V&Nbsp; GRASS: The Accumulation Of Strategic Fit

In 2010, it was originally named "

Between low-key and hot selling, V GRASS is becoming the "strength faction" in the premium brand. When the financial crisis broke out in 2008, the brand ranked fourth, fifth in the East China region for several consecutive months, but in the summer wear stage of the year, it ranked only VEROMODA, ONLY and IgG, and it was slightly better than ESPRIT.

In 2009, its market performance increased by more than 44%, not only in the East China stronghold, but also in the forefront of the sales ranking of 100 million stores, and the top 10 of the total market share in the national market.

How to make a good job between low-key business style and market performance? What is the secret of success of V GRASS?

Subdividing the position with "self cultivation" posture

For many women's clothing brands, "product positioning" determines the success or failure of their success. It directly determines who is the service audience of the brand, and who decides what kind of business orientation the brand has.

The reality is that many brands always want to extend the consumer group as far as possible, regardless of the ambiguous product positioning, so as to form a "size and take all" situation and expand the market share rapidly.

Wang Zhiqin, chairman of V GRASS, disagreed with the above view.

In his view, brand consumer groups should be classified in a "focusing" manner. For female consumer groups, they should also be subdivided according to age, physique, temperament and even character.

The subdivided consumer groups will determine the product positioning and create competitive elements that highlight the core of the profession.

"If an enterprise wants to be bigger, its scope must be narrow.

If you want to include all the consumer groups, then you may be nothing, "Wang Zhiqin said. V GRASS brand does not exclude more potential consumers into the magnetic field of brand consumption, but still maintains its own fashion belief and position.

That is to say, V GRASS does not follow all consumers behind their own minds. Instead, it chooses a relatively narrow product positioning and service positioning, namely, locking up knowledge-based women, developing products according to their dress requirements, highlighting the bright style of "self-cultivation", locking in this part of consumer groups, and cultivating brand loyalty and reputation.

In Wang Zhiqin's view, meeting the needs of customers of this group is not an easy task, especially testing the brand's "intelligence" and "skills".

In fact, V GRASS has made a detailed analysis of the body shape of the beautiful female consumers in the style positioning of the products. In terms of tailoring, fabric selection and color matching techniques, the effect of "self cultivation" has been highlighted to the maximum extent, running through the spiritual line of "elegance and simplicity".

Through detailed expression, it satisfies women's pursuit of self-confidence and beauty through dress language.

Song Yanjun, chief designer of the company, said that many customers fit for the A shaped clothing nowadays, but in the design, she will consider adding some elements of X type.

For example, on the basis of A, place the A bar as far as possible.

The final result is that the clothes of V GRASS appear to be A shaped, but also compatible with some structures of X type.

Song Yanjun said, "X clothes make people feel tall and straight, which is the same as V GRASS's" dress makes people more perfect and more confident ".

In order to make V GRASS play a better role in visual cultivation, the company's design team will not only consider the collocation coefficient of clothing, but also ingeniously foster customers' strengths and circumvent weaknesses by accurately grasping the size.

"I am very happy that many of the customers' feedback to us is that wearing V. GRASS clothes does feel thin," Song Yanjun said. "In fact, this is a wonderful experience in vision through design techniques."

It is worth noting that V GRASS has specially designed to avoid the feeling of wrapping.

Song Yanjun said that the fabric chosen by V GRASS will avoid the constraint brought by wearing fit, while the design of "simplification" and attention to detail will increase the comfort of clothing.

She believes that clothing should not be a constraint, it is not to make you show every day, but to live and work comfortably.

This is also a kind of "people oriented" emotional expression delivered by V GRASS.

Shaping management and control mode with "511 style" organizational structure

In the fierce competition of women's clothing market, the "V GRASS" performance in the East China region is admirable, which lies in the terminal core competitiveness created by its direct mode.

Wang Zhiqin said that after precise positioning, what V GRASS has to do is to establish a good channel for "digestive system".

In order to better manage the terminal, V GRASS adopts the "511" organizational structure, namely, the 5 centers and +2 departments.

