Home >

The Four Point Is To Analyze The Competitive Situation Of Wuhan Women'S Shoes Market.

2010/7/16 21:43:00 42

1, consumer situation:

July 16th Wuhan leather shoes market has a market capacity of about 3-4 billion / year.

Consumer

Brand awareness has gradually increased, and we can generally remember several well-known brands, such as BELLE, Daphne, etc., but because of the reasons such as consumption ability and awareness, consumption is still very rational. Shoes, shoes and quality are still the first elements of consumer concern, paying attention to cost performance.

2, market

compete

Status:

The top 5 brands in the market are Huang Mei (with shoes, old styles, 25-40 year old women, good quality).

Ge Mei Qi

(with shoes, new styles, 20-30 year old women, European version), exhibition wind, Hua NaI (follow shoes, style closely followed by gorme, 20-30 year old female, good quality, sales in the past two years straight up), Dadong (heel shoes, good quality, this year the agent has fallen out with the factory, the factory sends the person to manage, the sales volume glides).

The Wuhan market is currently in the forefront and sells well. The two brands are royal sister (30000-40000 pairs / month, followed by shoes), and Ge Mei chi (10000-20000 pairs / month), forming a certain regional brand influence in Wuhan. Their sales channels are mainly based on shoe city retail and two batch merchants.

3, the market price situation:

The current price system of leather shoes Market in Wuhan, the ideal price of single shoes and sandals wholesalers is 40 yuan / double, 50 yuan / double is more difficult to accept, the ideal psychological price of consumers is 60 yuan / double, the ideal price of boots and cotton wholesalers is 60 yuan / double left and right, the ideal psychological price of consumers is 100 yuan / double.

4, channel status:

At present, the sales mode of the leather shoes Market in Wuhan is relatively traditional. They are supplied by the general agent to the two group of retailers and retailers, but there are differences in the management of the total agents. This also leads to the difference in sales volume. Most manufacturers are allowed to develop their agents freely. The sub brands are the target contracts with agents, the company manages the agents uniformly, agents establish corresponding incentive mechanisms, and the companies and agents jointly accomplish the regional goals. The strategy adopted by the European bird king is worth learning from other manufacturers.