Baby Clothes Positioning High-End &Nbsp; Rely On Details.

In 2005, Guo Chaoying, founded in Guangzhou, was experiencing a bad time: insufficient working capital, no orders from factories, and almost all sales staff. At that time, Guo Chaoying had two possible options: first, to reduce the cost of the product, which would bring profits to the company faster; two, to continue to adhere to the higher quality and find other ways out.

Guo Chaoying finally chose the latter, and now she can rejoice in her original choice. In 2011, Ying AI's sales reached nearly 400 million yuan. In recent years, the compound growth rate reached 48%, becoming the largest company in the baby clothing market.

In 1994, Guo Chaoying came from U.S.A Back, hoping to find a sunrise industry investment. After a walk in the country, she found that the baby market was completely unchanged before she went to the United States. clothing 。 Abroad, this market is quite mature. More importantly, baby clothing is not as popular as men's and women's clothing, and its influence is more on feeding habits. Because of the difference between East and West, foreign brands are also hard to enter and adapt to the Chinese market. Therefore, in 1995, Guo Chaoying set up Guangzhou Ying Shi limited, naming the brand "Ying Shi", taking the baby clothing from 0 to 3 years old as the core business, facing the mainland only. market 。 It was not until 2008 that it changed its name to Ying AI.

At that time, Guangzhou was already one of the most developed areas of knitting industry in China. Guo Chaoying outsourced the production business, and the company was mainly responsible for design and sales.

From the very beginning, Guo Chaoying decided to transfer the manufacturing standard to the highest level - compared with other varieties of clothing, from cotton (21375,0.00,0.00%) and cloth Purchase, bleaching and dyeing, to the whole process of clothing, the inspection standards and manufacturing costs of baby garments are much higher. At that time, there was a kind of cotton gauze, which was first introduced. It used medical standard yarn making technology. At that time, only the best brands in Japan would be adopted. When the first batch came out, Guo Chaoying sent it to the Guangdong Provincial Quality Inspection Bureau for inspection. "I don't want the factory to be me."

Next, Guo Chaoying aimed at high-end department stores in the big cities. When you take these fresh products to the department store, you can get the chance to get on the shelves without too much talk. In the first few years, in Beijing, Yansha and Seth, Ying's monthly sales reached twenty thousand or thirty thousand. But the initial difficulty lies in the promotion of products, when they launched the first one-piece garment, but consumers simply had no idea.

New-born babies have a round stomach, and they are not suitable for wearing pants, which will go to the umbilical cord. The development of the umbilical cord is very important. Many children will often have diarrhea as well. Conjoined clothing is used to solve this problem, but it is difficult for consumers at that time to accept. "In 1990s, the customer saw the conjoined garment and said," it's a good trouble. When the trousers are wet, the whole thing needs to be changed. " Guo Chaoying said that this kind of conjoined garment was finally accepted by consumers for at least 8 years.

Although the average annual growth rate of sales during this period is 80%, the expenditure is even greater. By the end of 2000, the baby garment industry was gradually emerging. Since then, Ying has been seeking and gaining some investments to maintain its operation. In 2002, the company became a holding subsidiary of Hong Kong listed companies's Longcheng group and won a lot of money.

This allowed Guo Chaoying to decide to launch a new brand named "Kang Fu", which is the main middle price, beyond the high-end English. The age range is extended to 0 to 5 years old, which includes some children's clothing, in order to win more consumers. At first, the progress was very smooth. By the year 2005, there were up to more than 150 stores. But this did not bring a steady income to the company. Ying AI committed a lot of problems in the retail industry, too fast to expand, and unable to keep up with other funds.

"Those two years were actually the most difficult times for us to borrow money and turn around. The group finally didn't want to borrow our money, and the inventory was backlog too much," said Liu Jianhong, chief operating officer of Ying AI company. Moreover, because British and American orders were relatively small, and demanded high quality, many factories did not want to cooperate with Ying AI.

At that time, many people believed that the cost should be reduced. The cost of Ying AI products has always been the highest in the industry, and some of them are 2 to 3 times the same products. They count the bill, and if they lower the product standard, the company can make money quickly. In the internal discussion, Guo Chaoying persisted in his opposition.

But the reality was that from 2005 to the beginning, Ying AI was in a state of being unable to make ends meet. In the past two years, the major channels of British and American love have entered a round of shuffle. All of this has made British love once in a desperate situation and the loss of personnel is serious. At the beginning of 2006, Guo Chaoying decided to slow down, suspend the operation of Kang Fu, and concentrate on Ying's brand.

