Introduction
Dealers may be seen as “ordinary” within the industry, yet they are vital partners for enterprises. It is through their silent dedication that companies and brands achieve modest success and market recognition.
The “Footlink Dealer Series Stories” aspire to engage with exemplary Footlink elderly shoe dealers, revisiting their entrepreneurial narratives, sharing sales strategies, and jointly exploring promising business prospects.
These stories may reveal success strategies, heartwarming tales, or discussions on past challenges. It is hoped that these narratives will provide you with inspiration and contemplation.
Character Profile
Zhang Shaoxiong, a dealer from Xinjiang County, Yuncheng City, Shanxi Province. Currently managing two stores, the Longxing Street Store in the old city area and the Haiquan Supermarket Store in the new city area. Zhang joined Footlink in 2017, transitioning from a store employee at Longhai Road’s Darunfa store to an independent operator. His journey in business has been filled with challenges and transformations.
Offering premium service to cultivate a warm shopping experience, providing complimentary shoe cleaning to enhance customer loyalty.
Mr. Zhang’s store in the old city area is situated on the central commercial street of Xinjiang County, covering an area of over 100 square meters and has been in operation for five to six years. The primary commercial activities of the entire county are concentrated in this region. Since commencing his independent operations, Mr. Zhang swiftly garnered approval from the local residents, distinguishing himself through outstanding service.
Upon entering the store, one is immediately captivated by the snack corner meticulously arranged by Mr. Zhang. Thoughtfully catering to customers, especially those accompanied by children, a diverse array of snacks is provided. Originally intended to delight the young ones, it was unexpectedly discovered that adults also developed an increased fondness for the snacks. Mr. Zhang humorously remarks, “The assortment of snacks displayed here is consumed more by adults than children. At times, when adults feel a slight hunger pang, they indulge in some crispy rice or sweets, inadvertently prolonging their stay in the store, potentially leading to a shoe purchase.”
Mr. Zhang actively embraces Footlink’s service concept of “free cup of water” by prominently placing a water dispenser in the store for customers to access at any time. This subtle gesture unknowingly enhances customers’ fondness and loyalty towards the store.
In addition to this, Mr. Zhang consistently upholds shoe cleaning services. He deeply understands the company’s policy, stating, “Some customers initially just browse casually. When our staff notice dirty shoes, they suggest shoe cleaning. This unexpected service of shoe cleaning, different from shoe polishing, not only increases customer engagement and satisfaction but also enhances the likelihood of repeat purchases. When customers are willing to return, they are willing to buy again.”
Mr. Zhang encountered an elderly customer who never cleaned his own shoes but regularly visited the store to “deliver shoes.” Since learning about Footlink’s “free shoe cleaning” service, this customer has purchased nearly 20 pairs to date. Mr. Zhang recalls the scene of this customer’s visits, carrying a bag with seven or eight pairs of shoes, leaving them at the store for cleaning. Sometimes, without even bringing replacement shoes, he would take off his current shoes in the store and leave with a new pair.
Good service yields positive results, and Mr. Zhang’s commitment to service principles has proven significantly effective in practice. However, the business process also encounters challenges.
“Facing Road Repairs” – Actively adjusting mindset to embrace and respond to changes
Initially a store employee at Footlink’s Darunfa store on Longhai Road, known as the local “model store,” which once achieved a remarkable monthly sales exceeding 300,000 RMB. As a member there, Mr. Zhang had practical experience and methods in shoe sales, accumulating valuable experience for his future independent operations. Benefiting from excellent location and service, his store naturally attracts a stable customer flow without much effort, leading to prosperous business.
With the advancement of urban planning, the rapid rise of the new urban area has quietly changed the market landscape. The old city no longer dominates commercial advantages, as some foot traffic is diverted to the new urban area, directly impacting Mr. Zhang’s store and putting his business performance to the test.
At the same time, as the birthplace of Guan Gong, the local government in Yuncheng City is closely following the trend of cultural tourism, increasing investment in urban infrastructure, especially through road construction to enhance the city’s image and attract tourists. Under this backdrop, street shops are required to have a unified storefront style, and Mr. Zhang’s store is no exception. The construction in front of the store not only causes inconvenience in access but also temporarily affects the store’s visibility due to storefront renovations.
Facing the current situation of the old store, Mr. Zhang expressed a hint of helplessness in his tone, saying, “The completion time of road repairs is still uncertain, and now the storefront is being replaced. These are the realities that we have to accept.” Despite this, in the face of the immediate challenges of offline operations, Mr. Zhang did not dwell on complaints but actively adjusted his strategies to find new opportunities.
