Yang Wensun: China Can Not Just Make Clothes For Others.

Dialogues:

Many big brands such as Zegna, Zara, Dunhill, Alan Delon and so on are processed in Meyer, but in real sense, Meyer did not earn money.

Why can't we turn the technology and production level of international brand into the core competitiveness of the brand, and serve the Chinese?

Because there are so many miraculous things on the land in China, including the magic of brands, many brands that are not foreign brands will be fry in China.

The export king who didn't earn money in the first 20 years

International Aviation News: in recent years, China's foreign trade environment has been deteriorating rapidly. As one of the leading domestic clothing exports, what do you think is the main difficulty in garment trade?

Yang Wensun: from the date of creation, Meyer has always been in the forefront of China's garment industry, and this year it still maintains a high level.

In recent years, the market environment of garment export has changed a lot. One is that China's export surplus is too large, resulting in barriers to international trade protection. The two is the adjustment of national industrial policies, the reduction of export tax rebates, and the reduction of policy support in other areas; three, the continuous appreciation of RMB and the great impact on garment export trade; fourth, the rising cost of financing, the continuous adjustment of bank interest, and fifth, the sharp rise in labor costs.

All of these decide that the whole garment industry is on the basis of very thin profits, and many processing enterprises can not make profits.

Take Meyer as an example, since last year, the total trade export has increased by nearly 30%. If five years ago is such a magnitude, the annual profit of our processing trade will not be less than 50 million.

Last year, our exports increased, but export profits were only 18 million.

This has consumed about 10 million of the staff's wage increase, and the foreign exchange rate has lost about 11 million, plus the increase in interest costs and export tax rebates, and the increase in water, electricity, oil and coal prices.

International Aviation News: it is said that Meyer is undergoing a round of big adjustment to re kill the domestic market. Is this pressure leading to this adjustment?

Yang Wensun: in fact, the first reason is that I am not satisfied with myself.

At the end of 1995, I went to Meyer, and at the end of 1997, I was the general manager of the company. When I was working in this platform, I felt at that time that China had no commercial brand in the strict sense in the field of clothing.

Over the years, the industry has begun to have some understanding of the commercialized operation brand.

International Aviation Daily: do you not plan to make clothes for others only? But how much risk do you have to operate your own brand to your export oriented enterprises?

Yang Wensun: from 1985 to 2005, Meyer was an industrial brand under natural conditions. While doing other people's wedding clothes, they also sold some products on the domestic market.

However, because of the ambiguity of its brand positioning and the management strategy of the target consumer group, it is also natural to operate. There is no overall strategy for brand concept, market positioning, design concept, target group locking and marketing means. Therefore, it is not exaggerated to say that in the first 20 years, although we processed exports and sold many clothes independently, we did not really earn money.

Of course, ma'er has made more than 20 years of clothing, and still has its own strengths. This is the process of introducing, learning and mastering some of the most advanced international clothing production processes and technologies, and has established a complete market management system.

With the world-class production technology, with the experience of processing famous international brands, can we look at the world's brands to seize the market and stand idly by? Therefore, we begin to adjust the development strategy and implement the business policy of both domestic and foreign markets.

Since 2005, we have carried out bold reform of the management system and operated according to the market mode. We really began to develop from OEM to commercialized brand operation.

Brand operation, Meyer is a recruits.

But many international brands including Zegna, Zara, Dunhill, Alan Delon and many other big brands are processed by Meyer.

I think so many foreign brands can enter China. How can Mei Er win the world in the market at home? Why can't we turn the technology and production level of the international brand into the core competitiveness of the brand, and serve the Chinese people?

Brand dream of military entrepreneurs

International Aviation News: you have the experience of joining the army. What are the advantages and disadvantages of military experience to management enterprises?

Yang Wensun: from the management point of view, the enterprise and the army have something in common. Commanders command to fight, one is to draw out strategies, the two is to decide, and the three is to use good people.

The same is true for enterprise management and management. We should plan for the development strategy of enterprises, find out their core competitiveness under the complicated market competition environment, and work out a good plan according to their own characteristics.

Then build a good system and use good people.

A good system will make bad people better. A bad system will make good people worse.

If the system is well established and the people who have implemented the strategy are chosen, such a team will have the chance of winning the battle on the battlefield.

International Aviation News: fashion industry has many fashion elements. Do you feel that your understanding of this industry is subject to masculine perspective and military experience?

Yang Wensun: the reason I chose to come to the United States after I changed from the army was that the economy was a hot topic at that time, and I wanted to do more economic work. The two reason was that when the chairman of the Meyer group was a soldier, I thought it would be quicker to adapt to such a leader.

After I came to the enterprise, I had done party work and legal work. I served as Deputy Secretary of the group Party committee and general manager of sales company in 1997.

I did not feel the constraints of the military experience on my work. What I need to do is to plan the development strategy, to select and manage the personnel, and the specific clothing design and production are all professionals.

International Aviation Daily: do you say that it is always a dream for you to be China's own clothing brand? Script src=>