What Factors Affect The Management Of Clothing Stores?

　　 Clothes & Accessories The content of the market survey is very extensive. Besides the investigation of the customers, the investigation of the environment of the shops is also very important. Shop opening and business activities can not be separated from the social environment. The social environment related to opening a shop is composed of business circles, politics, culture, climate and other factors. These factors are often unmanageable by enterprises themselves, and only adapt to them on the basis of understanding, and use them as their own, and succeed in the management after opening stores.

1: the concept and role of business circle in a broad sense. Trading Area The distribution of a prosperous business belt in a city, such as Beijing's Xidan and Wangfujing. Narrow business circle refers to the location of the shop as the center. direction And distance expansion, to attract customers' radiation range, simply speaking, is the geographical scope of the letter that customers come to live in (usually the distance between consumers willing to walk to buy goods is 500 meters, but it will increase or decrease along with some obstacles, such as roads, mountains and rivers). The importance of business district survey is reflected in: (1) business district survey can predict the number of households and population of floating population in the range of possible location of the store, and estimate consumption data such as business customers through consumption level. The analysis and investigation of business circles can help operators identify which customers are the basic customers and which are potential customers, and strive to attract potential customers while maintaining the basic customer base. (2) business district survey can help shoppers understand the advantages and disadvantages of the location of the predetermined market, so as to decide whether it is the best place to open a business. When choosing a store, we should make clear the scope of business circle, understand the distribution of business and industry, and the relevant information of market and non market factors, conduct business efficiency evaluation, measure the use value of the store site, according to the basic principles of design, choose the suitable location, make the business circle, store location and operating conditions harmonization and integration, create business advantages. (3) a good business circle survey enables operators to understand the location of the store and the needs and preferences of the customers, as a basis for adjusting the seller's commodity mix, allowing operators to make clear performance targets according to the survey data. Through business circle analysis, formulate market development strategy, continue to extend the tentacles, expand the scope of business circle, improve market share.

2: classification of business district (1) residential areas: mainly residential areas with family members. (2) cultural and educational areas: schools with schools nearby. (3) office area: office building. (4) business district: a store oriented area. (5) entertainment area: near the cinema, disco and other entertainment areas. (6) industrial area: factory area nearby. (7) night city: night market. (8) specialized shops: areas where similar shops are clustered. People who open a shop can know what area they should be able to maximize according to their investigation. It is a key to success in opening a store. Secondly, it also helps to choose the business circle when opening shop, so as to reduce the time and cost of repeated job investigation.

3: business circle survey content, business circle survey includes business circle boundary, store characteristics, residential characteristics and distribution, public facilities and so on. The main purpose of the survey is whether the business circle has enough potential to set up shops and long-term development. Next, we briefly introduce how to understand the business area from three aspects: Residents' information, traffic conditions and building characteristics.

(1) residence and resident information: the history, resources and topography of the shop in the region; 2. The population situation in the open shop area; 3. The income and consumption habits of the consumers in the open area; 4. The industrial structure in the open shop area; and the future public and private construction plan.

(2) traffic conditions: Road Development Prospects in the trade area; 2. Road surface condition; 3. Concentration of traffic routes; 4. Vehicle trips and carrying capacity; parking facilities.

(3) the characteristics of buildings 1. The status and distribution of residential buildings; 2. The distribution and characteristics of commercial buildings; 3. The distribution and characteristics of public buildings; 4.

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The demand of dealers is constantly changing, but in the final analysis, there are three aspects. First, dealer demand sales volume. If your product is a best seller, don't worry about it. Dealers may only need sales at this time. Because he knows that your goods can drive other goods away so that he can make money from other goods. Second, dealer demand profit margin. If your product is a new product, the dealer expects higher gross profit. Your goods can walk slowly, but they are very profitable, so he is satisfied. Third, dealers need stable home. If your goods are really tight, retail outlets must be allowed. If you give goods to distributors, dealers can use this product to establish channels and maintain their own channel loyalty. Of course, if you can help him manage, manage the channel and manage the terminal, you can also satisfy his needs.

Therefore, when formulating marketing policies, enterprises need to know what the needs of distributors are. Do dealers need long-term development or short-term profits? When making policies, enterprises should take into account the development of dealers, not just from the enterprise itself, nor from the perspective of consumers. After all, distributors are indispensable in some industries. Dealers also have stage of development. He needs you to give guidance to him in the start-up stage, and he needs your support. When his network has been formed and the basic norms are managed, what he needs most is profit. His needs are different at different stages of development. Therefore, in order to meet the actual needs of dealers, enterprises should constantly formulate sales policies, product policies and promotion policies that are in line with distributors.

"Terminal is king" is now platitudes, but some enterprises have become "kings" at the terminal, while others are still pursuing "becoming king". The "super terminal" with special status claims the cost of all kinds of names, making terminal risk and cost very large. In the end, whether the enterprise will do the terminal or how to make the terminal? According to the current development trend of the channel, terminals do not have to do, have to do, do have to do, the key is how to do. Therefore, many enterprises have terminal strategies to formulate terminal policies that are different from distributors and meet the needs of terminals.

The demand for terminals is increasing, especially for home appliance chain stores. SKYWORTH has taken the "third way" because of the appliance giant such as Gome. GREE air conditioner simply built its own network with the channel business. The chain giants of the mobile phone industry are also very powerful. Hundreds of chain stores have forced factories to build networks. Terminals and distributors are part of the channel. If manufacturers are to make a choice, they prefer to choose terminals instead of distributors. The way to do terminal is different from many enterprises. Procter & Gamble's market personnel only do terminal maintenance and support, regardless of fleeing goods, regardless of price. In P & G's eyes, terminals are more important than distributors. After all, the three foot counter of the terminal determines the final success or failure of the manufacturer.