How Do 10 Thousand Wonders Of Shirts Sell?

case

A company specializing in shirts sales has earned people's attention. "The company relies on websites, not Internet companies, no factories, no stores..."

The company achieved 10 thousand good results in its daily sales shirts and won the best business model award at the business summit of China in 2007, when the company was founded only two years ago.

By extension, people can not help asking: can their own enterprises replicate such a business model and create new business myths?

Zhejiang University EMBA strategic management classroom, students on the success of this business model factors, future development bottlenecks and future direction of development has been thoroughly explored, and issued a lot of new and innovative ideas.

discuss

Group I: e-commerce + light mode of traditional retail

Success factor: intensive advertising.

The company's advertising volume reaches tens of millions of yuan per month, causing consumers' attention and interest in a short time.

Accurate positioning: the company's positioning is a civilian Menswear, simple and fashionable style, colorful, but the price is cheap.

Pay attention to background construction: Call Center + information management system.

The powerful call center and information management system have built up a perfect database, and understand the needs of customers according to these feedback information, so as to improve the quality of products and services.

Cost reduction: the company has no factories or stores, and its production is completely outsourced, which greatly reduces production and management costs.

Humanized service: 90 day repurchase service reduces the customer's cognitive risk.

What efforts should be made to achieve sustainable development: to strengthen brand building and enhance brand reputation, we must first work hard on product quality and ensure product quality so as to win repeat customers.

At the same time, we need innovation in service.

Obviously, the company adopted DELL's sales mode, but it did not really achieve the "spirit and shape". It simply copied the DELL model.

At the same time, in cooperation with outsourcing enterprises, we need to change the simple subcontracting mode and create a win-win mechanism to enhance the responsiveness of both sides.

The second group: "light mode + light channel + reintegration".

Success factors: DELL mode; outsourcing strategy; instant production; civilian price; bundling sales; reducing intermediate links, increasing customer communication; and information strategy.

What efforts should be made to achieve sustainable development: strengthening the construction of supply chain and the establishment of credit system; strengthening the brand connotation, emphasizing quality, quality above model, strengthening marketing team training from design, fabric and workmanship; and being in the Chinese market, the direct selling is just beginning, and it is not suitable for large-scale expansion.

The third group: "online marketing of self created brand".

Success factors: a large number of ads; the design of their own style; strong network system; return commitment; guided sales; direct marketing mode cash flow is abundant; compressed intermediate links, increase customer communication.

What efforts should be made to achieve sustainable development: listing, financing, and capital market; strengthening brand building: positioning young people, the price of Internet users should be lower than others; let outsourced enterprises join the stock market and win the road of win-win.

Analysis

Try DELL + supply chain

Professor Wu Xiaobo, who teaches the EMBA strategic management course at Zhejiang University, has fully affirmed the analysis of his classmates.

He said that after entering the era of e-commerce, the traditional manufacturing enterprises often choose the "DELL mode", such as YOUNGOR, reporting birds and so on, while the network platform based e-commerce enterprises tend to "supply chain management" mode, such as Dangdang, Alibaba and so on.

In fact, the two modes can be well integrated: on the one hand, in the production management, the "DELL mode" improves efficiency; on the other hand, the implementation of the "supply chain management" with the brand as the core, seeks the "best resource combination" between the customer group and the production enterprise.

The core of the business model in the case is production, sales and supply chain management. Its brand men's clothing is completely OEM, and itself is only responsible for product quality management, thus creating an unparalleled low cost advantage and channel advantage of traditional marketing.

At the same time, enterprises have strengthened the supply chain management with brand as the core, trying to build their own brand, and create more advantageous brand advantages, so that they stand at the highest point of the whole industrial chain.

Obviously, these attempts have achieved good results, but as the expansion accelerates, this seemingly perfect model needs to be made further development from the following aspects: design, fabric, logistics and other aspects, to form its own unique and competitive core competitiveness of the hand which is difficult to replicate.

At the same time, we must have strong backstage support to establish a scientific production and management process.

Clothing is a consumer product that needs to be experienced. Online sales lack experience procedures, it is very difficult to persuade customers to buy, and this aspect needs to be solved.