Balance Art And Market: 50% Rational +50% Sensibility

　　 The development process of the international garment industry tells us that the famous enterprises started from the great recession of the 30s of last century.

What is more noteworthy is that most of our garment enterprises may survive in the "financial turmoil", but if they do not keep pace with the times, some enterprises are likely to disappear in the next wave of crisis.

Therefore, EQ plays an important role in the growth of an enterprise.

For example, the EQ factors such as rationality, taste and quality become more important in the later stage of enterprise development. And the growing Chinese clothing enterprises need to win at the starting point through "EQ".

Dr. Wang Xiangsheng, a senior expert in many garment enterprises and executive director of the international fashion brand development and management center, will take part in the guiding ideology of the growth of clothing enterprises to interpret the important role of EQ.

Entrepreneurs are the biggest obstacle to enterprise development: breaking through thinking.

When I joined the industry 10 years ago, a forum was held in Shenzhen. At that time, the bosses of several garment enterprises that had developed very well told me that the brand competition in the Chinese market was very fierce. I replied, "you have no market strategy, no business mode, and internal management is not perfect. Such enterprises can not die. Do you still think the Chinese market is not good?"

Though they were very uncomfortable, they later called back and said they really did not know why they were successful.

In the past Chinese clothing market, because of the particularity of economic development, the success of enterprises was too easy. The first group of gold diggers realized their original dream in unconscious, which affected their understanding of the true success of the brand in the subconscious.

In fact, a successful clothing brand must have many conditions, which need careful planning, such as commodity positioning, overall planning, brand marketing, marketing methods, profit making mode, internal management and human resources, and so on. Besides, there should be a complete set of commodity management methods.

Some clothing enterprises earn more than two billion a year, but there are 500 thousand backlogs of inventory. This is the lack of basic property management capabilities. According to this standard, today's brands can only do one or two of them.

The boss of a clothing enterprise asked me that he had been digging up a lot of people from a large enterprise. He had done a good job, but why did he do it badly in the new company? I politely said, "maybe this is not the man's problem!" in fact, the biggest problem of brand development is the enterprise.

The evolution of the competitive advantage of clothing brand has experienced the advantages of commodity, promotion, marketing management and image. Now it has entered the stage of competitive advantage of innovation. At this stage, the activity of leaders' thinking plays a key role. It has a direct bearing on whether creativity can be implemented, whether talents can exert their potentials, whether corporate culture can form cohesiveness, so that enterprises can form an intrinsic value that can not be duplicated.

Let enterprises operate smoothly: constantly absorb new knowledge.

Just as matches produce matches with the red phosphorus coating on the side of matchboxes, the breakthrough of thinking also requires constant collision between the experience and the cutting-edge ideas. From this perspective, the relatively conservative thinking of Chinese clothing entrepreneurs is also related to the objective economic development process.

The development of Chinese garment enterprises is much faster than that of foreign countries. Foreign brands are very organized and very methodical. That is the result of twenty or thirty years or even generations. It may take only a few years for Chinese companies to grow from a few billion dollars to a new one. Enterprises and entrepreneurs do not have enough time to accumulate experience in the short term, nor have they formed the consciousness of regularly combing experience and absorbing new knowledge.

Visible interests are often more driven than unseen values. Although many companies have begun to employ external consultants, many entrepreneurs can not accept the overall opinions of experts, and only hope to get the solution to the current problems.

Unfortunately, in the diagnosis and treatment of enterprise problems, many Chinese clothing enterprise leaders have chosen the western medicine list of "headache, pain and foot" but ignored the traditional Chinese medicine prescription.

In fact, one of the secrets of successful operation of brand enterprises is to allow themselves to do well, which is often overlooked by stakeholders. Many clothing companies have introduced themselves: "we have worked hard for 10 years, and have grown up to this day in a stormy way." This may sound inspiring, and we can think about it in detail, like "boil" for 10 years.

The reason why Pao Ding is so amazing is that he can make a knife into the cow and do well.

I suggest that bosses of garment enterprises should make time for themselves and their employees to absorb new knowledge, and entrepreneurs will not be able to make progress without having time to learn more efficient management methods.

At present, some farsighted enterprises have begun to set up CKO (Chief Knowledge Management Officer). A systematic and effective knowledge absorption system is becoming a new competitive weapon in the knowledge economy era.

50% rational +50%'s perception: balance art and market

Good clothing brand is the perfect combination of art and market, and rationality and sensibility should take up half of it. Sensibility is brand's taste and design, and rationality is the execution and operation of originality. The efficiency of the latter will be greatly improved. For example, in France and Italy, enterprises can make the best clothing brands in the world, but we can not feel how busy their employees are, because managers are pursuing the promotion of brand value rather than output. When the brand develops to the later stage, the concept, level and taste become more and more important.

In China, the definition of clothing brand is the number of stores and businesses. There are many sales outlets in the country, but the taste has not been improved.

As we all know, the old brand of clothing brand is called classic, but the general merchandise is old stock. Price is no longer the core of competition among enterprises. With the gradual increase of operating costs, low discount will only damage sales profits and brand competitiveness.

The price of brand goods contains commodity value and brand value, and the value of commodities is not great. Enterprises must understand the value of brand management, and the unique artistic charm is the added value of the brand that will never fade.

China's garment enterprises have become the pacesetter of gold rush in the East with the help of reform and opening up. Now, the fast growing Chinese clothing brand needs to make a soft landing through the tutorial of "EQ".

"Winning the EQ" will become the "Chinese Kungfu" of Chinese clothing enterprises in the increasingly fierce competition on the international stage.