The resistance from franchisees is 1. There is no sense that franchisees and brands are one. In most cases, franchisees will oppose their own interests and brand interests. 2. I always want to get a high return with the lowest input. Often the first way that franchisees think of is extremely unfavorable to brand image building. 3. Resist unified sales policy and promotion management. Franchisees deliberately resist the unified sales policy of brands for their own purposes such as high profits, inventory reduction and regional monopoly. 4. On the issue of regional development, for their own interests, regardless of the overall strategy of the brand. It is more common to "occupy the land and not work", and what is more serious is to deliberately confuse the market division. 5. The staff quality and management level can't meet the requirements of the brand. Franchisees generally use relatives and friends and try to use fewer employees, mistakenly thinking that this can save money and worry. 6. Unwilling to cooperate with the company's information feedback requirements. The direct reason is the shortage of manpower and time, but the real reason is that we don't realize the necessity of doing so. 7. More serious situations are adulteration, counterfeiting, goods smuggling and price fraud. The resistance from the brand company itself is 1. It is difficult to find qualified franchisees. Those who have the strength are unwilling to make clothes, and the strength they are willing to do is not enough. Most of them are unwilling to invest according to the company's wishes. 2. The contradiction between self-operated stores and franchised stores is difficult to solve. Because the break-even point and business purpose are different, most companies can't coordinate the two. 3. Due to the problem of talent team construction, it is impossible to provide perfect management services. Many franchisees' service to the market is almost blank, and franchisees have been in a state of laissez-faire for a long time. 4. The contradiction between production and inventory restricts operation. Franchisees want sufficient supply, but the company can't have everything because of inventory pressure. 5. The contradiction between the speed of grasping market information and the speed of development and production affects the market response speed of brands. 6. The lack of the company's own long-term goals makes the brand development vague. Huge risks From the perspective of operating profit, the annual sales of a medium-sized brand is about 60 million yuan to 200 million yuan, and it is estimated that 20 million yuan to 80 million yuan is needed for operation and turnover (including the funds of upstream suppliers of the brand). However, at present, more than 80% of domestic brands are middle and low grade, and their profits are quite low. The characteristic of clothing products is that out-of-season products are almost dead goods. If a company's inventory backlog reaches or approaches 20%, the increase of inventory will make the company's capital turnover more and more difficult. Large companies can still support for three to five years or change their business routes. Companies with poor foundations are expected to return to the starting point after three years. From the perspective of brand management, most leisure clothing brands basically have no brand culture and core values, but only rely on advertising or star effect to promote brands-in fact, promotion is also a trademark, and after the advertising effect, they try their best to develop dealers to open stores everywhere. The only advantage of this business model is that it is conducive to the rapid expansion of production scale because of its rapid expansion and promotion under certain production and operation basis. However, there are many disadvantages in operating clothing brands according to this model: there are no brands, only stars, no culture, only products, no brand loyalty and only immediate profits. In fact, many franchisees misunderstand that the fundamental reason for joining is often the company itself. When a company has no added value to others except its products, others will not regard you as a brand at all. When a company begins to try brand management, the input and cost will increase geometrically (several times higher than the cost of opening stalls in the wholesale market). At the initial stage, due to the novelty of new brands and the stimulation of advertisements, especially the follow-up of a large number of new business people, the brand's market expansion will be relatively smooth, but at a certain stage, there will be a lag, because many contradictions have not been fully resolved, and enterprises will be stuck in the bottleneck of development. The most terrible thing at this time is that if some franchisees quit, and enterprises can't open up new franchisees, it will bring disastrous consequences. From the analysis of the actual operation in the past, the main reasons that directly lead to the franchisee's withdrawal are: 1. Franchisees have not been really promoted and have no high commercial interest (especially dealers who have high expectations in the initial stage of joining); 2. The attractiveness and excellent market performance of other brands make franchisees lose confidence in their own brands and turn; 3. Due to long-term unprofitable, lack of liquidity, unable to continue to operate; 4. Lack of brand loyalty and disapproval of product prices, services, advertisements and promotion methods; 5. Franchisees with better profits and development will also quit because the brand can't meet their development needs. The situation that franchisees change jobs is most likely to happen at both ends of the franchise team, that is, franchisees who do big things and franchisees who do small things. If the loss of franchisees occurs in a relatively concentrated period of time, the company does not fully foresee the changes in the market, and there is no powerful expansion means to maintain the original scale, disaster will come. Many domestic brands have encountered this problem, and the huge production funds invested have instantly turned into inventory. What should I do to join the business? 