因為少子化，童鞋市場被視為低利潤、難管理的「冷門區」，但布布爸因為長子的足部健康問題，毅然決定辭去外商品牌經理，全力投入兒童童鞋市場。當時，他發現市面上無論是店員建議還是鞋款選擇，都無法真正滿足孩子的需求。因此他創辦了布布童鞋，從電商起步拓展至實體店，開設 18 家門市、創下 2 億年營收。面對少子化、庫存壓力和成本挑戰，布布童鞋如何逐一克服，成功立足市場？ 本集由《經理人月刊》資深主編邵蓓宣，與布布童鞋創辦人布布爸對談。 🎧重點搶先聽： 1. 不是沒有好童鞋，是沒人要賣！尺寸多、庫存管理不易，促使布布爸攻克通路品牌，透過專業和品質成功在通路中脫穎而出。 2. 要當「雞首」還是「牛後」？與其追隨頂尖品牌，不如選擇較為平等的合作夥伴，雙方各取所需，確保品牌能長遠發展。 3. 少子化看似讓市場萎縮，布布爸卻看見 GDP 提升帶動家長消費力增長！洞悉消費者意識的轉變，明白關鍵數字背後的意義，讓每個決策都為品牌的未來鋪路。 Powered by Firstory Hosting
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