Semir Clothing 30 Billion Wealth Secret: Short Board Outsourcing To Long Board

15 years ago, Qiu Guang and the end of the electrical appliance company, want to learn Giordano to be a clothing enterprise.

Now, Qiu Guang he's Semir clothing market value is 36 billion, equivalent to 5 Giordano.

How did the Qiu family grow from obscurity to 30 billion wealth?

An exclusive interview with Qiu Guang, the chairman of Semir apparel, and the president of the company, Qiu Guang and his son Qiu Jianqiang, hope to provide readers with more information about the different business models and corporate culture of the clothing enterprise.

Father Qiu Guang and he said he was going to be 90 years old.

The son Qiu Qiang was shocked. "90 years old?

Then I will definitely retire.

Qiu Guang is a

15 years ago, Qiu Guang and Qiu Jianqiang called out from the bank, threw away the Real Estate Company, pulled three people, and wanted to be a new business.

They plan to learn how to learn Giordano.

Now, the market value of Semir clothing is 36 billion, equivalent to 5.

The same trench with Semir is the "United States dress" that does not take the unusual road.

Its market value is 33 billion 200 million.

Zhou Chengjian started from the tailor and was meticulous in mind, while Qiu Guang and his family electrical appliance sales were well versed in the market and were good at sharing interests.

Now, Zhou Chengjian has turned to invest, and Qiu Guang still works at half past eight every morning.

Qiu Jianqiang also lives in dormitories with his employees.

The depths of the two companies are very different.

If you don't make Semir, you may become Suning.

The client is processed and processed.

Many people believe that Semir's light asset model is learning Metersbonwe.

This is a big misunderstanding.

The Patriot speaker is the first "initiator" of Semir.

Qiu Guang was born in Ouhai, Wenzhou, in 1951.

Qiu family was the poorest family in the whole village. Qiu Guang and 14 years old dropped out of school to work in the fields. At the age of 16, they joined the army and became soldiers. When they were 20 years old, they became retired cadres of the people's commune.

40 yuan a month's wages can not improve the poor family, 31 year old Qiu Guang and founded his first life company, Ouhai household electrical appliance company.

Qiu Guang and first became the patriot's chief distributor in East China, and later became the patriot's agent.

"The mold of the patriotic floor speaker was developed by me. After the mold was developed, a computer design company in Jiangmen, Guangdong, was sent to our foundry."

At that time, Qiu Guang and invested 500 thousand, to Hongkong, the patriotic floor speaker box "open" to the mainland, commissioned production, and he sold in East China.

"First, it is entrusted to production. Second, I will bring it wholesale to dealers, which is related to our production now and outside sales."

Qiu Guang and home appliances, although confined to Wenzhou, there are already 87 stores, and stores are not his direct stores, but also the customers' stores. Ouhai's household appliances are only part of the distribution.

"This is related to the current sales mode and channel mode of Semir, and I have such a foundation in the close cooperation with these 87 bosses. Why did I develop so fast in 1997?"

Qiu Guang and he got the first shipment in February 25, 1997, but before that, they signed 27 franchisees, who used to work with him to make appliances, because he trusted him and signed the contract before he saw the product.

"He didn't see your product. I didn't see if you were fit for the market. What price did you sell and whether he could sell it or not? He didn't know. He followed you. What did you do? He did it with you."

These cross industry friends who follow Qiu Guang he are the foundation of Semir.

Later, because of a typhoon, heavy losses and hurt Qiu Guang he's heart, the electrical appliance sales company ended up.

For a short time, he moved to Henan to make real estate, but that was not his expertise, and finally he got a deep scar.

It seems that once bitten by a snake.

Even 10 years later, the Chinese real estate market was unusually hot, and Qiu Guang and he were not interested.

During the dormant time, Qiu Guang and Giordano found the clothing brand in the market. At that time, the brand developed vigorously, and the pattern was familiar.

When Semir was founded in 1996, it was the year when Chinese clothing became more casual.

