"Good News Birds" Rebellion "Wenzhou Mode"

In August 15, 2007, Zhejiang news bird clothing Limited by Share Ltd (002154) was publicly traded in Shenzhen's small and medium-sized board.

So far, the news bird group has completed the pformation from family business to public company.

The two generation of entrepreneurs in Wenzhou mostly stick to labor-intensive industries, forming a special way of personalization, making the phenomenon of "intergenerational locking" in manufacturing industry, which limits the entry of Wenzhou people into new industries.

If we can not complete the pformation from personalization paction to non personalization paction, Wenzhou's economy will not be able to pform from tangible market to invisible market, and the Wenzhou mode will also decline.

The news bird group was founded in March 1996. It was jointly established by Wu Zhize Zhejiang Clothing Co., Ltd., which was owned by the Zhejiang family, jointly with Zhejiang wedding bird Clothing Co., Ltd. and osteel Garments Co., Ltd.

This is the first joint-stock clothing group in Wenzhou to break the traditional family management mode and jointly operate voluntarily.

Wu Zhize has implemented a series of innovation measures on property right structure, system construction, brand design, product development and marketing network.

Preface to the good news birds: the history of pioneering family life is Wu Zhize's "self revolution" experience.

In 1984, the Wu Zhize family founded the Zhejiang nice clothing Limited company. By 1996, its total assets had reached more than 2000 yuan. Although the benefits were good, the whole garment industry had already faced the situation of oversupply.

Take Wenzhou as an example, there were more than 1000 men's clothing enterprises, and more than 200 enterprises produced 50 thousand suits every year.

Wu Zhize realized that without brand, he could not develop. He decided to abandon his family mode and move towards joint operation.

In March 1996, the company merged with Zhejiang newspaper bird bird Clothing Co., Ltd. and Zhejiang oester Garments Co., Ltd. and set up the wedding bird group.

This is also the first Wenzhou fashion group to break the traditional family business model and jointly organize it voluntarily.

After several adjustments, the five founders actually held shares in 37.3% of Wu Zhize, 21.2% (Wu Zhensheng), 17.9% (Chen Zhangyin), 17.9% (Wu Wenzhong) and 5.7% (Ye Qinglai) respectively.

It is the nature of Wenzhou people to "be a chicken head rather than a cow".

So how did Wu Zhize successfully break through this traditional custom?

"I told the four shareholders that if they worked alone, they would not have enough capital and technology to make them bigger.

We unite and do not make the "chicken head" to be the "faucet"!

At the same time, when the share ownership is dispersed, the wedding birds are far away from family management, trying to establish a corporate governance structure that meets the needs of development.

Nowadays, 50% of the senior managers and technicians are introduced from abroad, and the executives of the company, including the chairman and general manager, are all professional managers.

In order to prevent his wife from going to politics, Wu Zhize asked the five shareholders not only to join the wedding bird but also not to do business.

Moreover, the immediate family members of shareholders can not work in the company's main positions, and can not engage in related pactions with the company.

"I love to go to extremes, which may be the motive force of the initial reform."

Wu Zhize, chairman of the news bird group, frankly told reporters special correspondent that the decision to "go family" came from a sense of ignorance rather than his own foresight.

Wu Zhize advocated the idea of "singing in the poem, standing at ceremony, becoming a joy" ("Analects of Confucius"), trying to find the source of the strength of the news bird's brand development from the national cultural psychology level.

To express oneself in poetry is to create authority and classical status through poetry.

Wu Zhize's understanding is that when selecting partners, we should value the personal ambition and learning ability of the other side.

Standing in ceremony, this refers to the realization of an ethical construction through etiquette.

Wu Zhize believed that we should set up a system in the enterprise to realize the separation of ownership, decision-making power and management power from the three powers.

In the form of music, this refers to the dissemination of poetry and etiquette in the form of music, so as to achieve the purpose of moral education.

Wu Zhize believes that enterprises are like bands, and all departments should coordinate and harmonize each other so as to achieve rapid and efficient balanced development.

There are also three groups of relationships that are similar to "poetry, ritual and music" in many relationships within enterprises.

The first is the contradictory relationship between the manager and the manager.

Whether it is "enterprise work law" or option incentive, corporate culture is trying to solve the contradiction of unity of opposites, but it is impossible to eliminate this basic relationship once and for all.

Two is the relationship between the internal rules and regulations of enterprises and the shaping of corporate culture.

How can we ensure that government decrees are smooth enough to enable employees to discover values and missions from rules, thereby stimulating their creativity?

Confucius said: "Dao is governed by politics. It is a shameless way to punish people, but to be free from shame."

Laozi said, "virtue and morality are not virtuous.

There are many thieves in laws.

Wu Zhize believes that the relationship between the construction of enterprise system and cultural construction is similar to that of a great philosopher.

Three is the relationship between employees and means of production.

All kinds of means of production are products of human creative activities. To make people do not become slaves to machines, it is a choice to plan their vision.

In terms of Confucius's original meaning of self-cultivation, "poetry, ritual and music" is a sacred mission to formalize the moral standard of the heart and circulate it through symbolic carriers.

The inheritance and exploration of Wu Zhize has a realistic concern for the healthy development of individuals, enterprises and even the society.

Core competitiveness: talking about national brand "story" in the birds, Wu Zhize also manipulated brand design, product development and marketing network innovation initiatives.

