Mcglaughlin'S Survival Rule Of Clothing

For Mcglaughlin, 9 years ago, Gu's "parachute" has some legendary stories.

In 2001, Mr. Gu, 31, had planned to start his own business when he left Bertelsmann. He took a business plan to find many investors, a chance chance, and Gu Beichun knew Sun Qiang of Huaping investment.

At that time, Hua Ping had invested in Mcglaughlin, a directory mail order company, and had little chance of investing in other projects. The young man quickly attracted Sun Qiang by sober and calm business vision. He invited Gu Beichun.

Young Gu Chun Chun should take office.

At this time, Mcglaughlin's account was only 2 million dollars in cash.

For the "alien" Mcglaughlin, who was disorderly and dissatisfied at that time, whether the $2 million could make it reappear was a crisis.

Gu Beichun began to launch a comprehensive look at Mcglaughlin.

He found old Mcglaughlin's

At the same time, Mr Gu found that the sales volume was increasing, but the cash flow of the company was decreasing due to too many product lines, too many intermediaries and rapid expansion of the company.

As a result, he began to replace unqualified suppliers and reduce middlemen.

The accurate judgement of the lesion made Mcglaughlin quickly turn the corner.

In the four quarter of 2001, cash flow finally became positive, and thereafter it was a 50% compound growth rate for six consecutive years.

This made Mcglaughlin's team look at Gu Bei Chun.

At this time, the pace of reform of Gu's product structure optimization has not stopped.

"Girls like to play tricks, and we can help them achieve it easily."

Gu Beichun said, Mcglaughlin is the banner.

Nowadays, Mcglaughlin has thousands of products in every series, besides private brand.

　　麥考林服裝在金融危機中反其道行之

In fact, let Mcglaughlin not only be able to bring back to life, and can be another powerful move, or because of the establishment of a "multi-channel composite marketing" business model.

As early as 2004, Mcglaughlin, the largest catalog mail company in the country, re launched the "wheat net".

This channel showed a strong resilience in the face of the 2008 financial crisis, and the whole website became an opportunity for Mcglaughlin to develop one of the main channels of sales.

Due to fear of the financial crisis, Gu Bei Chun overthrew the previous spring and summer new listing plan, re planned the clothing style, production output and advertising quota, and also considered whether to change sales channels.

In contrast, colleagues are shrinking the front line, Mcglaughlin still set a higher growth target.

Through the study of sales channels, Gu Bei Chun found that there are more and more customers choosing online shopping, and there is still a big shortage of wheat network in terms of customer application, interaction and manpower and material resources.

So he decided to adjust the company's business structure immediately.

In March 2009, Mcglaughlin set up an independent E-business Department and operated by a professional Internet team.

And the first thing the new team did was to make a new revision of the wheat net.

In July, Mai began to advertise on the Internet.

In the financial crisis, many brand dealers have reduced their marketing budgets, so the advertising space of many websites is very vacant.

The advertised position bought by wheat net is cheaper than before the financial crisis. It can be said that the media advertisement has been successfully recorded.

In addition to "wheat net", Gu Bei Chun also showed strong interest in retail entity stores.

At the moment when e-commerce is in full swing, he chooses to fight against the trend and decides to extend to the physical store.

The problem is: the channel cost of network sales is relatively low. How can the low price strategy be copied in the physical store?

Gu Beichun said: most of the Mcglaughlin stores are located in shopping mall, the rent is fixed, the cost is reduced, and the operation efficiency is greatly improved, which makes Mcglaughlin's shop profitable.

"In the current situation, our store is not inferior to Only or Veromoda in the second tier cities, but the situation in the three or four tier cities is not worse than that in YISHION and Semir."

Gu Beichun said.

"Even in a mature business circle, there is the most expensive and cheapest brand at the same time.

If the sales volume is very large, plus the rent is fixed, the price is over value, the consumer purchase rate is very high, the retail format can maintain a very high efficiency operation.

Gu Beichun said.

In order to reduce procurement costs, Mcglaughlin procurement to eliminate intermediaries, "we must see products from the production line down."

Most of Mcglaughlin's suppliers are

Today, with strong supplier resources and logistics system, Mcglaughlin has opened more than 400 retail outlets.

In addition, whether it is "wheat net" or entity store, in the view of Gu Bei Chun, a common operational magic weapon still lies in the database.

This database contains integral information of members, customer purchase records, etc., and enables software to support the analysis and mining of customer preferences, spending power, regional distribution and business card preferences, so as to conduct differentiated marketing.

In the face of whether reporters could plan to go public in the near future, Gu did not make a clear recognition of the listing plan itself.

However, he clearly expressed his attitude to the capital market to reporters: Mcglaughlin followed his established development strategy and the path selection and timetable for listing and financing, which will serve the realistic needs of the established strategy.

In fact, as the only retailer connected with three different channels in the country, Mcglaughlin's multi-channel mode has attracted the attention of Shen Napeng, an executive partner of Sequoia Capital China Fund.

In February 2008, Sequoia China bought $80 million for Mcglaughlin shares of Huaping group and other minority shareholders.

At this point, Mcglaughlin became the "maiden work" of Sequoia China Buy-out (controlled takeover) mode.

He believes that diversification is a trend in the retail sector.

"It's not easy to operate multi-channel retail mode."

Shen Napeng believes that it needs many links, from product design to the establishment of trading platform, different modes of retail skills are not the same, customer choice and paction mode are different, and it has great challenges to management. In his view, "Gu Bei Chun has a strong grasp of macro and executive ability, and his team has strong members from service to call center, to products and other functions."

Will an innovative business model get the support of capital in such a short period of time, and at the same time, will the rapid return of the light network to the heavy exploration of the entity channel will be the logic and result of capital will drive?

In view of the speculation of the outside world, Gu Bei Chun said that at the beginning of his cooperation with Sequoia Capital, he had written the strategic plan of Mcglaughlin's direct marketing into the 5 year development plan.