Qiu Guang and did market research, China has nearly 2000 kinds of casual wear brands, most of which are virtual management, brand oriented.

Semir is just one of the 2000 armies.

"I am a businessman. The profits of household appliances are down, and they are doing casual wear. They are also from the perspective of businessmen, which industry is good, and which products make money."

At that time, the good momentum of Giordano and Baleno in the domestic market let Qiu Guang and see a road.

"Clothing and household appliances industry has something in common. The size of clothing supply system is basically consistent with the scale of the appliances I made at that time.

Their own supply chain, set the brand, fixed product positioning, style, price, this is their own mastery.

Technology, research and development, design, do home appliances rely on mold, to integrate the external resources, enter the core technology, and do the same product.

"Look, this style is good. Let's copy it or improve it. It must be like this."

Semir brand positioning style into the product, and then find a client processing, processing through the channel sales, wholesale to each store, and finally meet with consumers, the process of these two industries are very similar, can be copied.

"Our mode is to operate at the two ends, operate light assets, outsource short boards, and make long boards."

Qiu Guang said that Semir is actually a brand dealer, building, managing and spreading the brand.

"If I do not quit the home appliance industry, it will probably become today's Suning."

Qiu Guang and confidently said.

What kind of company do you want to be?

Until 2009, Qiu Guang and he clearly put forward to become China's first casual wear brand, to spread the Semir brand to every corner.

In 1996, Qiu Jianqiang, the son of Qiu Guang he

Retired from the army and working in CCB.

Qiu Guang and he said he wanted to run such an enterprise. He did not like to go to office to quit his job and start his own business together with his father.

Qiu Jianqiang's first "Five Year Plan", which he did not take much part in, was in charge of the production and design of Semir in Guangdong. "Semir's production is in Guangdong, and the whole R & D team is in Guangdong. I rarely go back to Wenzhou, and I go back in about one or two months," Qiu Jianqiang said.

"The feeling of our whole family is very good. For me, filial piety is the most important thing for me."

Qiu Jianqiang retired from the army and went to Guangdong for more than ten years. There was not much time for him to stay at his father's side. He tried his best to do well in his business and make his father happy. This was his first source of power.

In 2000, the scale of Semir has more than 10 billion, from the beginning of a business, to the beginning of the enterprise scale, Qiu and his son began to find that the problems faced are different.

"I often talk with my father about what kind of enterprise to do. How big do you want to be?

There will be confusion. When a company comes to a certain scale and faces many problems, you have to be responsible for many people. What are your employees, upstream and downstream, who are related to your business ecology? "

Qiu Jianqiang said he knew Semir would continue to do it, but there was no clear idea of when to achieve it.

There are qualitative concepts, but there is no concept of quantity. Semir continues to expand with doubts.

"At that time, we went to Shanghai to get the land, because it was very difficult for enterprises in Wenzhou to expand, and the cost of talent to Wenzhou was very high. So we decided whether to go to Shanghai and move the office to the past. When we moved, we were thinking about what your business really wanted to accomplish."

Qiu Jianqiang said, "how big is the enterprise?

My father is more determined. He wants to move to Shanghai and grow bigger and stronger in the garment industry, second. "

But until 2009, Qiu Guang and he clearly put forward to become China's first casual wear brand, to spread the Semir brand to every corner.

McKinsey splashed cold water

"They denied my idea." Qiu Jianqiang also wanted to build Semir into China's H&M, and he was thrown cold water by McKinsey.

"It should be in 2009 when we worked with McKinsey strategy, it became clearer."

This is a relatively complete channel, product and brand, including the future multi brand development strategy.

Qiu Jianqiang said that at that time, Semir was set to reach 35 billion sales scale in 2014.

"At the time we made a big framework, and now we are looking back and correcting some of them.

Talking about the development of brand, how to take the credit market to make brand, and talk about the channel, the difference between the ideal standard and the actual sales at present, and the density and coverage of the market.

McKinsey data support and experience guidance clearly clear the goals and direction of Semir.

