfy customers.
Aokang promises that no matter where consumers buy Aokang shoes, they can enjoy the same meticulous after-sales service as long as they go to any domestic specialty store during the "three guarantees" period.
As long as it is a reasonable request of customers, the company will try its best to meet it.
Customer satisfaction is the center of after-sales service.
In the past two years, some large domestic enterprises have invested heavily in providing distinctive after-sales service to enhance their brand reputation.
For example, Buick launched its own brand "Buick Care", which initiated the "care" era of after-sales service and evolved from passive maintenance service to active care after-sales service concept.
Aokang is also advancing to the era of "active care" for after-sales service. For example, before and after the "Consumer Day" every year, relevant consultation activities will be organized to handle some customer complaints on the spot, and personnel will be organized to handle complaints at home.
In addition, the customer service department is establishing a "customer club" to provide better after-sales service for every consumer of Aokang compared with the fashionable membership system.