AOKANG China Footwear Industry Benefits First

A few days ago, according to the latest statistics and monitoring results of the national key industries in 2006, AOKANG ranked 2007 in the top ten enterprises in the leather shoes manufacturing industry in the year of 2007. This is the first place that AOKANG has ranked the top ten enterprises in the National Bureau of statistics for the past three years.

How did AOKANG maintain a good momentum of development for three consecutive years in a highly competitive market and become the first in the leather shoes manufacturing industry?

Excellent quality is the basic quality of efficiency and the life of enterprises. From the early stage of running factories, AOKANG regards the principle of "quality factory building and brand development" as the lifeline, integrating the concept of "integrity management" into the blood of every employee and becoming the common value orientation of employees.

AOKANG knows that if we want to improve the competitiveness of products, if we want to achieve good results, we must improve the quality of products and form a real product advantage.

In order to improve the quality of products, the company mainly started from the following aspects: hardware and software construction, quality management, process improvement, and strengthening after-sales service. In hardware construction, the company put in about 30000000 yuan in 1999 and imported 6 world-class production lines from Italy. In 2000, it invested about 2000000 yuan to introduce an advanced testing equipment from Taiwan, which changed the traditional visual inspection and spoke with data, thus ensuring product quality.

In the nineteen years since its establishment, the company has introduced more than 30 first-class production lines from Taiwan and Italy, and has greatly strengthened the hardware construction.

In terms of software development, enterprises have invested heavily in hiring technical personnel, and set up R & D centers in Milan, Wenzhou, Guangzhou and Italy.

In the light of the trend in the market, a good prediction of the future trend of the development of new shoes.

In terms of quality management, the company set up a network to control the quality of the whole process, and comprehensively implement the ISO9001 quality management system, so that the quality management of the enterprise can be pformed into a scientific total quality management.

We must strictly implement the "one vote veto system of quality", and issue the bonus for the employees, workshop and relevant responsible persons who have quality problems, and cancel the qualification of their annual "quality pacesetter".

At the same time, we must establish a strong incentive mechanism to carry out the "excellent red flag" competition, and get all material rewards or group bonuses to all employees on the "good quality red flag" line.

Quality from the source, the good material into the material, selected in the national industry with a long reputation, cortico stable manufacturers, comprehensive evaluation, after qualified entry to the "AOKANG group qualified supplier list".

The purchase of a company is one of them.

The quality of raw materials has been greatly stabilized.

At the same time, the process is closed. The company adopts a set of highly effective and full process quality management methods. In the production process, every operator in dozens of processes is the "quality inspector" of the previous process, and the whole staff participates in the quality management to ensure the quality of the product.

And establish quality supervision system in all branches, check and correct, check strictly, and be responsible for the quality of products.

In respect of after-sales service.

The company has set up a quality complaint telephone and implemented a special person responsibility system. It accepts and explains all kinds of problems raised by consumers, making it convenient for consumers as much as possible.

Even if customers purchase AOKANG shoes in different places, they will be able to solve the quality problems in the local AOKANG stores. Even if they have exceeded the "three pack" period, they will continue to follow the service and always take customer satisfaction as their responsibility.

In 2001, when AOKANG was working with customers in Hongkong, more than 180 pairs of shoes were labeled unqualified, and the shoes product itself did not have any quality problems. According to the general idea, it did not matter much if they were sold out.

But Wang Zhentao, the president of the company, picked up the scissors and cut off the leather shoes. He said, "this small logo also represents a quality and image. If we let go this time, we will commit another crime next time, then our quality will be unwarranted."

Characteristic marketing is the source of efficiency. With the gradual maturity of China's leather shoes market, product homogenization is becoming more and more serious, and competition is fierce.

For AOKANG, the fastest way, the least capital and the most secure way to occupy the market quickly is the best way to get the best results.

AOKANG is leading the Chinese leather shoes industry with its excellent marketing efficiency.

The first is to build a three-dimensional network and implement terminal suppression.

Since 1997, AOKANG has set up its own branch offices in all provinces of the country, which are directly managed by the headquarters.

In January 1998, the first chain store of AOKANG was opened in Yongjia County of Wenzhou. After that, the number of chain stores exceeded 3000 at the end of 2006.

The more than 3000 chain stores appear in front of the vast numbers of consumers in various provinces and cities in China, so that consumers who buy competitive brands can pform their brands and effectively curb their opponents. Especially in the development of self run stores and agencies, AOKANG has been well controlled and maintained its healthy proportion.

