BELLE CEO: Big Cities Open Small Stores And Open Big Stores.

In May 24th of this year, the second day of BELLE International's listing in Hongkong, the Red Dragonfly held a middle level meeting. Chairman Qian Jinbo said his biggest concern: "when BELLE comes public, my first feeling is that whoever buys it now wants to buy it.

If BELLE sends an invitation, I can refuse it, but BELLE's brand name is almost the same as that of the red dragonfly, which will also make me very passive.

A few months later, his worries became reality.

The total market value of HK $67 billion in May 23rd made BELLE international one of the largest mainland retail listed companies in Hong Kong Stock Exchange at that time.

5 months later, BELLE international received its brand "miaowi" owned by Austin International (Hongkong) Limited for HK $600 million.

This is just the prelude to BELLE International's "M & amp; a show".

In November 11th, BELLE signed a restructuring agreement with Jiangsu, which has once occupied the throne of China's first men's shoe brand, and bought a total of five wholly owned Affiliated Companies of the group, with a big hand of 1 billion 600 million yuan, to officially enter the men's shoes market.

BELLE (BELLE), who took the French "beautiful woman", ended the previous brand of women's shoes on the day of singles day, and began to launch a comprehensive attack in the footwear market.

According to the prospectus, 27% to 31% of HK $10 billion of BELLE international listing will be used for expansion plans, including acquiring company or alliance with strategic partners.

In fact, this series of mergers and acquisitions planned by BELLE, on the one hand, is a move of "multi brand strategy". On the other hand, BELLE is the best tool for BELLE to expand sales terminals and achieve rapid expansion.

Wang Qiaohong, a brand promotion manager of Shenzhen's miso Roy footwear industry, has used the word "speed" to summarize the characteristics of BELLE. "In particular, the speed of opening shops is very fast. At present, there is no shoe company in the mainland that can catch up with this in two aspects."

Indeed, weaving a channel network has always been the tradition of BELLE's strategic mode.

When other listed companies put their shoe factory assets into a listed company, BELLE went to the retail chain store; when other enterprises put the funds raised to production, BELLE was used to expand the network.

From the establishment of 1991 to the first step of the retail path in 1993, it is precisely because of the rapid growth of consumer demand in the mainland of China that Deng Yao, founder, firmly believes that "channel" and "brand" are the magic weapon for winning the shoe market.

With the establishment of its own brand retail network in 1995, BELLE carried the banner of "speed to the terminal", and moved forward all the way.

At that time, the retail industry in the mainland was limited to foreign investment and Hong Kong, Macau and Taiwan, but BELLE successfully cleared this obstacle by signing exclusive distribution agreements with 16 individual distributors with common business philosophy.

By the end of 2001, when China joined the WTO, 16 distributors had set up more than 600 retail outlets nationwide.

By the end of December 2006, BELLE international owns and operates 3828 retail outlets in 150 cities and 30 provinces in mainland China, and 35 retail outlets in Hongkong, Macao and the United States.

In the future, BELLE will also spend about 24% to 25% of its financing to open new stores in the mainland.

"Big cities open more shops and small cities have large stores" are the BELLE strategies that are highly respected by people in the industry.

"The first thing to do is to do a good job in the supply chain of products."

Group CEO Sheng Bai Jiao explains, "the cost of opening a store in a big city is high, and there are many brands and fierce competition. A brand can not occupy the market by overwhelming superiority. Only by opening more stores, the brand will gradually become popular among the people. In small cities, housing prices and labor are cheap, and a large store is set up in a better location to form a flagship posture.

In addition, women's shoes are fashion products, and the life cycle is short. The agents are not willing to take risks from the perspective of profitability, so the supply chain will be interrupted. Therefore, one of the ways of BELLE's operation is to set up direct stores in areas where market competition is fierce, and to choose agents or self-employed in areas where market competition is not strong.

BELLE, who is handy in the channel, has also set up the sports department "Tao Bo sport", acting as the most famous international leisure and sports brand. Now it has become one of the largest distributors of Nike and Adidas in China.

It is reported that after the listing of BELLE international will move toward the high-end brand, leisure sports series and men's footwear in these three directions.

The acquisition of China's trademark and related property rights and FILA and the acquisition of Mun Li and Shen Da made this statement one by one.

Successful listing has made BELLE's expansion from "addition" to "multiplication".

It is worth looking forward to, BELLE international in the annual commitment to increase 1000 stores at the same time, its "terminal and M & A to speed" BELLE mode will have a more significant impact on the entire industry structure?