How to survive underwear stores
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"Terminals for the King, Wan Dian Project" has become a commonly used phrase in the vocabulary of terminal operations, especially in the promotion strategies of many underwear brands. However, as the underwear industry has evolved over recent years, the question remains: which brand truly excels in terminal operations? The process of introducing promotional policies often involves multiple layers—starting from the brand, going through agents, and finally reaching the franchisees. This long chain of communication can result in delayed information delivery, causing terminal operators to miss key promotional opportunities.
Additionally, some agents face issues with their cooperation with underwear brands, leading to contract terminations. When this happens, the biggest losers are the franchisees. Since contracts between franchisees and agents are typically tied to a specific brand, franchisees must re-select a new brand, renovate their stores, and lose their existing customer base. The cost of rebuilding a market is significant, both in time and money. It's no surprise that many franchisees are now more cautious when choosing a brand to partner with.
Recognizing the importance of direct control, many companies with long-term visions have started managing terminals directly from headquarters, cutting out middlemen. Although this may mean slower profit distribution to franchisees and customers, it allows the company to maintain full control over the terminal, creating a more stable and profitable environment. In the long run, this approach supports the idea of "Terminal is King" and the "Million Store Project."
Case Study: Longhua Beauty Underwear Store in Iraq
Located in a large industrial area, this store spans 25 square meters and fully complies with the brand’s decoration standards. It employs three staff members who have experience in selling underwear. Mr. Zhou, the store owner, recognized the potential of the Iraqi beauty underwear brand and its market support. After signing the contract, he and the company conducted a detailed analysis of the location and surrounding environment.
The store is situated in an industrial zone where factories operate under strict management. Employees work late into the night and only take breaks on weekends. As a result, most customers come from nearby factories, but they are busy during the day and tend to shop at night or on weekends. Instead of waiting for customers to come, Mr. Zhou decided to take initiative and make the store "live."
To do this, 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 and three night shifts.
2. **Underwear Education**: Printed coupons explaining how to choose, wash, wear, and maintain undergarments, tailored for workers with limited education.
3. **Group Buying Promotions**: Offered discounts for bulk purchases—6 pieces at 7.5 times the price, 12 pieces at 6.5 times, along with attractive gifts.
4. **Buy One Get One Free**: During summer, every purchase of regular underwear came with a free invisible strap.
5. **Buy Two Get One Free**: Buy two genuine products and get a special one free.
On weekends, Mr. Zhou and his team distributed flyers at factory entrances, dormitories, and event centers. Within days, the store’s daily turnover reached 4,000 yuan, and by the end of the campaign, it hit 8,000 yuan. Word spread quickly among employees, and the store gained more visibility and loyal customers.
First, franchisees need to develop a sense of self-reliance. Some still rely too heavily on the manufacturer, expecting full support. While this mindset is understandable, manufacturers often focus on national or provincial strategies, which may not align with local needs. Therefore, franchisees must cultivate a mindset of "everything depends on themselves."
With this self-reliant attitude, combined with proper product selection, well-trained staff, a strong store image, effective display techniques, and quality service, making the store "live" becomes achievable. If the former is about seeking opportunities, the latter is about execution. With the right strategy, franchisees can truly thrive, turning the dream of success into reality.