Store Operation: Something Is Wrong.

Strengthen terminal control

"Shop location, shop design, shop assistants.

The exception of the first bookstore and clothing store combined with "double shop" chose to stay in Kunming, Yunnan, where customers not only buy clothes, but also walk in the world of aesthetics and art.

The first clothing store chose to settle in Beijing China World Trade Center store, which is full of metropolis atmosphere. In this case, the introduction of the Hongkong home brand "G.O.D" is introduced, so that customers can put aside their worries and enjoy the leisure in fitting clothes.

At present, the exception is still striving towards the direction of meticulous management, in order to continuously improve the terminal control.

The exception of the internal structure is also built around improving terminal control.

Exceptions, a buyer's Department has been set up since the early days to establish a buyer's shop management mode to enhance the terminal operation capability.

The buyer's staff comes from the production, sales or marketing department, which is responsible for gathering upstream and downstream industry chain information for product and market analysis.

Facing the franchisee and the terminal store directly, the operation of various departments is concentrated on the coordination of the buyer's department.

The buyer Department has the power to decide how much the quantity of production can be, and to advise on the style of clothing, so as to form a flat organizational structure of mutual coordination and information sharing.

At the end of 2004, the number of stores was reduced, and the market department also contracted the market department.

At the same time, three departments, namely brand communication department, training department and VIP customer management department, were set up to enhance terminal control power.

Baozi group's earnings report also shows that good geographical location is the first requirement for its long-term development strategy.

"In fact, the choice of terminal location has always been one of the priorities of baozi."

Kenneth Chan said.

The brand should be calm

Too low discount will inevitably impact the reputation of the brand. Therefore, one of the business ideas of the company is to insist on not reducing the discount.

"Now China's enterprises seem to be in a bit of a mess, such as shopping malls, department stores, activities every day, how much to buy and how much to discount. The reason for the discount is basically 365 days a year.

For this way of marketing, Xia Guoxin repeatedly expressed disapproval.

"In the clothing industry, dumping at low prices is equivalent to chronic suicide. Discount not only seriously damages the brand itself, but also causes damage to the whole industry, especially in the high-end fashion industry."

Xia Guoxin always thinks that the fashion industry is different from other industries. "This industry will not be filled with price competition. It should have its own independent positioning, differentiated positioning, and the price that customers can meet the needs of customers, and the price that customers can accept."

Therefore, for the current low discount or price competition in the market, Xia Guoxin thinks, "this is short-term."

After more than ten years of development, the company insisted on not reducing the discount, but sales continued to grow steadily.

Digest inventory at discount stores

Unlike the way in which he works, some brands like to open their own stores to digest their stock, and baozi is one of them.

In the high-end clothing industry, the high inventory turnover days are more common in itself, while the vertical integrated business mode and single product line make the inventory turnover days higher than those of Burberry, Dior and other brands. In 2008, under the stimulation of the financial crisis, the storage and turnover days increased from 300 days a year ago to 448 days, reaching 579 days in the first half of 2009.

Coupled with the long standing and no discount attitude to create a high-end brand image, the company's digestion of inventory is slower than other brands. Therefore, higher inventory has been a hidden worry for baozi for a long time.

In this regard, in the past two years, Baozi has adopted the common method of international high-end brands: opening discount stores to digest inventory, and set up 5 discount stores in the first half of 2009, bringing the total number to 7, and plans to open two new businesses in the second half of the year.

The intention of baozi is that discount stores can attract some new customers who can not afford the original price of baozi, while reducing the inventory level and speeding up the return of funds.

Because it is a discount store offered by baozi itself, which gives consumers a certain degree of credibility, so as to maximize their digestion and keep their brand status.

Let customers like Baozi and feel that the new products are too expensive to make their own "baozi" dream through discount stores.

The painstaking practice of brand image has consolidated and strengthened the bargaining power of baozi to a great extent. Nowadays, Baozi's products have to raise their prices almost every quarter. The annual increase of the average selling price of products is usually higher than that of the current year's inflation rate by about 3-5 percentage points, which has enabled baozi to have a strong endogenous motivation. The growth of single store sales has been climbing up to two digits since 2003. Even in the 2003 and 2008, where the external economic environment is relatively poor, the sales growth of single stores has reached 20% and 18.9% respectively.

The more shops, the better.

Although the financial crisis has passed, it can not be eliminated quickly, and the impact on enterprises is inevitable. However, compared with export enterprises, the clothing enterprises that attack the domestic market are more risk resistant.

Some powerful brand enterprises not only resisted the impact, but also achieved growth.

According to Xia Guoxin, the annual growth rate of 30-50% is probably around the year.

Such growth data will certainly make many garment enterprises jealous, but Xia Guoxin intends to slow down the pace of development.

Reporters questioned whether the financial crisis has also had a greater impact on the song, which was negated by Xia Xin Ma. "Too fast may be out of control, and all the previous work has been wasted. I would rather walk slowly but be more solid. Within this range, I am confident that the growth of management and brand will be consistent with sales, which is beyond this limit. I am not sure yet."

In fact, as early as 2003, when Xia Guoxin's sales revenue exceeded 100 million yuan and the national chain store developed to more than 150, he deliberately slowed down the pace of development. "At this time, enterprises are more likely to make mistakes in making mistakes. So one of my main tasks is to pour cold water on everyone to overcome the expansion of ambition so as to enable the company to grow abstinent."

That is, since then, Xia Guoxin has deliberately controlled the growth rate of the song's growth within 50%, and in the next few years, the turnover of George's is steady at an annual rate of 30-50%.

Similarly, "exceptions" are very cautious in opening stores.

In 2000, the "exception" set up about 5 stores in the whole country in the form of franchising and entered the scale expansion period. In 2001, five years after the establishment of the brand, it excluded all kinds of impurity and dissociation, and Mao Jihong identified the style for the "exception".

This year, its shops increased to nearly 30. In 2004, the number of "exceptions" shops suddenly increased to nearly 100 stores.

It was also in this year that Mao Jihong discovered that the development of "exceptions" was a bit too fast, so he began to shrink the shops, refine the terminals, and shrink the 100 stores to about 60 stores.

Today, the "exception" maintains around 70 stores throughout the country.

As a designer brand, the exception is not to pursue blind expansion, to be loyal to original exceptions, and to take the light assets strategy such as outsourcing production links and shrinking shop numbers decisively, instead of focusing on enhancing the added value of products.

"At present, the average monthly sales of a single store can reach 500 thousand yuan."

In early 2010, Mao Jihong said in an interview.