1. Grasp the core of the brand. Now almost all brands have made great efforts in these aspects: please ask professional advertising companies to design VI image; Beautifully "unify" the stores across the country; Ask the most famous star to be the image spokesperson; Use exquisite POP to set off the bright colors of products; "Unified" display, language, gestures, applause, lighting ... Every company has brand supervision, advertising training, market planning and product development, but there are few individual brand images and targeted services in the market, let alone brands with clear market positioning and accurate culture, products and services. "Unity" is not the unity of the brand itself from the inside out and from top to bottom, but the great "unity" of all brands in the country, which is the most deadly. On the surface, everyone is doing it, but in fact, everyone is doing it. The storefront is beautiful, but the brand is gone. The core of brand marketing is brand, so what is the core value of brand? The core value of the brand is definitely not the beautiful face of the spokesperson, nor is it the gorgeous decoration of luxury shopping malls. The core value of the brand is the functional, emotional and self-expressive benefits that the brand promises to consumers. The key of brand marketing is to fully reflect the core value of the brand, because only by effectively conveying the core value of the brand can a clear brand impression be established in the minds of target consumers. For example, people who like cars must know the brand differences between Mercedes-Benz and BMW, that is, the difference between solemnity and spirituality, comfort and chic. Solemnity, comfort and safety are the core values of Mercedes-Benz brand, and personality, spirituality and chic are also the core values of BMW. Because of this difference in core values and insisting on highlighting the core values of brands in the whole marketing process, they have achieved great success in their different target markets. Similar marketing cases are numerous. Their similarities are: clear their target market, establish their core values different from those of competing brands, and then unswervingly implement and embody them in marketing activities. The clothing market is characterized by "no similarity", which means that the market segments of clothing are clearer than other products. In the clothing market, gender, age, population, preferences, class, income, culture, etc. A subtle difference is a market segment, and the consumer groups in each market segment have completely different requirements for brand core values. In view of the reality of the market, we should start from the following aspects: 1. According to the market demand, combined with the company's own capabilities and characteristics, clear brand positioning, establish their own brand goals; 2. Establish the core value of the brand according to the brand goal, carefully establish the guiding principle centered on the core value of the brand in all aspects of marketing, and run the core value of the brand through the whole marketing process; 3. Communicate the core value of the brand to the target consumers through marketing integration and communication integration, and cultivate the loyalty of the target consumers to the brand; 4. Establish a perfect marketing management system that runs through the whole channel chain to ensure the success of brand marketing. Second, give franchisees a complete management model. In fact, most of the difficulties in clothing franchise management come from the brand itself. Many brand operators have not really established the viewpoint of long-term brand management. They just wrapped their products in brand "sheepskin" and regarded "brand joining" as a magic weapon for rapid expansion, but under the banner of "brand joining", there was nothing. The biggest requirement of these operators is "you don't sell other people's things"! The question is who will be responsible for the interests of franchisees? Can you make a profit by selling only yours? What profit guarantee measures and systems do you have? If brand operators do not consider the interests of franchisees, they have already set their own interests against those of franchisees. How can he ask franchisees to maintain brand image, interests and management? As we all know, a brand must be strong, scientific and feasible in management, with a strong service support system, profit guarantee and risk avoidance system, product quality guarantee system, product development and update system, logistics supply guarantee system, talent selection and training mechanism, etc. Judging from the actual situation of domestic clothing retailers, there are widespread phenomena of low management quality and lack of systematic management experience. In such a market environment, any brand will achieve nothing if it does not fundamentally solve the management problems. In fact, a considerable number of franchisees and prospective franchisees who want to enter this industry have a strong desire to develop their careers at a higher level. The problem is that few clothing brand operators can provide systematic management services. The core of franchising is a scientific, perfect, meticulous and thorough management system. With this core, brand operators have the ability to resist risks, and franchisees have the confidence to join. Third, meeting the profit, development and cultural requirements of franchisees is a powerful weapon for the success of franchise brands. What are the needs of franchisees in the process of joining operations? The first is the demand for profit, the second is the demand for development, and the more advanced is the demand for spirit and culture. When developing the market, brand operators must attach importance to scientific and strict management, ensure profitability, encourage franchisees to continue to invest with good development prospects, meet the spiritual needs of franchisees with excellent brand culture, and make them full of sense of honor and accomplishment. "Ensuring franchisees can make profits" is a topic that many brand operators avoid talking about, but unprofitable brands are not attractive to operators. With perfect management to ensure the profitability of franchise stores, the profitability of franchise stores constantly stimulates more investors to join, and the rapid expansion of brands should be completed in this way. When clothing brands do business in franchise development, they should first consider establishing a set of perfect retail management model and regional business development model. In this mode, we should have all the necessary knowledge and practical management methods of clothing retail management, and the unique cultural communication and sales methods for this brand segment, especially the methods to guide franchisees to manage and expand channels. Only when the brand has established a feasible management mode and service guarantee system suitable for itself can franchisees unite under the banner of the brand. Because, only in this mode can franchisees be confident to make profits and obey the overall strategy of the brand, so as to meet the growing requirements. More importantly, the market is thus condensed. There is no barrier between franchisees and brands, and they quickly integrate into brands, which fundamentally overcomes all kinds of troubles between franchisees and brand operators. At the same time, with excellent and progressive brand culture as the brand banner and excellent communication and integration, the progressive clothing culture represented by the brand is deeply rooted in people's hearts, which promotes franchisees' sense of honor and accomplishment and meets their spiritual needs. Doing clothing wholesale is a sprint, and what matters is explosiveness and speed (as long as the style and time are accurate). To be a brand, you must be prepared to run a marathon. Before starting, you must have a systematic plan and all-round ability savings.