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UDC 659.2
OPPORTUNITIE FOR THE COMPANY'S DEVELOPMENT IN THE CONTEXT OF THE GLOBAL FINANCIAL AND ECONOMIC CRISIS
Liu Xin
Scientific supervisor - Yu. A. Anikina, E. V. Loginova
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation
E-mail: 784458194@qq.com
Constant changes and the development of a market economic environment and the diversification of the global economy create both opportunities and problems for the development of enterprises. The article cites the Chinese company «Aokang» as an example.
Keywords: Aokang company, Chinese SMEs, opportunities, diversification.
ВОЗМОЖНОСТЬ РАЗВИТИЯ КОМПАНИИ В КОНТЕКСТЕ ГЛОБАЛЬНОГО ФИНАНСОВО-ЭКОНОМИЧЕСКОГО КРИЗИСА
Лю Синь
Научный руководитель - Ю. А. Аникина, Е.В. Логинова
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
E-mail: 784458194@qq.com
Постоянные изменения и развитие рыночной экономической среды и диверсификация мировой экономики создают как возможности, так и проблемы для развития предприятий. В качестве примера приведена китайская компания «Aokang».
Ключевые слова: компания «Aokang», китайские МСП, возможности, диверсификация,
In the increasingly competitive Chinese shoe industry, Aokang Group led by Wang Zhentao is undoubtedly a dark horse. In 1988, it started with 10 workers with a capital of 30 000 yuan and developed into a company with a net asset of more than 1 billion yuan, more than 12 000 employees, and an annual output value of 2 billion yuan. Aokang Group has developed rapidly at an alarming rate. At present, its market share ranks second in the country in the same industry and first in Zhejiang Province. The company's leading products, Aokang leather shoes, Kanglong casual shoes, and beautiful women's high-end fashion women's shoes, have been rated as «national inspection-free products», of which Aokang brand leather shoes have been awarded China's famous brand products and well-known trademarks. What is the secret of the rapid development of Aokang Group? Since its development in 1988, Aokang Group has experienced four stages in its marketing model:
Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
The first stage: the wholesale system-an extensive stage of separation of production and sales. With the army of 100 000 salesmen in Wenzhou, Wang Zhentao went south to north to sell his products. The dealer took the money and bought it at Aokang's sales point, and then took it to the market and mall for sales. At this time, in the marketing mode, the manufacturer obtained low production profits and lost network resources [1].
The second stage: the vendor affiliate system. Wang Zhentao started his career in selling leather shoes in 1986. At that time, the quality of leather shoes in Wenzhou was uneven, and it was mainly in the low and medium range. Wang Zhentao calmly analyzed the market situation and believed that the merchants mainly distrusted Wenzhou goods, fearing to bear risks and affecting their business reputation. If you produce it yourself, the quality is guaranteed, and then there is a «registered trademark» to give full play to the advantages of Wenzhou leather shoes styles, you will definitely be able to open the door of big shopping malls. When Wang Zhentao returned to his familiar mall in Wuhan with his leather shoes on his back and found a manager, the manager was not only impressed by the shoes he produced, but also moved by the young man's dedication. However, due to the limitations of the «state-run» system and supply and marketing methods, the manager still has no idea how to accept the shoes of this «private enterprise». At this time, Wang Zhentao timely put forward the ideas that he had already thought about. He wanted to lease the counter, self-produce and sell, and pay the lease fee in advance, so as not to let the mall take risks. After several persuasion, the manager promised to rent him a counter and a half to try first. After a month of trial, the sales of one of his counters were higher than the 10 counters in the mall. The manager then took his reassurance. Wang Zhentao personally stood at the counter, listened to customers' opinions on style, size, color and quality, and timely transmitted the information back to the factory to adjust the production plan. Often, the customer's requirements could be realized on the counter within three to five days, and the business became more and more popular. In this way, Wang Zhentao boldly broke the original shopping mall system, extended the tentacles of information directly to the market, and implemented the «manufacturer joint venture», setting off the first shot of «introducing factories into stores» [2]. Later, shop-in-shops and counters were opened in major and medium-sized shopping malls across the country. At one time, they were distributed with dealers and made the «two legs» of Aokang's marketing work. So far, Wang Zhentao has set up more than 800 shop-in-shops and counters in shopping malls across the country, which has played a very active role in accumulating the original accumulation of Aokang, expanding the scale of reproduction and increasing brand awareness.
The third stage: franchise system-introduction of chain monopoly. With the intensification of market competition, consumers have put forward higher requirements for product styles, services and brand awareness. As a result, the original marketing strategies of «vendor co-operation» and «multi-level distribution», especially the disadvantages of excessive costs and difficult to guarantee brand effects caused by «multi-level distribution», have clearly not adapted to market requirements. There must be a new marketing model, and a marketing network and marketing method that meets market requirements must be established in order to gain the upper hand in a new round of competition. Under such circumstances, Wang Zhentao, president of Aokang Group, judged the situation, decided to lead the domestic footwear industry, introduced the «McDonald's» franchise sales model, boldly introduced chain monopoly, and earlier committed to the exploration and practice of franchising. In January 1998, the first Aokang chain store was officially unveiled in Shangtang Town, Yongjia County, Zhejiang Province. This is also the first chain store in China's
leather shoes industry. The opening day caused a sensation in the local area and the sales were hot. Since then, Aokang's marketing has embarked on a new chain of monopoly, and the company's development has entered the fast track. Driven by Aokang, a chain of wind was blowing rapidly in the Chinese leather shoes market. At present, various large and small leather shoe brand stores are blooming all over the country, which makes the Chinese leather shoe market smoke all over the country, showing a situation of contenders [3]. This chain monopoly marketing model has played an important role in the rapid replication of the network and the promotion of the brand. In particular, the manufacturers have obtained secondary profits, both product profits and brand profits.
The fourth stage: multi-brand management system. In recent years, the production of women's shoes and brands has been a topic of shame in the industry, and it cannot escape the embarrassing situation of foreign brands and Guangzhou enclosure. The «beautiful lady» series women's shoes launched by Aokang Group are designed by Mr. Manio, a famous Italian designer. Most of the raw materials are imported from abroad, which has a unique charm that cannot be imitated. At the same time, the launch of «beautiful beauty» also ended Wenzhou's history of no high-end women's shoes. According to Wang Zhentao's explanation, «Aokang» is the company's «Golden Bull» brand. It has the same name as the company and is the mainstay of the company, providing the main cash flow of the group company. «Kanglong» is the «Aokang» brand firewall and acts as a brand. The role of the slammer has caused Wenzhou and even many small shoe companies targeting Aokang to be strongly counterattacked when they hit Aokang at a low price; «Beautiful Beauty» is a high road brand with the mission of creating top women's shoes brands [4]. The three brands have different positioning, implement intensive cultivation, three-dimensional combat, further increase the market share of enterprise products, reduce operating risks, and achieve the goal of marketing success.
References
1. Chen Weili. International Trade Theory Explanation of Enterprise Competitiveness and Its Enlightenment // International Business Research, 2016. № 3.
2. Liang Hongxia. Research on China's SMEs' strategies for coping with the economic crisis // Ocean University of China, 2011.
3. Chen Chen. Research on Financing Difficulties and Institutional Innovation of Chinese Small and Medium-Sized Enterprises // Fujian Normal University, 2013.
4. Yin Yutao. Analysis on the International Competitiveness of Chinese Enterprise // China Economic and Trade Herald, 2010. № 11.
© Liu Xin, 2020