Self shop focuses on the representativeness of the AOKANG image, doing well in the aspects of the image, location and size of the store, so that the agent has a learning example to ensure the implementation of the strategy of "opening one, succeeds, consolidating one, driving one" in AOKANG monopoly.

Thus ensuring the wide source of benefits.

Second is clever planning.

Promotion is the double-edged sword of marketing. WAL-MART's "parity" strategy has become its core competitiveness.

Over the past few years, AOKANG has launched one or two large-scale promotional activities. Now, even if AOKANG is calm, people in the industry will assume that there must be a storm behind AOKANG's "sunny days".

In 1999, AOKANG lit more than 2000 pairs of fake AOKANG leather shoes collected in all parts of the country and ignited the name fire of Wenzhou leather shoes in the village of Hangzhou. The move caused a great sensation in the footwear industry of China. At that time, the economic daily wrote that "twelve years ago, a fire broke out, Wenzhou people fake goods, twelve years later, the fire broke out, Wenzhou people burned fake products", and AOKANG's popularity was greatly improved.

In May 1, 2000, AOKANG launched a large-scale promotional campaign to "double the cost of money" in the province of Zhejiang, causing a frenzy of buying AOKANG leather shoes in the whole province. In a short span of three days, AOKANG's sales in Zhejiang amounted to about 10000000 yuan.

Even some media said: "less than Beijing do not know the official small, less than Guangdong do not know less money, less than AOKANG chain stores do not know AOKANG shoes sell well".

In 2007, on the leather exhibition in Shanghai, AOKANG launched a shoe measuring machine based on high technology. It made free AOKANG shoes for more than 800 feet in Shanghai, making AOKANG's popularity and reputation rise again in a short time.

At the same time, we will quickly copy the successful profit model and quickly occupy the market in the short term.

Some strong brands, whose marketing model was established at the end of the last century, aimed at occupying large and medium-sized shopping malls, and wanted to quickly switch to chain stores. However, due to the lack of a ready mode, the risks were great. Moreover, if abandoning the major shopping malls, it would be a pity for AOKANG to create opportunities.

First, AOKANG began to explore chain stores in 1997.

In the past few years, AOKANG has been fumbling along with its operation.

Now, AOKANG has set up a complete set of operation system in the operation of chain monopoly, such as the five elements of agent selection, the shop marking system, the shop manager responsibility system, the guide training system, the information flow, the financial flow and the effective control of logistics. When some time passes, it can be copied to the next chain store at the fastest speed. This effective profit expansion mode has played a crucial role in AOKANG's profit and development.

Again, strong terminal control.

Effective control of the terminal market has always been a headache for the shoe industry in China.

Many shoe enterprises have good marketing ideas, but once they reach the terminal market, they are completely distorted, and finally fail to achieve their original purpose. Some of them are also controlled by some agents who control the terminal market.

In order to effectively control the terminal market, AOKANG changed the marketing mode of market share by setting up a general agent, and directly supplied and managed the terminal market by setting up more than 30 provincial branches in the whole country, thus establishing a strong vertical marketing system controlled by factories.

Although this has increased the cost of marketing, it has been able to control channels and control resources more effectively, making AOKANG steady development over the past few years.

In addition, in order to reduce operational risks, AOKANG also established a secure receivables system around the terminal market. The more than 30 branches of the country were unified and vertically managed by the headquarters, and the system of pre payment and delivery was implemented for the agents, which ensured the withdrawal of cash and capital turnover.

Finally, the rapid response of information and effective logistics distribution.

Modern marketing, to a certain extent, is the marketing of market information, which constantly adjusts its marketing strategies and strategies through the sensitive response to market information.

Now, AOKANG, through the ERP system established throughout the country, continuously feedback the sales and market information of a single branch and a single store to the head office every day, and timely analyze and process the information by the relevant departments of the head office, so as to form a decision and pmit it to the marketing fronts in the form of "express", "internal fax" and "e-mail".

Taking inventory as an example, most of the manufacturers are now exhausted by inventory and often profit only in a year.

AOKANG has been well controlled at this point. It relies on its directly managed network system to provide fast feedback to information. On the one hand, a logistics distribution system has been established throughout the country to ensure smooth logistics. On the other hand, the processing of local goods in the South and the north can be achieved in a very short time.

It is precisely these one after another, which has made AOKANG's Chinese footwear industry a top priority.

In the face of the changeable market, AOKANG group is leading the Chinese footwear industry to greater brilliance with its own unique advantages. I believe that China will not only be a big shoe producing country, but also a big shoe brand.