China Glass Network. In the operation of the regional market, we've discussed this extensively in the past, and even copied a piece of heaven and earth. Before copying, however, it's essential to create marketing strategies and build a successful market from scratch. The key lies in creativity.
The turning point is crucial—this "point" refers to an idea or concept, while the "face" represents the broader strategy or direction. Without a clear way of thinking, there is no path forward. A well-defined thought process leads to effective solutions.
When selecting a regional market for expansion, breakthroughs often come through innovation. For example, in the shoe and apparel industry, a common scenario involves handing over terminal construction to provincial agents. However, these agents often struggle with autonomy. Initiatives such as "bringing in talent," "implementing processes," or "opening direct stores" are difficult to execute quickly. This often leads to conflicts between bosses and employees, as roles and responsibilities remain unclear.
Things are created by people, and success comes from human effort. Let's discuss the topic of bringing in talent. Typically, shoe industry agents have two bosses—one owner and one manager. Due to distrust, the introduced talents are rarely given real authority—whether it's decision-making power, control over operations, command of staff, or financial rights. Without these, they can't make any meaningful impact. When both bosses are involved in daily decisions, employees may become disengaged, only following orders from the top. This situation is common among shoe and apparel agents, leading to poor team dynamics and weak regional performance. How can success be achieved under such conditions?
Creating marketing means seizing the turning point, being bold, creating opportunities, and building success. Don’t always rely on excuses like “self-defense†when facing market changes. Instead of asking dealers for more conditions, complaining about employees, or blaming manufacturers for limitations, take action and drive progress.
The competition in the footwear industry is becoming fiercer. If provincial agents fail to break free from the traditional wholesale model that restricts regional markets, they will find themselves with very few resources left. The future is uncertain unless they adapt and evolve.
Especially in strategic cities like provincial capitals or prefecture-level markets, the pace is fast, and brand strength is clearly visible. For strong brands, these areas offer growth and expansion. For weaker brands, however, they remain invisible, stuck in a gap that continues to widen. The divide between strong and weak brands is growing larger every day.
While changes in county-level markets may not be as obvious, they are still relatively traditional. These markets may not have enough challenges to cause some brands to fall or suffer. Everyone tends to support each other, and popularity spreads slowly, like "sucking warmth." But eventually, the influence of strategic markets will bring change to slower-developing counties and cities, shaking up the status quo of agents who are comfortable with the current situation.
Shoe and clothing agents should not continue to move at a slow pace in county-level markets. Instead, they should leverage their "bragging" capital from other industries, focus their thoughts, energy, and resources on their core business. Building regional brands and strengthening the main business requires more investment and attention.
Creating regional brands is essential to keep up with market changes and stay competitive in the long run.
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