2010 Entrepreneurs And Organizational Change
Differentiation
Reflection
Chen Guoqiang: 100 years ago, foreign brands, 30 years ago, we began to talk about brands, and by the middle of 90s, China's clothing brands should be a lot.
But we must see that in the new historical period, the brand has entered a pluralistic era.
Professor Jiang Qiping of the Chinese Academy of Social Sciences believes that when we come to a variety economic era, the brand is general, the varieties are special, and Chinese brands must constantly adapt.
Of course, the old brand is not necessarily high. If LV is developed into a teenager brand, then it is not called LV.
If we want to open up the market, LV might as well make a sub card, LV can not be from 20 to 60 years old.
Of course, it is precisely this curing thought that has caused some people to rush to buy LV, some people do not buy LV, the nobility is carrying LV, the vegetable farm aunt also carries the LV phenomenon.
Therefore, to make brand, we have to make a variety economy. Chinese entrepreneurs should constantly strive to diversify in the variety market. In fact, diversification is not a bad thing at times.
We can not simply separate the real estate from the real estate, the shop is the landmark, which is a good combination of the two industries.
The important purpose of the new brand strategy is to adapt to the environment, and to adapt to the environment is to organize change.
This requires understanding how the brand is driven and how to change the organization and understand the role of the team.
Wu Jianmin: at first, I chose to make clothes because there was nothing else to do.
But after making clothes, I found that many enterprises did, so we did not follow them to do foreign trade, and wanted to create their own brands.
But I don't know what the brand is like. Besides, Shandong has no fashion and no industrial chain.
However, can Shandong not make clothes if there is no industrial chain?
10 years later, a question comes again: what do we want to do and what is our dream? Our dream is to succeed. This is a constant revision of our goals. In the process of amendment, we are faced with a problem. How can we achieve it?
In fact, everyone is pursuing a dream, but many people are wrong. In fact, foreign brands have nothing to fear. New ideas, new economy and new trends of thinking are also nothing to fear. Every historical development and change is the change of culture. The process of creating brand is the gradual realization of the founder's ignorant and undeveloped ideal.
As long as the organizational structure is adapted to the changes of this era, the process is to achieve the brand, because the premise is based on the aesthetic concept, and the brand can also have different positioning on different consumption needs.
I don't believe Shandong can't be created.
Fashion brand
I do not believe that Shandong will always be a fashionable wasteland.
Before the reform and opening up, Chinese people bought clothes and went to Qingdao. How did they forget Shandong people in 30 years?
Finally, it comes to a conclusion that the industry chain must be made of fabric, but Shandong is not the same as Hangzhou. If I am not a shopping malls in Beijing, I am definitely less than a white-collar. In Hongkong, I am sure I can not do it.
But Shu Lang is in the four seas, putting the whole idea in the global perspective, allowing the whole world to do my industry chain, and Shu long has been recognized.
On this year's CHIC, I have three brands to show.
I believe that, like the birth of Confucius and Meng Zi in the Warring States period, Shandong, like the birth of Haier in 80s, will surely produce the thought of Shu long facing the unity of heaven and man.
Fully authorized
Chen Guoqiang: because of the changes of the times, it seems that the place that looks not fashionable has become fashionable.
In fact, many cultures and economies are evolving. Some people say that twenty-first Century is the century of Asia and China's century.
Apart from economic reasons, the most important reason is that we emphasize human nature more and emphasize the unity of heaven and man.
In twenty-first Century, rather than the rise of China's economy, it is a global recognition of Chinese culture. Therefore, Shandong born with Kong Meng thought will be born in the new era.
Today our forum is in Beijing, China.
Cultural history
Tradition is very rich in Beijing, and Beijing has indeed sprung up many brands.
Not only has the brand, but also has many business models, not only has the business pattern, but also has the different organization structure to promote.
White-collar workers, as high-end women's clothing, are relatively exclusive products. What's your next organizational structure, Miao?
Miao Hongbing: when we have lofty ideals, we must first pay attention to human body.
If the body is not good, everything is useless. If everyone falls down here, it will be a sad thing for Chinese fashion.
We struggle for the ideals of our hearts, and even bear the heavy responsibility of China's fashion industry.
I firmly believe that you are not working for money, and sometimes for competition.
In fact, just be happy, as long as health is good.
There are several things I will not do in the future.
I will not do anything harmful to my health and unhappy things.
After many years of white-collar work, the current change is to give the team enough authority to let them work hard in the market.
I think the real greatness of a brand is that your brand can enable more people to participate in it, so that their ability can be exerted and let them go to the market to temper themselves.
We should care for our team and care for all of us.
It is also because of this that we can rebuild the brand in order to make the brand healthier and longer.
Rapid change
Chen Guoqiang: after 30 years of development, from the academic background, Chinese entrepreneurs are no worse than foreign ones.
But I always feel that they are still working very hard. When we improve our quality, we need to readjust your position. We need to adjust your appraisal mechanism and make a new combination of your team.
Zhou Yan: the reason why Chinese brands have hope is that we have an everlasting love and never lax efforts.
