Where does the customer counterattack first "revolution" how far away from the clothing tycoon?

And then continue to transform into a sexy clothing tycoon, like those of the international fashion industry giants such as Gianni Versace, Giorgio Armani, etc., become very elegant and fashionable people, or like TopShop owner Philip Green Although it is potbellied, beauty around her is like a cloud.

This kind of dream is very important to the founder of Vanke Eslite. Because it involves the two essential characteristics of doing business: focus and professional. Refocusing may be easier for the elderly. This is only the level of play. Professionalism is a great challenge. There is a kind of evaluation of Vanke that is worth considering: advertising has an attitude and clothing has no attitude.

For him to be an Internet person, good clothing involves the complete reconstruction of temperament and heart. Because clothing is a physical tool, it is related to sex. When Matters Bonwe’s chairman Zhou Chengjian said “I'm a tailor,” the intention may be to emphasize quality and quality, but where can China's product quality be better? What is good workmanship and how can it be? After all, clothing is fashionable, Trends and Shopping Psychology... Extending, China's many clothing brand companies have mastered the market and have mastered the scale, but cannot master the body and mind of consumers, and one by one has become a bandit.

This is also the collective anxiety of this era. People have wealth and have everything except the loss of beauty and elegance. Aging used the Internet and used "people's fashion" to detonate a trend. This is a real detonation of the apparel industry, although it is only some T-shirts and canvas shoes. However, in order to become a true clothing tycoon, aging must change itself.

However, this did not do enough in the past. In the four years since he started business, he has focused more on hurricane and sudden advancement. The company's scale and self-confidence have been over-inflated, attracting six rounds of investment totaling 422 million U.S. dollars. This is a typical wave of e-commerce bubble pursuit of "fast-breaking," but it almost fell On the way to the United States going public. In the midst of the crisis, the painful transformation of old age.

The magic weapon for healing is a book entitled "From the Great Leap Forward to the Great Famine." When he read this book and was deeply touched, the film "1942" has not yet been released. As a fan of party history, Chen Nian is no stranger to that ridiculous era, but this time I see the words “big pleasure and quick success” which are shocking.

Wang Chunhuan, senior vice president of Vanke, feels: “Most companies are committed to death, not starvation; hunger makes people think calmly.” But the question is whether the business adjustments and internal revolutions currently performed by Keke can be truly effective. Solve the core issues of e-commerce and clothing intersections: Where do passengers do clothing or e-commerce? What to do integrated electricity supplier or clothing e-commerce? Do brand e-commerce or scale e-commerce?

If every customer can meet consumer expectations for the United States and expectations for fast fashion, it will sooner or later become the richest man in China. However, if the customer does not follow the characteristics of the industry, trying to go beyond business logic, at the most basic level - do a good job in clothing - wrestling, will be the second-tier e-commerce company. The aging of the sub-clothing trend that once detonated a wave of Internet culture is now facing a real professional test.

Regardless of whether it is doing a basic tailor or a fashion tycoon who leads the social trend, in short, he needs to be a clothing dealer. Under the background of whether China's clothing [5.43% fund report] brand has high quality or inventories, can the ageing with cultural background and internet advantage rise? The traditional industry practitioners are concerned; whether the old age can break through the e-commerce market The low price of Chinese cabbage and the mode of scale puzzled Zhuo Li's position in the forest of physical brands. E-commerce practitioners are also concerned. Where the guest and the aged are all the highlights of the revolution combined with the Internet and traditional industries.

Aging finally realized how important it is to focus. He decided to focus on clothing and carry out corporate structural changes. Vanke, a company started from a men's business shirt, made great strides in the first half of 2011, making the customer SKU (stock level unit) reach 200,000 at a time. Mops, mugs, rice cookers, etc. have been sold; after a year in the company Internal drastic reforms reduced the SKU to 60,000 and focused on clothing.

Before 2011, the only question that Vanke needed to think about was how to make enough goods. The summary of each meeting was because there was less sales opportunity. Not only Vanke, the e-commerce company that was born in 2007-2008, driven by the dual forces of capital strength and Internet demographic dividend, has drifted along the trend, and has compressed the road of traditional enterprises for more than two decades. Completed in four to five years: financing, doing large-scale, refinancing, to do a larger scale. However, by the second half of 2011, the smooth sailing of the water came to an abrupt end. Affected by the weakness of the global economy, e-commerce has lost the power of capital, and the drawbacks of its extensive management and blindly doing scale have been exposed.

Because of the good sales situation in January and February of 2011, the old age will be “no matter how much time it takes to work hard to be a company with 10 billion yuan”. It will be revised as “a company that has made 10 billion yuan this year.” Blindly optimistic, rapid expansion of non-apparel categories, expansion of personnel, in the fast and high pressure, people are overstaffed, action deformation, rough quality of work, individual category sold out rate is only 5%. In June 2011, inventory problems became prominent, and the aging proposed a speed adjustment. Some employees who strongly hoped for the IPO strongly opposed it: We just spent 230 million U.S. dollars. Didn't a listed money come? : In the event of a company accident, you can still find another job. I have no credibility, can not be mixed, and can only sneak to write novels at home. He took the company president to do more than 20 executives, and in August that year he went to Dalian to open three days of self-criticism and criticism. The meeting came to the conclusion that "high-level thoughts are impetuous and grass-roots levels are arrogant and corrupt."

