Metersbonwe: Light Mode Leveraging Big Assets

The innovation of traditional industries may not be rich in emerging industries as a whole, but this does not mean that there are no successful cases.

In the past ten years, China's economic structure has undergone tremendous changes.

Among them, the emerging industries represented by the Internet and e-commerce are the most significant.

From the perspective of business mode, the innovation of traditional industries may not be rich in emerging industries as a whole, but this does not mean that there are no successful cases.

The light model known as the United States, the great image of the traditional industrial innovation.

Traditional clothing enterprises are not able to play a big role in profits and market by being dragged down by hard conditions such as factories, equipment and production workers.

If we omit the consumption of these hard links, will the garment enterprises that have light clothes get better development?

This issue may not have much discussion value in the discussion of OEM and OBM, but 15 years ago, Zhou Chengjian, who first thought about this problem, made it a major event and produced a large enterprise with annual sales of 5 billion.

This is also Metersbonwe.

What is "light mode"?

In the early days of the business, due to the lack of financial strength, the United States has adopted the method of commission processing, and has established long-term cooperative relations with more than 80 large garment processing plants with first-class production facilities in Guangdong and Jiangsu, so that they can produce for Metersbonwe.

More than 80 enterprises have created about 10000000 production capacity for the annual production of about 10000000 items (sets) by the United States, and if the United States has invested in the construction of the plant, it will cost $2-3.

In contrast, the advantage of "light mode" is obvious: it can maximize organizational returns with minimal organizational resources.

With the least tangible assets input, get the biggest economic return.

But Zhou Chengjian's practice has aroused widespread suspicion at the beginning.

Even after the fieldwork of the national clothing industry association, experts still say, "like factories in the US, there are no factories, and office buildings are rented. If I guarantee with my head, I will be able to maintain it for only 3 years."

Zhou Chengjian believes that there is almost no core technology in clothing. Its biggest added value is brand, and brand management and costume design can make mus Bang Wei become a management enterprise at the core position in the virtual chain.

Therefore, brand chain operation has become an inevitable choice.

With independent design and research and development, relying on the strategy of "borrowing chicken and laying eggs" (licensed production) and "net fishing" (franchised chain operation), the United States has opened the door to the market.

From 1995 to 2000, in just 5 years, Metersbonwe assets rapidly expanded from 500 thousand yuan to hundreds of millions of yuan, becoming the brand of Chinese casual wear.

In 2005, Zhou Chengjian invested 100 million yuan to build.

There is no pattern problem in the success or failure of Max chase.