In the operation of regional markets, we've discussed this topic extensively in the past, and it's often said that "copying is like copying heaven and earth." However, before taking the step to copy, it's essential to first create a marketing strategy and build a successful market model. The core lies in creativity.
The turning point is where things change, and the "point" refers to ideas at a conceptual level, while the "face" relates to the broader direction or solution. Without a clear way of thinking, there is no clear path forward.
When selecting a regional market to target, breakthroughs are often necessary. For instance, in the footwear and apparel industry, there are similar examples: after handing over the terminal construction of the regional market to provincial agents, it becomes difficult for them to make progress. Activities such as "bringing in talent," "implementing processes," or "opening direct stores" are not easily achieved in one step, and conflicts between bosses and employees often arise.
Everything is shaped by human effort, and people create success. Let’s focus on the topic of bringing in new talent. Typically, shoe industry agents are run by two bosses—often referred to as "the boss and the boss." Due to the boss's strong suspicion, the talents brought in often lack real authority—whether in terms of personnel decisions, decision-making power, organizational control, command rights, or financial rights. They can’t even make a single move without permission. When both bosses are deeply involved, a group of employees may appear "enthusiastic" but only follow the boss's orders. This situation is common among shoe and apparel agents, leading to a poor team atmosphere and weak regional performance. So, how do we create success?
Creating effective marketing means seizing the turning point, being bold, creating conditions, and building success. It's not about always using excuses like "self-defense" to avoid market changes, or asking dealers for more support, complaining to employees, or demanding more from manufacturers.
Competition in the footwear industry is intensifying. If provincial agents fail to break through the bottlenecks caused by traditional wholesale models in the regional market, they will find their future market opportunities shrinking significantly.
Especially in strategic cities like provincial capitals or prefecture-level cities, life moves fast, and brand strength is clearly visible. For footwear and apparel brands, this is a battleground—on one side, strong brands use these areas to expand their influence, while weaker brands remain stuck in a void. As a result, the gap between strong and weak brands will continue to widen.
Although changes in county-level markets may not be as obvious, because they are still relatively traditional, the market's "potholes" aren't enough to cause many brands to fall or suffer. People tend to support each other, and popularity spreads like "warmth." But one day, the influence from strategic markets will eventually accelerate the slow development of county and city markets, pushing agents out of their comfortable status quo.
Shoe and clothing agents can't afford to keep moving slowly in the county-level market. It's time to leverage the "capital" from other industries, focus your thoughts, energy, and resources on your core business. Creating regional brands and strengthening your main operations require more investment and attention.
Creating regional brands is crucial to adapting to market changes.
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