The first thing to solve is the problem of production and inventory management. At that time, some of the previous manufacturers wanted to turn to domestic sales, and these people became the targets of Ying AI's focus. But for the time being, they could not fully adapt to all kinds of requirements of British and American love, and the running in period probably took two or three years. Ying AI also tried to expand the production line, looking for some factories to produce other baby products. At the same time, they also began to represent foreign brands, including exclusive agents such as BabyDan, ABCdesign and so on. Guo Chaoying hopes to take the opportunity to learn.

In inventory management, the ERP system built by Anglo AI began to run smoothly. Liu Jianhong came to Ying AI in 2003. He started with the Commissioner of the personnel department. The most important task he took at the beginning was to lead the information team to build the ERP system. He also remembered that once he needed to get a warehouse information from the commodity supply department, the other party had been searching for two hours before he knew where the goods were in the warehouse. The backwardness of the information system often makes the delivery rate even less than seven Chengdu.

With the completion of the department store's shuffle, Ying Shi reorganized the channel. Most of the surviving department stores had worked with Ying AI before, and their sales and low complaint rates also kept Ying AI going on. Up to now, the coverage of high-end department stores in the second tier cities has reached over 90%, and the number of outlets has increased from about 200 in 2006 to nearly 1000 in 2011. At the same time, Ying AI pays more attention to the effectiveness of the network. They divide the network into 5 levels, from one star to five stars, and the five stars are larger stores, including about 20 flagship stores built in 2009, while one star is a special store to clean up inventory.

The reward and punishment system of the shopping guide also corresponds to this. They adopt the guidance and purchase system. Once a year, there will be a written examination, interview and occasional spot checks. The comprehensive evaluation of the high score shopping guide has the opportunity to upgrade from one star network to five star outlets. The main consumer groups of infant products are mothers. The quality of shopping guides can easily affect their consumption. In Ying AI, the "good" requirement is to be careful and professional. The best example of Ying AI is that a salesperson in a Beijing network can lead to over 100 thousand monthly sales balance in the shop.

In addition to these improvements, Guo Chaoying also began to look for some overseas designers. Now the main designer is a Korean. He has invited Japanese and Hongkong design team before, and recently hired a baby designer in Italy and a baby car designer in Germany. The design and research team of Anglo is now nearly 70, accounting for nearly 30% of its workforce. Over the past more than 10 years, this piece has also been the largest proportion of Anglo devotion each year.

Through years of sales and research data, Ying AI has built up a fairly large database. The database clearly defines the size and size of infants in different regions of the country, such as the south, the north and the west, so that the distribution of goods to different places will be arranged correspondingly. And every year, British and American organizations will collect overseas style, and collect new elements such as style, shape, material and so on. They will combine the commodity structure of the statistical data displayed in the database to assemble new products.

In terms of design requirements, Ying AI has always followed several principles in infant clothing: environmental protection, safety and light color. From the beginning, Guo Chaoying did not advocate good-looking and gaudy wins. In baby clothes, good-looking and gaudy usually rely on colors, and colors involve bleaching and dyeing. Bleaching and dyeing are likely to result in excessive chemicals, and children usually like to bite or lick clothes. Another thing that is often overlooked is that the baby's eyeballs are in the process of visual development at the age of 1, especially 6 months ago. In this process, anything bright or dark will stimulate it. The baby likes to pull the thread on the clothes. After using a craft, Ying AI can easily break the line and prevent them from injure themselves.

In Guo Chaoying's view, infant clothing is a typical traditional industry. There is no other way but to concentrate on details.

The adjustment in 2006 finally brought profits to the company for the first time. In 2008, Guo Chaoying also thought that the domestic baby industry has finally matured. In this year, the growth rate of baby industry is finally consistent with the birth rate. And the improvement of people's consumption level is also always enjoyed by high-end AI.

Although the first ten years can not bring profits, but still established a reputation. Li Huankang, the investment manager of Yun Yue investment, and his team spent a month and a half in 2011 running around 70% of the national network. In February of this year, Yun Yue invested $100 million in Guangzhou's British intelligence.

Li Huankang said that the market size of the baby industry in 2011 was 50 billion yuan, and that the annual birth rate would rise by 2015, and that it would increase by 8 to 10 times in 2015.

The transfer of controlling rights does not seem to have made the founder Guo Chaoying feel frustrated. She cares more about the capital and resources that can be brought into the investment of Yun Yue's investment, which will give British love enough impetus to catch up with the rapidly growing market.