Control Power To Win The Market

What determines market performance is the comprehensive ability to effectively coordinate and control products, brands, channels and supply chains.

However, judging business trends and adjusting strategies and making their products really achieve good performance in the retail market are two different things. The latter tests the effective control of enterprises.

A person who has visited the headquarters of ZARA Spain has described the scene that surprised him: a very spacious design hall. More than 200 designers from all over the world worked at the same time. Each of them handed out the first draft to each group leader. After selecting the style, the team leader sent the computer to the chief designer's office, so long as the chief designer pressed the "confirmation" on the computer, the drawings entered the production process.

28 days later, the clothes on the blueprint were hung on ZARA stores all over the world.

In Europe it is faster, and only takes 12 days.

Two simultaneous systems support the core of this fast operation.

The first is the intelligence system. The ZARA fashion agents from all over the world send the essence of the master's latest works back to their headquarters, and the other is the logistics system. "This is the most advanced and efficient logistics system I have ever seen."

The person said he saw only about 100 people working in the warehouse of ZARA20 million square meters.

When things happen again and again every day, they create ZARA's unparalleled market power.

As a result, since ZARA entered China on the first day, it has not only become an opponent of Chinese brand, but also a teacher and example for them.

But learning is not simply copying and copying.

For example, Taiping bird, although the company is trying to create fast fashion, and even now has been able to launch more than 4500 new models each year, reaching nearly half of ZARA, and the number of stores is also growing rapidly, but the company still holds this mode within the controllable range.

"As long as I agree, Taiping bird's fashion speed can be higher, but we are deliberately lowering our speed and improving it according to our standards."

Zhang Jiangping said.

At the same time, the company's "fast fashion" obviously has its own traces.

Although it is a small amount of money, the Taiping bird is more inclined to learn from Japanese style: the product is more self-cultivation, more in line with the Asian stature, and is also in sync with the world in the fashion trend.

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"I think Tokyo is the most dynamic and dynamic place in Asia. Their vision is the whole Asian fashion, bringing the most advanced things in Asia as a whole.

Our vision is the same. Anything that meets the needs of customers and meets the needs of customers will be put into every quarter's product design and development, so that our customers can feel the fashion trend at the fastest speed.

Taiping bird general manager Chen Hongzhao said.

The company also controls the channel strategy within the scope of capability.

The core business circle of the first tier cities is a must for international brands. The gap between capital and brand makes domestic brands lag behind at the starting point.

The Pacific bird chose to take two or three line cities as its base to expand the channel strategy to the first tier cities, that is, to establish a huge channel network in the two or three line cities, to set up counters in the department stores and set up a few exclusive stores in the first tier cities, and gradually occupy the "fast fashion" share of the first tier cities according to the development situation.

"We are looking for and finding everything that can not be replaced, including the most creative talents, the most innovative producers and the most dynamic system, giving the market the most unique fashion."

Zhang Jiangping said.

Metersbonwe also has strong development capability.

In 2009, the company's design team launched more than 4000 new models, and the company's new brand ME&CITY only takes 20-30 days from production to rack.

However, last year, the state of the United States stores and stores were not ideal, mainly because last year's inventory, franchisees in the crisis are generally cash security, rather than insurance business performance and no order indicators, and so on, and the company spent a lot of energy to develop direct stores, and dispersed the expansion of the franchise system.

This allows the company to make great efforts to improve, such as the use of 510 million yuan of funds to establish automated three-dimensional storage and distribution system, its automatic sorting and distribution packing system from Holland VANRIET.

With this system, the company's working efficiency has increased by 4 times, and the order has increased from 4 to 7 times.

The effect is also quite obvious. From the fourth quarter of last year, the sales of the franchise system have begun to increase.

Even so, companies are prepared to step up control, such as focusing on improving store efficiency.

Analysts believe that the domestic brand clothing industry overall development time is not long, the efficiency of stores still has much room for improvement. At any time, we must pay attention to the intensive cultivation of stores and enhance the efficiency of retail sales.

This year, the United States hopes to control its store efficiency at a better level. For this reason, the company plans to start with products, continue to refine the product series and categories, enhance product promotion, and achieve a clearer and more comprehensive positioning of products, enhance the overall image of stores, improve the layout of products, enhance product mix, enhance the ability to display and organize, and better consider consumer behavior; and train qualified shop level frontline personnel.

Carry out the store manager system, increase the authority of the store manager, and help them to improve their ability to improve the ability to respond quickly and make decisions; pay attention to the performance management of the stores, establish the financial management performance management department, make suggestions on the store management and improve it in time.

For ME&CITY, whose market performance was not satisfactory in 2009, the company also believed that it could achieve breakthroughs through effective control.

At present, this breakthrough has been gradually manifested through excellent brand operation, channel management and supply chain management capabilities.

For example, marketing publicity, after a series of innovative and imaginative marketing, not long ago, the company also allowed itself to appear in the internationally famous fashion magazines, a full page advertisement of "VOGUE", sandwiched between Chanel and Lancome. In the domestic fashion miscellany, ME&CITY is often combined with international brands such as ZARA and H&M to provide readers with fashion matching dress suggestions.

However, it is worth noticing that the company has control over the recent large stores. Analysts say that because of the excessive opening of new stores, the cost growth is too high for us state. For example, it is not reasonable to plan hundreds of shops at one time, and the cost revenue time does not match well.

At the same time, stores and headquarters building need to increase a lot of talents, labor costs have also increased significantly.

These problems add a lot of cost to the company.

In fact, for the expansion problem, Zhang Jiangping and Chen Yihong of China's movement see clearly.

Chen Yihong was able to buy KAPPA's global access in 2005, but he finally gave up the option of looking at the "cost-effective" option, because Chen Yihong himself thought he only knew about the Chinese market and was only familiar with Chinese consumers, while the overseas market was lacking in control and control.

"We should still exercise" body "and keep every organ healthy," Zhang Jiangping said. "First, we should improve internal management, otherwise we may get high cost and confusion.