Adapting to change: Trying multiple solutions when facing difficulties, Douyin group buying brings “unexpected effects”
Facing the inevitable changes in the business environment and the narrowing of offline channels, Mr. Zhang took the initiative to seek change and actively explore the possibilities of online operations. He followed the company’s policy and tried live streaming, persisting in live broadcasts from 2 p.m. to 6 p.m. daily. Though this lasted for a month, limited by insufficient staff in the store, the results were extremely limited, with only two orders received – one to Zhengzhou and the other to Inner Mongolia.
He also spontaneously tried sending text messages to old customers. Mr. Zhang contacted the local China Unicom business hall to push promotional information to old customers through text messages. This method reduced costs and saved time, maintaining basic sales performance to some extent. However, the overall effect was still limited, making significant sales growth difficult to achieve.
Joining Douyin group buying brought some surprises to Mr. Zhang. This new attempt not only brought more traffic and attention to the store than expected but also showed Mr. Zhang more possibilities.
Upon reaching this realization, Mr. Zhang embarked on his second attempt during Mother’s Day. Inspired by the promotional impact of Mark’s hand-grabbed lamb, he promptly altered his strategies. Engaging 10 influential individuals as store explorers, he tasked them with posting two videos each during Mother’s Day, offering a highly reasonable price. Mother’s Day, a festival evoking strong emotional resonance, was highlighted by Mr. Zhang as a pivotal factor. He underscored that Douyin group buying not only provided customers with an incentive to visit the store but also a compelling reason to make purchases – the Footkin’s special Mother’s Day promotion. With these dual motivators presented to customers, their inclination towards consumption naturally increased.
Formal (continued): As the saying goes, “One shares with ten, ten shares with a hundred,” during the Mother’s Day period in May, Mr. Zhang’s store experienced a significant surge in performance.
On the 11th and 12th of May, the store achieved daily sales exceeding ten thousand yuan for two consecutive days. Mr. Zhang excitedly shared the scene at that time, “The performance exploded completely. Customers were buying four or five pairs at a time, taking them home for their parents to wear. Their parents found the shoes comfortable and recommended them to relatives and friends, urging them to come and take a look.”
Thanks to the dual benefits of Mother’s Day and Douyin group buying, despite the inconvenience of road closures, customers’ enthusiasm remained undiminished. The natural flow conversion was swift, with the saying “one shares with ten, ten shares with a hundred” aptly illustrating the rapid conversion of traffic. During the group buying event, the special 99 yuan shoe proved to be the key to attracting customers. Some customers, following their in-store shoe try-on experience, opted to purchase other styles, further enhancing business performance.
To sustain this momentum, Mr. Zhang engaged in repeated communication and had over 200 additional videos posted through the sub-accounts of store explorers, focusing on the period around Mother’s Day to ensure continuous exposure. Even post-Mother’s Day, he noticed a continuous influx of customers into the store, with inquiries such as, “I missed the event a few days ago, can I still participate?”
In recent marketing practices involving Douyin group buying, Mr. Zhang repurposed his former customer revisit book. This approach initially stemmed from company policies encouraging stores to use such methods to maintain existing customer relationships.
The customer revisit book in Mr. Zhang’s store bore witness to history, enabling him to gather nearby customers’ purchasing information, product feedback, and revisit attitudes, effectively compensating for the limitations of the backend system. During the Mother’s Day event, some customers purchased coupons worth 400 for 450 or acquired multiple pairs of Footkin shoes. Reflecting on the revisit book, Mr. Zhang and his staff once again recorded customers’ buying behaviors and details.
As Mr. Zhang is not a major regional agent, he must tread cautiously when exploring new marketing strategies. Each investment necessitates meticulous planning to avoid any missteps that could impact daily operations. While he believes that “many methods can lead to success if maintained long-term,” he remains acutely aware of the specific issues and economic pressures his store may encounter during this process.
Fortunately, the Douyin group buying initiative yielded immediate and visible results.
Mr. Zhang remarked, “Many distributors have recognized the viability of this strategy and have sought my insights. The effects in my store speak for themselves, and I have navigated the pitfalls for everyone. There’s no reason not to give it a try.”
Emphasizing the positive impact of the Douyin group buying strategy on Footkin’s local lifestyle promotion, Mr. Zhang highlighted that there is no conflict among various stores, but rather a mutual enhancement. He pledged to always align with the company’s directives and further enhance store performance.
Concluding Thoughts
When a boss is meticulous in displays, store services, daily operations, and marketing activities, it is truly admirable. Mr. Zhang’s courage to experiment and continuously challenge himself is commendable.
According to the “China Silver Economy Development Report,” the silver economy market is experiencing significant growth. It is projected to reach 12.3 trillion RMB by 2028, with the Chinese elderly shoe retail market expected to grow to 112.13 billion RMB by the same year. Footkin’s elderly shoes are seizing the opportunities of the times, committed to crafting high-quality products and contributing to the high-quality development of the silver economy.
