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Zhao Weiguo: There Are Still Defects In The Design And Management Of Clothing Brand In China.

2010/12/27 16:53:00 57

Domestic Clothing Brand Design Management Merchandise Planning

at present

Domestic clothing brand

Of

Design Management

The present situation is that there are design, no management, lack of management, and little effect.

In fact, brand development has his past life, this life and the future. The brand needs different design and management at different stages of development: 35 people do design and have hundreds of thousands of companies, even tens of thousands of people do not design the same way.

In the tens of thousands of teams, we must rely on the system to do the management of the system.

Domestic brands now have a feature in design and research and development: "shotgun", that is, a quarterly order will have 200 items, so we have to make 800 models, and 600 of them are wasted.

In fact, the first thing to design management for retail is to establish a R & D system characterized by the retail system and mode. The second is to build a R & D system with a control mechanism; the third is to form a reasonable evaluation system for the management of different nodes in the management of different nodes.

Once these systems are established, the brand will have a clear positioning, and brand development will not rely on designers.

If we do not rely on it, brand development is sustainable.

Not relying on design management is a relatively core idea.

Design management should be built on the basis of planning, that is, planning is the only way to manage.

Does your brand have three years of strategic planning, five years of strategic planning, and whether there is a plan for landing.

These are several different levels of concepts.

Commodity planning

Brand is very important.

Commodity planning is called MD in foreign countries, and its position is even higher than that of the art director. Some companies are also part-time by the boss.

The best brand planning is Japanese companies.

Why can UNIQLO rise in the financial crisis, with a daily sales of 100 billion yen? This is due to his merchandise planning.

This year, consumers in the northern market will find out a new thing in UNIQLO, a thin down garment priced at 499 yuan.

The commodity planning of UNIQLO is by no means the number of sales figures itself, while some domestic enterprises' planning comes from numbers, such as figures provided by the sales department. Last year, it sold 80000 pieces. This year, we can see if we can improve the sale of 100 thousand pieces.

This practice is called "using experience to do tomorrow". Looking at insurance is very risky.

Commodity planning is a strategy based on brand development needs, competition needs, market needs, and consumer needs.

For example, Metersbonwe launched a cartoon series last year.

One of its design directors told me that this cartoon series increased the contribution rate of this category by 100%, and the contribution of floor efficiency increased by more than 80%, which is the role of planning.

So commodity planning is closely related to design.

With the merchandise planning, the planning of the design began to land.

I have met many designers. What they want is to do the theme and feel.

But in my communication with domestic and foreign consultants, I came to the conclusion that all elements of design can be quantified from the perspective of brand business operation.

In the past, I think design depends on feeling, design is qualitative and quantitative.

But now I think the design can be quantitative, this quantitative can provide a reliable basis for business planning and design planning, so as to build your system, which is different for every company.

We say "brand can learn, but can not be copied" is the reason.

Further extension, the present design system is only two kinds, one is the plane type design management, the other is the vertical type.

I have asked many foreign large companies, many of them are vertical design management.

Vertical design management is very much like pipelining. The more you do it, the more you do it. For example, if you make sleeves, you can do 20 things a day, and now you can do 50.

In addition, I think routine is the most important thing of a brand's core competitiveness.

Are there any routines in your business model? Are there any routines in R & D mode? Are there any routines in designing and controlling? I've seen the French company of Iger make a systematic plan for him, with more than 200 pages of paper and very planned.

This routine is constantly combed according to the needs of the consumers, and then the core items are filtered out and pformed into design elements for design.