From early 1996, the birth of the wedding bird was about 2000, and it was in the stage of challenge from Chinese clothing brands to other brands.

Wu Zhize positioned the "good news bird" as the earliest high quality men's suit in China. This traditional and national brand has strong Chinese culture since its birth.

"Making a brand is a combination of creativity, art and commerce, and a combination of rational thinking and perceptual thinking."

Wu Zhize said.

When culture has a strong refraction in the birds, his mind starts to shuttle between reason and sensibility. It is not only for finding good tempered birds, but also for consuming good cultural groups.

Early childhood promotion is the most important handwriting. At the end of 1998, Hongkong film star Simon Yam was invited to be the image spokesman.

The character actor's endorsement made the "good news bird" brand quickly become the focus of public attention.

In 1999, the CS customer satisfaction project of "good news service" was dispersed inside and outside the national market.

The core content of the CS project is that the birds are unified and never discounted.

Wu Zhize's reverse thinking once again made good news birds, and also accelerated the development of the garment industry into a healthy development.

"At that time, there was a discount, and there was no business in the first three months. The agents thought I was neurotic."

In this regard, Wu Zhize repeatedly explained: price competition is low-grade vicious competition, we can create a good competitive environment.

Our good development is a protection for consumers and a protection for the industry.

"It's very important to play cards as well as to play cards," Wu Zhize said.

In the early years, through the franchising and monopolization mode, "good news birds" quickly sold the "good bird" brand clothing to the national market by fully utilizing the financial strength of local clothing operators in Wenzhou and the sales channels all over the country.

After several years, the news birds grew rapidly.

By the end of 2000, its stores had grown to 380.

Since July 2006, the news bird has started to charge franchisees to join the franchise.

At the end of the year, a total of 15 million 200 thousand yuan was collected.

Nowadays, the western-style clothes men's clothing enterprise, the fourth largest Chinese market, has not only a Western-style clothing factory with an annual output of 300 thousand sets in Wenzhou, but also has built up a huge sales network, with only 551 stores.

With strong brand advantages, network advantages and design advantages, Wu Zhize is determined to further highlight the core competitiveness: use this national brand "tell stories" - flying on the elbow of suits, embroidering dragon buttons on shirts, and designing buttons into knots.

It is Wu Zhize's belief that the nation is the world.

He believes that the connotation of Chinese clothing brand must combine with five thousand years of excellent culture and artistic design elements with national characteristics. This is the foundation of the growing birds, and the "Chinese totem" of the wedding birds.

In October 2005, the good news bird chose to take the ancient Ming and Ming Yuan Dunhuang as the breakthrough point, and held the Dunhuang wedding bird 2005 "Tian Li Li Xiang" brand concept conference.

On the basis of international expression, this large-scale conference has highlighted the charm of Oriental culture.

In July 2007, the news bird announced again that it would launch a large-scale brand promotion campaign to explore mother river.

By exploring the source of the Yellow River, and experiencing the folk art, cultural relics and the masterpiece of nature's thousand hammers and hundred carvings, which have been brilliant on the coast of the Yellow River, we look for the old folk artists, excavate stories and legends behind the arts, and publicize the development concept of inheriting traditional culture and harmonious co-existence of man and nature.

The wedding bird intends to invest about 2000000 yuan to build the Yellow River coastal hope primary school, providing daily schooling support for schoolchildren.

It seems that the wedding bird is only one step away from the top of Pyramid. Can it become the world's top suit?

Wu Zhize said: "the survival of the brand is like the middle layer of sandwiches, under which there are thousands of soldiers in the country. There is a high ranking cloud in the world. It is difficult to survive on the top and bottom."

Capital operation: the process is not the result. As early as 2000, Wu Zhize had already faced the urgency of pformation: the situation was changing rapidly. At that time, 5.6 thousand garment manufacturers in the country competed fiercely, and the structure of the group company had hardly been able to support rapid development.

And YOUNGOR, Shan Shan, red beans, keno technology and so on began to seek new breakthroughs through the way of listing, an average increase of about 2.5 times.

After witnessing the promotion of the brand image and sales volume of the listed companies, Wu Zhi Ze Tan was "somewhat stimulated" - YOUNGOR went public in 1999, the main business grew by 38.12% in 2000, the seven wolf went public in 2004, and the main business grew by 27.34% in 2005.

"The resources of the birds are relatively small, their development ability is limited, and their ability to resist risks is weak."

After all, YOUNGOR's overall market share of the western style clothing market is 10.19%, while the reported bird is only 2.7%.

The size of the sales outlets also reflects the gap. YOUNGOR has more than 3000 stores, 5-6 times the number of the wedding birds.

Good news birds cannot hide their desire for scale.

In order to seek listing, in 2001, the company set up a joint stock company, registered capital of 72 million yuan, of which group holdings 65%, Wu Zhize and other 5 founders hold the remaining 35% shares.

The news bird originally intended to issue 28 million shares in the Shenzhen stock market, but in 2006, the SFC thirty-eighth considered the IPO scheme (initial public offering) failed to pass.

In July 16, 2007, the news bird company successfully passed the meeting.

It plans to issue 24 million shares, accounting for 25% of the total share capital issued (96 million shares).

Before the issue, the company sponsors reported 65% stake in the company.