For example, how many stores will Shanghai open to meet the market demand?

According to the population density, how many people are 16-29 years old in Shanghai? The population is divided by the number of shops, for example, every ten thousand people need a store.

"McKinsey's enormous resources both inside and outside the country, and its cooperation with many excellent garment enterprises, really inspires.

Indeed, many people have gone through the path Semir has taken.

"Touches larger, for example, in the channel development process, it puts forward several incremental parts, such as store standards, Semir stores were too many standards, that is, there is no standard."

McKinsey analysed the case of UNIQLO, which only opened two stores, 750 square and 1500 square.

"According to its products, supply chain capabilities and organization, this is the most effective evaluation.

Semir from dozens to thousands of flat, products, supply chain, operation, brand image are very mixed, which can be optimized.

But McKinsey's correction of Semir strategy has made it hard for Qiu Jianqiang to accept it.

Qiu Jianqiang also wanted to build Semir into China's H&M, and he was thrown cold water by McKinsey.

"They have denied my thoughts. I am not very happy. I have met them now and I am always joking about this."

"It lets us focus on the brand culture background, but Semir can develop to many brands, can do more market segments, and copy Semir's successful experience and put it into it."

Semir is now launching a new brand plan. If it goes smoothly, a new brand will be launched next year.

In his cooperation with McKinsey, Qiu Jianqiang also realized that there must be reasonable and healthy competition.

"Semir's franchisee, except Hong Kong and Macao, is almost over. Every province needs several agents. This is what we will do in the future."

Qiu Jianqiang said, "a province is big, its pressure is also great, good is good, not good, the whole province is over, which requires 3-4 agents, forming a healthy competition, these people in the corresponding orderly environment, make the cake bigger, to allocate resources to make themselves better.

He said: "in China, 95% of the market share can be done, and the horizon is relaxed.

Don't be restrained by other people's practices, ideas, without your own ideas, you will be lost. "

Transformation brought about by listing

Qiu Guang and family owned Semir have more than 90% of the costumes. However, Qiu insists that we are no longer family businesses.

Semir's road show and other private enterprises have different styles.

"When other companies are performing roadshows, they are all chairmen or general managers. They are often the chairman and general manager.

And they are different, the chairman and the president are sitting there, introduced by professional managers.

"Actually, I ask myself to act as a professional manager to do things, for example, what personal matters do I have, and I can not go to the administrative staff to solve them for me. I have to find my own way to solve them."

Qiu Jianqiang said, especially after the listing, the whole team's thinking is facing adjustment.

Qiu Jianqiang inherited his father's genes of affinity, sincerity and teamwork.

Actually, my father started to solve the team very early. I think it's a good solution to this problem.

In the process, many relatives, in the middle of a lot of efforts and adjustments, he still insisted.

Back to the company, Qiu Dong has a very good style of doing things. First, he will follow up and check anything he has done, and the professional manager thinks the boss is very dedicated.

Second, in this process, before any decision is made, he will communicate with everyone and reach agreement. "

He believes that the effective participation of professional managers, rather than just playing the "executive", is the key to the company's harmonious management.

Transformation is not only about enterprise management, but also about values.

Qiu Jianqiang said that last year, his father had been under a lot of pressure. He hoped that after his success in listing, his father could relax a little.

"To tell the truth, father's determination is bigger, but it's a dream of his stage."

Qiu Jianqiang said that at the first meeting of shareholders, a shareholder questioned Semir's day break and went down all the way, saying it was more serious. He questioned whether Qiu Guang and Semir had any big moves or shareholder buybacks.

"It's hard to explain to people.

For my father, he hoped that all his stock could make money, but he did not care about himself because he had no such expectation for the stock price at that time. He was not short of money and no money.

Whether he is in the Wenzhou business circle or Qiu Guang he's circle of friends, he has always been regarded as one of the best.

"For him, this is his personal brand. Over the years, if he conflicts with his values, he will have a lot of pressure."