At present, a very profound change has taken place in China and the whole world, that is, the change of social relations.
For enterprises, a relationship determines the brand's fate, that is, the relationship between us and our customers.
This relationship itself is changeable and sometimes fragile.
Today's cost is nothing more expensive than time.
So the biggest test is whether we can change quickly, deny ourselves, overthrow ourselves, improve ourselves, improve ourselves, and become very self.
Next is the rapid change of system operation ability.
I was trained in France last September for a month, and the leaders of luxury brands and popular brands came to lecture, including ZARA and GUCCI.
GUCCI ordered two times in the past year, once in spring and summer, and once in autumn and winter, and now it is 10 times.
Another example is a French brand that first introduced leopard print, and then many brands quickly adjusted themselves because they did not predict such a trend.
One month later, the leopard print was like a spring breeze.
It can be seen that European brands have a very strong self-regulation system.
I feel the use of resources is very important. The strength of an enterprise will become smaller and smaller. Our more important force is how to integrate external resources quickly and operate our own internal systems.
Dalian clothing festival has more than 20 years history, but Dalian's brand is too few.
Because there are too many restrictions, such as information and matching.
The year before last, we moved the brand operation center to Beijing. After arriving in Beijing, I found that it was really a hole in the sky.
So I think the biggest test for entrepreneurs is whether they can change themselves quickly to adapt to change.
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customer management
Chen Guoqiang: I used to know that Dalian dared to wear it, but later I knew Dalian would dare to do it.
Now we also know that Dalian is not only willing to do but also good at doing, and knows how to use the entire social resources and even global resources in Dalian for our own use.
Next, there is Xia Guoxin, the boss of Shenzhen, the Shenzhen fishing village. In a sense, Shenzhen was the first cultural wasteland, and the industrial chain was not as complete as the Jiangsu and Zhejiang provinces. Then why can Shenzhen do well in women's clothing?
Xia Guoxin: now when we talk about management, do we need to talk about managing by individuals or by organizing systems? We used to be heroism and a group of followers. I think this is the biggest bottleneck, and there is no way for talented people to join.
I think I am a tiger, but to behave like a sheep, subordinates should be like tigers. Such a sheep can bring a group of tigers instead of a tiger with a flock of sheep.
It turned out that the boss took the lead and led the team forward. I think it's time for the boss to lean forward and push the team forward.
I think after the change of concept, organization will inevitably bring about change.
Is self centered or team centered in the enterprise, dominated by executive behavior or dominated by innovation? If innovation is the core, the boss is far from enough. Only by collective wisdom, can everyone dare to think that everyone will dare to try and have real innovation.
Another question is whether the business is the center or the customer is the center.
Some enterprises do what they want to do and always want to do something to sell to customers, which is still centered on enterprises.
If we are customer focused, we always care what customers like.
I am me, customers are customers, I like different from customers' preferences, hold a humble attitude, respect customers, not high above the brand.
We organize customer seminars every year, and the idea of customers has many inspirations for us.
bpr
Chen Guoqiang: Xia always tells us that leaders are tigers, but to disguise themselves as sheep, leaders should guide everyone in their minds.
The flattening of organizations is becoming more and more obvious. They are constantly differentiated. Once a part is dropped, the whole machine is paralyzed. Now, even if a module is broken, the module will become a new organization. This is the pluralistic economy we need now.
The slogan of 2008 is "Beijing welcomes you". In 2010, it is "better city makes life better". This slogan is closely related to us. Today we have Mr. Wang from Shanghai daily broadcasting company. I want to ask Wang, your brand and development speed are very fast. What is your architecture?
Wang Weidong: the whole world is changing, and in a big change, including China's reform and opening up and the Internet, especially China's participation in the world, it will make the world more colorful, because China is the birthplace of Oriental culture, and Chinese culture has strong vitality.
Therefore, as an enterprise, change is inevitable.
What is the most important thing in the face of this change? It is how to maintain a calm, a sense of reality, to truly find the things that remain unchanged in their businesses, to locate them, and to know where the future of their enterprises lies.
Although the world is undergoing great changes.
But some of them, such as human nature, are invariable. If we can stick to the nature of human nature, an enterprise should not lose its way at least.
Since our company moved to Shanghai in 2004, it has achieved explosive changes.
Originally in Guangzhou, from design research to production, and then to marketing, we are an integrated company.
After arriving in Shanghai, we found that the original integrated operation restricted the normal development of the brand.
So we positioned the company as a brand intellectual property operation group.
Every brand has its own database, self assertion and unique value.
Therefore, we first allocated production and marketing, separated the production front and brand operation to consider the unique attributes and unique needs of the brand.
We set up a supply chain company in Shanghai. When we were influenced by the habit, we set up a factory in Shanghai, but later we found that the production could not meet the demand, and it was basically out of production and turned into a supply chain operation management company.
This is the opportunity that Shanghai has brought to us.
In fact, the Shanghai daily sowing and the Guangzhou daily sowing have undergone a great change in nature.
In Shanghai, the system operation has already had a better mechanism, and also has a good internal structure, forming a new organization structure.
