How to receive the domestic sales bill of clothing

Once upon a time, earning foreign exchange by the export king became a dream worshipped by many enterprises. However, today, export has become a pain in the hearts of export-oriented or foreign trade-oriented enterprises like Lesi: to export is death, or not to export is death. However, looking at the domestic market in recent years, there are still some successes in the transformation of export-oriented enterprises into domestic sales. However, it is more in the form of failure or defeat or continued struggle to survive. For Lesi, exporting to domestic market is not simply opening the domestic market, but actually a process of strategic positioning change, reengineering and upgrading, and re-starting. It is the upgrade of the status of enterprises in the global industrial chain, from processing workshops to brand providers and even industrial chain managers; It is a process from no brand to self-created brand; It is a fundamental change in the business model, profit model, management and operation model of enterprises; It is the transformation of enterprises from the business model of big customers and big trade to the systematic and refined marketing model; The transformation of enterprise's core competitiveness from manufacturing advantage, cost advantage, productivity advantage, quality advantage and technology advantage to brand advantage, marketing advantage and R&D advantage is, in the final analysis, the comprehensive transformation and upgrading of enterprise's strategic mode marketing mode. Therefore, the analysis and comparison of the operation of export enterprises before and after domestic sales, as well as the analysis and research of success and failure cases, is undoubtedly what Lesi needs to understand and learn from. OEM enterprises (export enterprises) own brand enterprises (domestic enterprises) target customers, direct contact with large customers, terminal growth model, rapid expansion, gradual growth, changeable operating model, independent ownership, self-control product line, can not be extended to related product markets. Brand investment does not need publicity, but needs huge capital resources to integrate upstream resources and downstream resources. In the final analysis, the problems faced by most export enterprises when they enter the domestic market are due to the high uncertainty brought by the transformation of business model B2B+OEM to B2C+OBM and the consequent inadaptability. Export is an enterprise's integration of upstream resources in the industrial chain. The main way to generate value is to invest in production equipment and important customer relations (including government relations), but now it needs to be transformed into a value generation model of investing in brands+channels+sales organizations, which is indeed a huge change. Order production has the characteristics of high controllability of cash inflow (that is, the enterprise completely settles in cash, the capital flows very quickly, and there is no deposit of funds in inventory, production and circulation). ), the risk of enterprise management is limited to product quality and customer reputation, so the internal operation is relatively simple and convenient. Entering the domestic market is to integrate the resources downstream of the industrial chain. Not only will the production inventory increase obviously, but there will be a period of net investment before the sales team brings cash flow (payment back), and the fund management, production organization and financial management will inevitably be completely different from before. The core competitiveness of export enterprises lies in quality reputation, customer relationship, product cost performance, richness of product color types (length and width of product line) and delivery speed; The rules of marketing game in domestic market are: focusing on brand and product line planning, channel and terminal construction, promotion (including media combination and offline promotion) combination, sales and market management, and the execution ability of marketing team. Especially in terms of market cost, the cost of export is unmatched by the domestic market; At the same time, the transformation has changed the stakeholders of enterprises, who are faced with brand-new market environment and business partners, including government, industry, channels, terminals, consumers, advertising, planning, media, consulting and so on. These brand-new business partners have brought unfamiliar rules of the game, and enterprises are facing the improvement of their management ability. A clear strategy is necessary, but more importantly, a business model that can put the strategy into practice. Simply understood, the business model is the sum of the ways and methods for enterprises to achieve strategic goals. It includes not only the comprehensive investigation before pattern design, but also the design and dynamic adjustment and optimization of the pattern itself. A comprehensive and in-depth understanding and insight into the industry, competitors, themselves, channels and consumers, so as to accurately judge and design their own business model, is the most important prerequisite for the success of Lesi's domestic sales. Silo must conduct in-depth research on the market to understand the environment and difficulty of intervention. Market research mainly includes in-depth analysis and research on the entered industries, so as to clearly understand the stage of industry development, industry concentration, key factors of industry success, market capacity, competition and development trend. Sales realization process, distribution mode, distribution channels, existing price system, industrial chain analysis, brand model, brand influence, etc. Industry competition, benchmarking research, research on enterprise