The 5 centers are design and research centers, marketing management centers, operations management centers, production management centers, and human resources administration centers.

Among them, the sales network is mainly based on "self operated mode", mainly according to the management of provinces and cities.

The biggest advantage of direct control channel management mode is "direct management", which makes retail business less affected by external risks and strong terminal control capability.

This mode effectively and rapidly manages excipients to ready-made garments, from production to inventory allocation, and maintains a reasonable inventory level requirement. Through 14 years of experience in brand operation, the company has accumulated mature experience in these aspects and has a unique system in the management mode of direct channel.

According to the introduction, in the terminal mode, V GRASS has about 215 stores and 90% Direct stores. The company plans to reach 300 stores by the end of this year, and achieve rapid expansion.

In terms of organization of goods, V GRASS adopts distribution system to pform goods from passive acceptance to active distribution.

Because with the enhancement of brand market radiation, the difference between North and South regions is inevitable.

If you can choose marketable products according to the needs of local people, prior role simulation can not only enhance the pertinence of target customers, but also change the image of "store side".

"This form of" customized distribution "ensures the diversity of products, and customers will always feel fresh.

Wang Zhiqin said.

In addition, in order to achieve its own design, production and retail mode, V GRASS effectively shortens the lead time of the product launch, and improves the sensitivity to the market reaction, so as to lay a solid foundation for establishing a fast response supply chain.

Guiding values with "Dreams"

In Wang Zhiqin's view, with the growth of China's economy, the domestic middle class has gradually formed. This is a sign that domestic demand starts to start gradually, and it will also be a great opportunity for China's garment industry.

In this period, high-quality industrial resources will be concentrated on enterprises with the right to speak.

V GRASS must seize the opportunity and run fast.

A consensus is that any well developed garment enterprise is undoubtedly the result of mutual promotion of various factors.

Harmony and matching is a healthy quality that a brand should possess.

However, Wang Zhiqin believes that the core of health quality should be returned to "products".

Then, how can enterprises have the power of sustainable development and produce products satisfying the market?

"Dreams are the driving force for the continuation of fashion."

Wang Zhiqin said that at present, some enterprises can not develop further to a certain extent because they lack the guiding principles of dreams.

"Money is not the first driving force of the brand. The immediate reward is only temporary.

It is very important whether an enterprise can go on for a long time, whether it owns or knows how to stick to its dream.

For relying on dreams to lead values, Wang Zhiqin quoted the concept of "strategic fit" mentioned by Michael Porter, a famous economist.

In his view, the brand strategy is to establish a balance between the various business activities of the enterprise.

The success of strategy depends not only on doing a few things well, but on doing everything well and making overall plans for all activities.

If there is no match between activities, then the strategy will lose its uniqueness and is difficult to sustain.

In the process of brand operation, the strategic balance must be "simple consistency".

That is to say, V GRASS will maintain simple consistency between functional departments and overall strategies in detail and macro strategy in all activities involving brand operation.

Consistency keeps the competitive advantages of various activities constantly accumulating, and the accumulated advantages will not be easily weakened or vanished automatically.

For example, V GRASS insists on the positioning of "self-cultivation". All departments of the company must cooperate with each other and cooperate with each other.

In the design and production process, we must lay stress on the size and the size of the plate. We should not be the least bit deviant. In the process of dissemination and promotion, we should highlight the cultural characteristics of self-cultivation; in the marketing process, we should pay attention to the consumer guidance of self-cultivation culture.

Focusing on the strategic positioning of such a product as "self cultivation", the other side gives the all-around strategic fit and strengthens each other in this process.

"At the same time, strategic positioning should have a duration of 10 years or longer, rather than just a single round of planning."

Wang Zhiqin said that supporting this effective duration will enable enterprises' internal organizations to establish unique skills and risk resisting abilities that match their strategies. This is not a short-term desire for profit, but rather a brand's dream.

"For the management of enterprises, we should gradually withdraw from the brand effect - all the supporting roles except the brand itself," Wang Zhiqin said. "This is our common dream. A brand with vitality is definitely an enterprise that relies on the inheritance of the system and cultural genes."