How to survive underwear stores
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"Terminals for the King, Wan Dian Project" and similar terms related to terminal operations are among the most frequently used vocabulary in promotions by many underwear brands. However, as the underwear industry has developed over recent years, the question remains: which brand truly has effective terminal operations?
Many brands introduce promotional policies that go through multiple layers of agents before reaching the terminal franchisees. This long chain of communication often results in delayed information, causing franchisees to miss key promotional opportunities. Additionally, some agents face issues with their cooperation with underwear businesses, leading to contract terminations. The biggest loss falls on the franchisees, who then have to switch brands, re-decorate their stores, and lose their existing customer base. The cost of rebuilding a new market is significant, both in time and money. It’s no wonder that many franchisees are hesitant to miss out on business opportunities.
Nowadays, more and more franchisees are taking this matter seriously when choosing a brand to cooperate with. Companies that focus on real marketing and have long-term development strategies are gradually taking control of the terminals directly. By managing the stores at the headquarters level, they transfer some profits from middlemen to franchisees and customers, even if it means a slight delay in returns. But by having direct control over the terminals, companies can ensure better management and stronger brand presence. In the future, the phrase "Terminal is King, Million Shop Project" will become a reality.
Case Study: Longhua Beauty Underwear Store in Iraq
Located in a large industrial area, this store has a 25-square-meter storefront, fully compliant with the decoration standards of Iraqi Beauty Underwear. It employs three staff members who are experienced in selling undergarments. Mr. Zhou saw the potential of the brand and its market support. After signing the contract, he and the company analyzed the store location and surrounding environment together.
The store is located in an industrial zone where factories operate under strict management, far from the city center. Employees work late into the night and only have days off on Sundays and during payroll periods. As a result, they rarely have the chance to shop in nearby cities. Most of the consumers come from the factory workers themselves. During the day, the store is almost empty, but there's a surge of customers at night and especially on weekends.
Rather than waiting for customers, Mr. Zhou decided to take initiative and make the store "alive." The company and Mr. Zhou developed a series of marketing strategies:
1. Adjust working hours: Open from 12 PM to 12 AM, with one early-shift salesperson and three night-shift staff.
2. Underwear cultural education: Since many female workers have limited knowledge about undergarments, the company provided attractive coupons explaining how to choose, wash, wear, and maintain them.
3. Promotional events: To attract factory dormitory residents (who live 8–12 people per room), they offered group discounts—6 pieces at 7.5 times the price, 12 pieces at 6.5 times, along with beautiful gifts.
4. Buy-one-get-one-free: During summer, every purchase of regular-priced undergarments came with a free invisible strap.
5. Buy-two-get-one-free: Purchase two authentic undergarments and receive a special one.
On weekends, Mr. Zhou and his staff distributed flyers at factory entrances, dormitories, and event centers. The daily turnover reached 4,000 yuan, and on some days, it hit 8,000 yuan. After the campaign, many employees became aware of the nearby store, and word-of-mouth brought in new customers. The store's visibility and business improved significantly.
First, franchisees should start by building a sense of "self-reliance." Some depend too much on manufacturers, believing that all support comes from them. While this mindset is understandable, manufacturers' resources are limited, and their strategies are usually set at a national or provincial level, making it difficult to address local franchisee needs effectively.
Therefore, franchisees must develop a strong sense of "everything depends on themselves." With self-reliance and a solid product structure, qualified staff, good store image, display skills, and service quality, it's not far off for franchisees to "live" successfully. If the former is about seeking help, the latter is about taking action. With the right strategy, franchisees can truly thrive—not just as a dream, but as a real possibility.