Of course, there are also supporting changes in this process, including how to create a professional manager system. We also form a day culture, encouraging the team to go further and achieve greater success.
Entrepreneur positioning
Chen Guoqiang: Shanghai used to be a strong city with a strong planned economy. During the 8595 period, textile and clothing were pferred.
The era of planned economy is also the era of Shanghai's brand. But for a long time, the Shanghai brand has not been able to see it, and has begun to distance from Beijing and Shenzhen.
However, the daily broadcast makes full use of Shanghai's unique modern conditions and has created the Shanghai daily sowing.
The sharing of resources and the outsourcing of value-added services are successful methods of the day.
The day sowing is based on the design and operation, and the separation of manufacturing and other links. Its rapid development is suitable for organizational change in the era of network economy.
In fact, there is another meaning of industrial pfer, that is, the pfer from coastal areas to the mainland. Henan has already proposed the concept of undertaking industrial pfer, but undertaking it is not simply accepting, but innovating.
Chen, what are your new plans for restructuring?
Chen Yongbin: Henan is a big cultural province. Its advantages lie in its culture first. The precipitation of culture can support the brand, but we have not excavated this unique culture yet.
This is like Muji from Japan, but its brand is international.
Chinese brands must excavate Chinese culture, and the fashion industry structure of Chinese brands must also have the characteristics of regional brands.
I want to talk about the role of entrepreneurs. I think it should be a thinker and organizer.
Over the past five or six years, Henan has introduced many talents from Shanghai, Shenzhen, Beijing and even Taiwan, but these people later left.
Our entrepreneurs first completed their efforts by diligence, but in terms of technical content, they did not necessarily do better than their employees.
Consulting companies are more professional than we are, and professionals are more professional than we are. What do we do? We, as business managers, study the long-term development strategy of the company, study the resources and environment, make a sound analysis of our brand business model, and constantly adjust our business models to meet the changing needs of consumers.
At the same time, as an organizer, we should organize the best people to do the best things.
Last year when I was reading Tsinghua MBA, I had a connection with Liu Chuanzhi in Dalian.
Lenovo Group is the most perfect team in China, such as the Yang Yuanqing story, and of course there are many stories.
What I want to say is that if you want to do one thing, you must integrate the resources that are most suitable for doing this.
So we can only organize these professionals to do what we should do.
Haixin mode
Chen Guoqiang: I think your ideas should be reflected not only in your enterprises, but also in Henan's regional clusters.
China's industrial cluster has done a good job in a certain sense, but it is still at a low level. The industrial structure and industrial mode have not been opened up. There are similar problems. This requires further efforts, so more entrepreneurs are required to cultivate more industrial clusters in China through your ideas and through your organization.
We started from Beijing and turned back to Beijing. Now it's summer.
Xia Hua: when the brand develops to different stages, the structure of the organizational structure must be adjusted accordingly. This adjustment must be rational and professional rather than purely perceptual.
Last year, when we were in the creative industry, we came into contact with a new mode of innovation driven by the European Union, the Haixin model.
This mode turns the engine of an enterprise into several engines.
In fact, many enterprises in Europe are not comparable with us. The 1600 companies are very large in Europe, and Chinese enterprises are naturally big.
In such a large enterprise, how many engines are there? So we must work healthily and happily, and turn the engine of the enterprise into a number of engines, so that the enterprise can have unlimited innovation ability and have unlimited passion to go on.
A few days ago, Zhang Zhifeng and the Siberian tiger participated in the second luxury brand held by CEIBS.
At that time, we were very embarrassed. They said there was no luxury brand in China. I said this can be and must be.
Therefore, it is because we have no influence that we will continue to work.
Because it has not been done to the extent that others agree.
In fact, Chinese brands have formed their core values over the years, and have built up their loyalty in the short run.
Chinese people are very special customers, and Chinese experience management is also very deep. But how can this core value be pmitted to every nerve ending of your brand? We are not doing well.
The reason why we have not become a leader is related to the incomplete implementation of brand proposition.
MUJI is so simple that they make it very thorough. I think this is something we lack. We must make use of all kinds of means to integrate resources.
In this process, our brand must be well known and well-known.
China's large market has trained a number of brands, and has also harmed a number of brands.
Relying on channels, brand has been established, but we must not mistake reputation for reputation.
Brand reputation is difficult to establish step by step, but it vanishes quickly.
Brand like flowers, products do not do well, brand will fade, there is no ability to shine, and there are new flowers open.
Many brands are heroes today, but we must remind ourselves that we should do a good job in keeping fresh, so that we can always live in the fashion industry, even to those who are more courageous later.
Chen Guoqiang: just now, Xia always mentioned that we worked hard together, and the entrepreneurs made the enterprise very successful. What we assume is the heavy responsibility of Chinese industry and even further leading the world's fashion industry. What should we do? We need to cooperate. We should not only build our enterprises and industries, but also structure the whole world. So I don't think we need to sum up and comment more. We just want to add a kind of thinking in front of the brand organization, that is, driving the brand, changing the organization, and coordinating the framework. This is the way we will go in the future.
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