brands, technologies, products, costs, channels, teams and existing successful business models and profit models of the industry, especially research on consumer groups, and analysis and research on consumer psychology, purchase behavior, demand development trend and purchase decision-making factors. Based on the insight into the external and internal environment of the enterprise, planning and designing the business model of the enterprise, and formulating marketing strategies and related strategies accordingly, just like a thousand miles away, is a key step to the success of domestic sales. The business model for exploring the domestic market needs to include the combination of products, prices and services (what products are used to meet what needs, and different products are borne by different people), channel model (channel level, management and control methods, sales promotion and promotion methods), profit model (how to achieve a win-win situation for enterprises and stakeholders instead of a single enterprise) and market expansion model (how to open up markets and win customers). To put it simply, enterprises must make a clear inventory of various key elements in this series of links, from manufacturers to distributors, from distributors to retailers, from retailers to consumers, clearly point out the solutions to possible problems, and find ways to make money for partners in all aspects in the future. For the domestic sales of Lesi, marketing skills are no longer a strategy that can be realized only by relying on one link and one idea. If Silo really wants to do a good job in domestic sales, it needs to rely more on the wisdom, comprehensive competitiveness and systematic marketing of enterprises. 1, the brand is the red flag: to do domestic sales, we must focus on building brand power. The word brand is self-evident to enterprises. Whether a product brand or enterprise brand can become a well-known brand, a well-known brand, a well-known trademark in China, etc. All these make enterprises dream of, and enterprises in transition should generally have a centralized brand building strategy. There are several ways to build the brand of general enterprises: paying attention to building independent brands, renting brands, having brand autonomy but relying more on product strength to achieve sales. There is no difference between the three methods, so-called unique operation. The key lies in the mastery of enterprise resources and industry status. However, the most critical issue is that enterprises need to realize that brand is only a tool of tool premium, so enterprises must start from enterprise resources and development strategies and create brands in a moderate way and investment. 2. Product strength is the standard bearer: a brand without products is a walking corpse, and product strength is the cornerstone of domestic sales. The transfer of silo to domestic market is equivalent to the listing process of a newly developed product. Although OEM enterprises have the ability to manufacture products, as we all know, they only manufacture products, not commodities, but only the hardware of products, but lack the extension of products. This is the core of transformation, including product name, positioning, consumer segmentation, consumer core demand analysis, product core selling point and value, product appearance, packaging design, product price and price system design and planning. 3. The channel model is the flagpole: the planning and innovation of the channel model and the deep help model and consciousness of the channel are the most lacking links in the sales of export enterprises. Enterprises should not only pay attention to the construction of dealers, but also pay attention to the construction of marketing teams. The development of marketing in China is actually the evolution of channels. When the channel research is clear, many marketing problems will be solved. Many enterprises give priority to the setting of organizational structure and post functions, which is not feasible in China's marketing practice. In fact, before organizational design and planning, we must first make clear the realization process of product sales, and make clear the channel mode and terminal format. For silo, we have two suggestions: first, silo and dealers should focus on clarifying their respective roles and relationships. Second, how to choose the dealer team after the channel planning and architecture are established. 4. Organizational follow-up strategy: according to the objectives and channel models of the enterprise and the market, the marketing organization and process of the enterprise are constructed in reverse, and a team that belongs to the enterprise itself and conforms to the enterprise culture and values is established. 5. Soft communication is the most effective. For Lesi, advertising, image spokesperson, media, sales promotion and ground promotion are all new things. Enterprises often plunge into it out of curiosity or even excitement, and then fall into a beautiful dream. Accurate soft communication is the most effective key link. Hard communication often presents the characteristics of large amount of information, high density, high homogeneity, large investment, low effectiveness, compulsion and great resistance. Its content, mode, perspective and carrier are relatively simple, and the unit efficiency ratio has become lower and lower, which is increasingly resisted and hostile by consumers. Relatively hard, soft communication advocates starting from the standpoint of consumers and audiences, starting from the perspective of penetration, interaction and sharing, focusing on excavating the brand's thoughts, viewpoints, methods and emotions, sneaking into the minds of consumers and the public in a non-rigid and non-mandatory way, and then occupying the minds and hearts of consumers for a long time.