美容院线品牌转线日化线市场,早从2005年起就逐渐形成争前恐后之势。五年过后,回望那些跨界“跳槽”的专业线企业大军,除去当年领军的那几个品牌(如:美素,丸美、美肤宝),至今尚未见过那个令人耳目一新的品牌登上了台面。究其缘故,诱因多多。本工作室曾就此发表过专题论述。包括那些未曾上阵便跳进“药妆”“蓝海”的鼓噪,年年跟进的不少,留下痕迹的实在屈指难数。这便不由得令人深思:美容院线品牌转日化线渠道就这么难吗?我们通常说,企业的经营发展有三大要素:老板、团队和经营机制。倘若这三个环节存在障碍,其诱因无疑是根源性的。我们倒过来论述。 Beauty salon line brand line turn line, as early as 2005 onwards gradually formed the trend of competition before the fear. Five years later, look back at those professional line companies who are trans-boundary and “quit”, and remove the leading brands (such as: Mei Su, Marmi, and Mei Pei Bao) and have not seen the brand-new brand On the table. The reason, a lot of incentives. The studio has published a thematic discussion on this. Including those who have not jumped into the “drugstore” “Blue Ocean ” drums, follow up a lot every year, leaving behind the signs of really tricky. This can not help but think about it: the line beauty salon brand diversification line so it is difficult? We usually say that the business development has three major elements: the boss, the team and operating mechanism. If there are obstacles in these three areas, the incentive is undoubtedly the root cause. We turn it over.