The President Of Yongjia Youth Entrepreneur Association Leads 16 Executives To Hangzhou.

Visiting Wahaha Group

Recently, Yongjia County

The Hawaii group's lowei production base in Xiasha, Hangzhou, is the first stop of the Japanese group's "mutual learning and mutual learning".

Wahaha's rapid growth is mainly due to new products.

Wahaha's sales volume of 54 billion 900 million yuan a year, how to achieve it? Jin Shun Xing believes that the main purpose is to implement the dealer's payment to the company's account before shipping, "no arrears, and achieve zero inventory."

At the same time, the dealer's guarantee money first hits the company, the company gives the interest slightly higher than the bank, further guarantees the company's capital turnover, and actively achieves "product alignment, dealer money making".

Daphne, a Taiwanese capital company known as "never receiving domestic counterparts", has received an exception from Japan's Thai group.

Moreover, several details have conveyed the importance of Daphne's "mutual learning and mutual learning" activities.

When Daphne visited the showroom and the production workshop, the warning was not allowed to take pictures when it was on the bright spot. But the vice president of Daphne, Lin Zhengzhong, who took part in the reception, made an exception to allow the visitors to take photos and take pictures all the time.

Jin Zhexin, President of the Japanese Thai group, later told reporters that because shoes are easy to imitate and plagiarize, according to the usual practice, peers visiting shoes enterprises are generally not allowed to look at the showroom and production workshop, so as to show Daphne's atmosphere and pattern.

During his visit to Shanghai Metersbonwe Clothing Co., Ltd., Zhou Chengjian, chairman of Metersbonwe, personally received the Japanese Thai group. In the face of the financial management, R & D design, marketing operation, and corporate culture of the Japanese Thai Group executives, Zhou Chengjian always met with sincerity and made a series of creative and constructive comments on the development of the group.

At the forum, Jin Zhe, chairman of the Japanese Thai group, asked Zhou Chengjian: "you go from Wenzhou to Shanghai, then take off in Shanghai.

What advice do you have for Wenzhou enterprises that are interested in developing Shanghai?

He said that when enterprises moved to Shanghai, the static cost of enterprises would rise by 50%-100%, so when the operation of enterprises is not standardized, Wenzhou private enterprises should not move to Shanghai first, because such enterprises are more likely to survive in Wenzhou.

"In fact, all the international metropolis are not suitable for the development of labor-intensive enterprises such as shoemaking and clothing."

Zhou Chengjian used Metersbonwe's experience in moving to Shanghai, and earnestly advised Wenzhou private enterprises including the Thai group. First, do not consider the relocation of headquarters. The most important thing is to make clear the positioning of their brands. Second, make clear the habits of consumers' shopping places; third, make clear the business models of enterprises, and then match them with appropriate systems.

Revelation 1

Product is the core power of enterprise development.

Before visiting Wahaha, Kim Tak Fu, chairman of sun Tai Group, had always thought that the strength of Wahaha depended entirely on the success of the marketing strategy of Zong Qinghou, general manager of Wahaha Group, and benefited from the marketing tactics of Wahaha's rural encircling the city.

But after listening to the introduction of Wahaha's receptionists, he found that the fact is not: AD calcium milk from "Wahaha, eating is fragrant", to a single product to create about 10000000000 Yuan "nutrition express line", the reason why in the 20 years of enterprise pioneering process, Wahaha can develop rapidly to the sales scale of 54 billion 900 million yuan last year, because the strong product development and product innovation ability is always the core power of its development.

Revelation 2

Full shareholding to solve "recruitment difficulties"

Wahaha also has a brilliant idea in solving the common problem of "recruitment difficulty".

On the material side, Wahaha has divided more than 1000 houses since its establishment, and almost all the old employees have solved the housing problem.

For some new employees, Wahaha builds production bases throughout the country, and also builds low rent housing to solve their lodging problems.

In addition, Wahaha's implementation of full shareholding is more reasonable.

In terms of spirit, managers regard their employees as their families and try to solve the difficulties of their employees.

This kind of care and care for the fine water flow makes employees feel a sense of belonging.

Revelation 3

Long term benefits should be attached to foreign capital marriage.

During the exchange, Teng Zhijie, general manager of sun Tai Group and general manager of marketing company, asked Dan Qining, deputy director of Wahaha Group's external liaison office, Dan Qining, Wahaha and Danone's lawsuit. What's the reference for Chinese private enterprises and foreign capital cooperation? Dan Qining believes that cooperation between Chinese private enterprises and foreign capital must bear in mind that contracts signed by foreigners will definitely make you cheaper at the moment, but in the long run, he will let you "trap".