I asked specific examples of aging, he asked me: "Do you not think those people are very arrogant?" In this interview, the old times dodged several sensitive issues such as data, and dared to say anything a year and a half ago The high profile image is different. In March 2011, he asked me, "Can't you see it? We have money that we can never use."

After returning from Dalian, Chen Nian regained the position of Vanke: an Internet company focused on clothing. In the past, Vanke had only two divisions, the Basic Products Division and the New Product Division, and various products—including VTs (fan T-shirts), canvas shoes, shirts, mops, rice cookers, etc. — were simply divided into these two departments. Now, where customers cut off messy items such as rice cookers, mops, and other unrelated clothes, the original two business divisions are split into six six small business divisions, a total of 19 product lines, the original independent sales planning center and marketing center employees Scattered into major divisions. There are also four major production centers, independent quality inspection centers, data centers, and supply chain management departments.

The reform lasted one year until June 2012. "If the customer is listed, I would not dare to have such a big move." Aging told his executives. The dark tides of the guests in the past year are extremely dangerous. Suspension of the IPO, the overstocked inventory, layoffs and other negative news continue to be overwhelming. In the second half of 2012, Vanke moved to Qufu Building, Guangqumen Inner Street, and the atmosphere was much calmer. It was no longer as lively as in 2011 at the Lecheng Center in East Third Ring Road.

For the aged, the restructuring of the business division is the first step in focusing on clothing. As responsibility becomes concentrated, it is good for most of the original middle-level backbone. Zhou Ke, the vice president of Vanke, originally reported to senior vice president Ke Linli and now reports directly to the aged. He said: "Of course this is a good opportunity. I'm responsible for such a large product line independently, despite the great challenges." Zhou Qiang needs to take on the sales planning, design, proofing, production orders and post-production of canvas shoes. The company's sales have a basic gross margin requirement, and on this basis, he can independently set prices.

Before splitting, sales planning, production, and marketing are all in their own right. When they are unsalable, they push each other's responsibilities: I blame you for your bad eyes and poor ability to pick products; you blame him for not producing quality; he blames me for taking photographs and doing ugly things. Originally, there were also sales, gross margins, and inventory turnover indicators for assessment, but because of their own politics, they did not work. After the division of the division, the head of the product line like Zhou Qiang will be responsible for the assessment of these three indicators from beginning to end. Vice President Chen Chi was responsible for VT development. This product is the biggest product of Vanke. It sold 10 million pieces in 2011. At the same time, there is a large backlog of inventory. The reason was that at that time, it was cheated by the environment and data, and the responsibilities of the division before the division were not clear. Everyone would follow the production plan without hitting the results. After the division of the division, he was in charge of the Polo shirt and down jacket in the fifth division, and the pressure was to digest the inventory. Due to the concentration of responsibility, quick decision-making, and timely braking, the selling rate of Polo shirts in autumn and winter of 2011 was between 80% and 90%. In 2011, Polo shirt stocks were digested in the spring and summer of the following year, and the sold-out rate was 90%. In the spring and summer of 2012, Polo shirts, with an average unit price of 80 yuan, sold more than one million pieces, and sold out more than 90%.

Chen Chi will pay more attention to physical health care after he feels ill. He has increased his sense of control over inventory risks, and he has been more cautious and careful in selecting and purchasing goods. Assuming that 5,000 Polo shirts can be sold every day, it would have been good for the brain. This is a good thing. I'll reserve 20,000 items. What is the fear? Now we will analyze how long-sleeved we can sell, and how short-sleeved we can sell. How much can the code sell, how much can you sell? Look at the color, which style, and the number of yards the inventory is concentrated in, and identify problems. When doing sales planning, it will first revisit the actual sales in the previous quarter. According to the employees, before the age, they seldom took the initiative to say to others: “I’m not doing something properly. Now it has changed.

Aged for the guest who stepped on the brakes, to be focused on the clothing of the Internet company; where the passenger press release reads: fast fashion Internet consumer brands. Fast fashion benchmarking company is Zara, it takes a lot of money to go the way, the supply chain from design to shipment 14 days, the demand point is "fast fashion", consumers enter the store more than 20 times a year, other brands 6-7 times.

Where is the guest learning Zara? If you want to find a reference system for the company in the clothing industry, Uniqlo may be the company that specializes in the production of "basic casual wear that takes care of fashion" (Yookiku founder Masayuki Yanai). Simple style, take a large amount. The president of the generation network Xing Tongyu believes that if passengers develop at high speed for such a long time, this kind of brake is necessary for the company's growth.

In an interview, he was dressed in a smooth, partial-distribution jacket with a black jacket and a black T-shirt. His hands were inserted in trouser pockets in khaki slacks. Can not talk about the trend of clothing tycoon, but not too much. The small middle-aged man said with emotion: “When you interviewed me last year, I thought I was doing nothing. There was no limit to the customer. Now I think it is not easy to be a long-term, healthy company.”