Clothing Brand: Win In Change

Over the past decade, especially in the past one or two years, the global economy has undergone great changes.

We should adapt ourselves to the new environment with the new brand strategy. In the process of adapting to the environment, it is very important to change the organization.

Under different development cycles and different economic backgrounds, what kind of spirit should leaders have and how to maintain organizational flexibility? Let us explore and share the overall organizational capability of enterprises in the new situation from the perspectives of spirit, wisdom, methods, tools and so on.

Wu Jianmin, chairman of Shandong sulang clothing and apparel Limited by Share Ltd: put the industrial chain to the world.

In fact, if reform and opening up are good or foreign brands enter the Chinese market, there is nothing to be afraid of. Do not be afraid of foreign brands, nor fear the new economy or new trend of thought.

In the process of creating brand, everyone is trying to achieve the ideal of ignorance, ignorance and undeveloped. This process is what we call organizational change.

At first, there was no fashion and no industry chain in Shandong.

I was wondering if Shandong could not make clothes without an industrial chain. Can't the upstream supply of Shandong not make women's clothing? When I started business in Shandong, maybe people in the industry could not name me, but I just don't believe that Shandong people can't create fashion brands.

I thought so hard and finally came to a conclusion.

What conclusion? Let's put Shu Lang in the middle of the world, so that the global enterprises can do the upstream and downstream of our industry chain, and let the global market do the market of Shu long.

Today

Zhou Yan, general manager of Dalian Si fan clothing and Accessories Co., Ltd.: respond quickly to the changeable market.

A very profound change is taking place in China and even the whole world, that is, the change of social relations. Today, the dependence on other relationships is greater than that in any period.

For example, if the electricity is cut off at once, people may not know how to live.

We also have a very important relationship that determines the fate of the brand, that is, the relationship between us and our customers, but this relationship itself is changeable, sometimes even fragile.

Today, the more expensive time cost, the biggest test for our brand leaders is whether we can change ourselves quickly to adapt to such a changing market.

Next is the ability of rapid change in system operation.

GUCCI has only two orders in the past year, once in spring and summer, and once in autumn and winter. Now it has become the ten order.

For example, we know that last year leopard print was the most popular element. A brand in France was first introduced, and other brands quickly adjusted themselves because they did not have such a popular trend in the original prediction.

A month later, we saw a leopard print in Europe like a spring breeze, a thousand trees and pear blossoms.

On the other hand, I feel that the use of resources is also very important, because our personal strength will become smaller and smaller in the future society. How to integrate external resources quickly and integrate with the strength of their internal systems is very critical.

Si Fan, as a Dalian brand, is also puzzled by Shu Long Wu's total confusion, and Dalian's brands are too few.

There are too many restrictions, information and supporting aspects.

So in such a case, we have been thinking for seven or eight years, and moved the brand operation center to Beijing the year before last. After arriving in Beijing, I found that it was really a hole in the sky.

Xia Guoxin, chairman of Shenzhen Ellassay Apparel Industrial Co, no longer has the final say.

When it comes to organizational change, I want to know whether we are managing by individuals or by organizing systems.

If the enterprise wants to take innovation as the leading factor, the boss will not be able to speak by himself. Only by gathering the wisdom of the collective can everyone dare to think and everyone dare to try to have real innovation.

So leaders change brings new changes.

It turned out that the boss should lead by example and take the team forward. I think the old manager should lean forward and push the team forward.

The original triangular organization should now turn into an inverted triangle, and the CEO is the last person.

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It must be that animals that can adapt quickly to the environment can survive and will not change. Finally, all animals are extinct, so organizational change is of great significance to every enterprise.

I also hope that entrepreneurs will be full of enthusiasm, such as Shu Lang Wu, in order to create the future of Chinese garment enterprises with this enthusiasm and our real changing thinking.

Wang Weidong, general manager of Shanghai daily Clothing Co., Ltd.: find the same essence in change.

In fact, the whole world is changing and changing, including China's reform and opening up, including the Internet.

What is the most important thing for an enterprise to change? In such a changing environment, how to remain calm and remain aware, to really find things that are unchanged in their changes, and to locate their own businesses.

In addition to understand what our enterprises want, we need to know the social responsibilities of enterprises.

Although the world has undergone great changes, the fashion industry is a complex industry. But I think if one can stick to something of human nature, an enterprise will not lose its way at least.

Let me share with you the experience of our enterprise pformation.

In the past, when we were in Guangzhou, we were basically an integrated company, from design and development to production, and then to marketing.

After arriving in Shanghai in 2004, the company made explosive organizational changes.

First, the separation of production and marketing. Our company's position is to be a brand intellectual property operation group, and plan to implement a multi brand strategy dominated by design and creativity. If we operate according to the original integration, we will largely restrict the cultivation of each brand's unique personality.

Another is the establishment of a supply chain management company in Shanghai. Originally, Shanghai's industrial environment was not suitable for a big factory.

Over the past three years, after such a revolution, we have undergone substantial changes compared with the daily sowing in Guangzhou.

Xia Hua, chairman of Yiwen enterprise group:

Carry out your ideas in the end

As the brand develops to different stages, your organizational structure and talent structure must be adjusted accordingly. This adjustment must be rational and professional.

The penetration and extension of the brand culture terminal is very important.

I think these brands are not very easy, but they all set up their loyalty in the short term, forming the core value of their brand.

But how does this core value come to every nerve endings of your brand? We are not doing well enough.

We are not without assertion, but the implementation of such a proposal is not thorough.

You see, MUJI products are simple. Making bowls is like a bowl. Life is so simple that people analyze it very thoroughly.

Second, I think in the process of large-scale market expansion, our brand must be well known and well-known.

China's large market and a large number of brands have also damaged a number of brands, so that brands can be established through various channels.

Five generations of people opened 500 stores, we opened 5000 stores, this time really want to weigh brand awareness and reputation, we must not mistake reputation for reputation.

The third is