This is like buying a foreign car, the price will not be too high, but if you want to buy spare parts from them, the price will be very expensive.

Therefore, the fate of private enterprises must be in their own hands.

Revelation 4

R & D innovation has market position.

Daphne and Metersbonwe invest at least 3% of their sales in product development every year, so as to facilitate the development of differentiated and fashion oriented products and truly realize the competitive strategy of enterprises and brands that do not take the unusual road.

It is also because of the strong ability of product development that determines their position and voice in the market competition.

Jin Zhefu, chairman of sun Tai Group, believes that in recent years, after the establishment of a relatively perfect terminal network, some of the shoes and clothing companies in Wenzhou have refocused their efforts on product development and production.

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Revelation 5

Organizational structure should keep pace with the pace of development

The "Taiwan style" management system has always been very rigorous.

According to Lin Zhengzhong, deputy general manager of Daphne, because the boss of the company walked very fast at each stage and demanded the team to react quickly, Daphne generally changed its organizational structure in three or four years.

The departments of Daphne headquarters are very clear. Some functional departments are professional.

At present, there are about 5000 stores in the more than 10 brands of Daphne, and the financial system is relatively strong. There are 6 layers of management from the company headquarters to the shops, so the organization is very large and the supervision system is also so.

Revelation 6

Stores sell new products, sell online, sell stocks.

Daphne made e-commerce earlier, when the monthly sales volume reached 67 million yuan, but considering the difference between the online shopping price and the entity store price, most of the online shopping products come from inventory.

The same is true of BELLE.

It is necessary to synchronize new products on the Internet and exclusive stores, because the sales area is so large that it can not be done at present.

Revelation 7

First pricing, then pushing back production costs.

This is the suggestion of Zhou Chengjian, chairman of Metersbonwe, to make brand and market for Wenzhou shoes and clothing counterparts: first, to set up their own development team; Metersbonwe now has more than 300 R & D designers, and 100% of its products are developed; two, the selling price of products should be clear; three, set a good retail price, and then push back the cost of production, rather than other shoes and clothing enterprises "set the retail price according to the production cost".

Revelation 8

Enterprises must win symbiosis with distributors.

Jin Zhexin, President of sun Tai Group, concluded that in the 3 enterprises of Wahaha, Daphne and Metersbonwe, the business ideas of win-win cooperation between enterprises and distributors were strongly implemented.

Whether it is Zhou Chengjian's commitment to "ensure that dealers do not lose money" or "how much money it will take to make money with me after the celebration" is really the interests of dealers as a heavy responsibility of enterprises. How many enterprises in Wenzhou are truly or capable of doing so?

Revelation 9

Innovation is the secret of brand vitality.

In order to cater for the fierce market competition and expand the scale of business demand, Daphne has adjusted its organizational structure in an average of three or four years, and has continuously launched new brands and new products to cater for the consumption demand of modern women.

Jin Zhemin, vice chairman of sun Tai Group, said that innovative products can more firmly grasp the initiative of the market and lead the consumption trend to maintain vitality.

Links:

Japan Tai Group Co., Ltd., founded in 1989, is a national regional group approved by the State Administration for Industry and commerce.

After 20 years of steady development, the Japanese Thai Group has set up 5 sub companies, mainly shoemaking, covering shoes, clothing and other industries.

The headquarters of the group is located in Dongou Industrial Park, Wenzhou, which has a beautiful traffic environment. There are more than 2000 employees. It has made over 1000 sets of high-tech equipment from Italy, Hongkong, Macao and Taiwan, and 12 international advanced production lines for shoes making, with 6 million pairs of middle and high grade leather shoes. The level of mechanical equipment and production capacity all rank in the advanced level of the same industry in the whole country.

The company has set up more than 30 distribution centers, 3 design centers and nearly 3000 sales terminals throughout the country, and has set up offices in Rome, Italy.

The group is now a key backbone enterprise in the footwear industry, a technology demonstration enterprise in China's leather and footwear industry, an excellent independent innovation enterprise in China's private enterprises, a meritorious enterprise in China's shoe industry, a standing director of the China Leather Industry Association, a deputy director of the Zhejiang Leather Industry Association, a Zhejiang integrity demonstration enterprise, and Zhejiang three excellent enterprises.

The leading product "tie Tai" brand leather shoes has won the honorary title of Chinese genuine leather shoes, Zhejiang famous brand products and consumer trustworthy products.

The "Japanese Thai" trademark has also been rated as China's well-known trademark, Zhejiang famous trademark, Zhejiang famous trade name, Wenzhou famous trademark and so on.