Green Box CEO Wu Fangfang: The Electricity Supplier Was Not Built In A Day.

Green box

CEO Wu Fangfang often told her team: "brand is never built in a day, brand is slowly coming out."

From the beginning of her business, she insisted on the focus of the brand and the control of details, settling down to do the product well.

However, the success of the green box has made the brand of the electricity supplier establish its market position overnight, and it has achieved an annual sales volume of 300 million yuan in just three years.

At present, it owns a modern lady.

Originally designed by Wu Fangfang, she originally led her design studio to operate online, focusing on children's wear market.

Green boxes were registered as early as 2003, and they launched their first product brand in 2006.

Thanks to the potential of e-commerce, the green box entered Taobao mall in December 2008.

Since then, the green box has experienced a hot and cold development at the same time along the line. In May 2009, they closed down the offline stores and concentrated on online business, thus gaining rapid growth.

At the beginning of the brand, Wu Fangfang realized that children's clothing market could not be monopolized.

China's children's wear market has been 100 billion scale, the market is too large, there are too many categories.

When launching the brand, they did a very detailed market research in the early stage to determine the tonal and stylistic positioning of the brand.

Wu Fangfang often said, "never try to please all people."

The more clear the brand positioning is, the easier it is to catch the crowd.

When we are pure, we will find that the loyalty of customers is getting higher and higher.

Looking back, Wu Fangfang felt lucky.

"When we started making children's clothing, although the children's clothing market in China has been developing for many years, it is still a homogenization competition without clear separation.

By the end of last year, three of our own brands, market positioning is very clear, divided, will not cause their own competition.

If the earliest brand modern lady is positioned in the 6~12 year old girl's fine daughter clothing and a small dress, it has a very fixed consumption crowd abroad, but it fills the gap of the domestic market at that time and becomes the choice of many fashionable mothers.

In order not to lose the boy market, they launched love manufacturing.

At that time, the mainstream of men's clothing in China was sports and leisure, so they had the idea of doing a boy tide card.

Wu Fangfang thinks that clothing is a little bit ordinary, or the trend does not affect its own cost, which is probably the charm of design.

Today, AI is making use of the design team in Taiwan, and became the king of Taobao's "double eleven" children's clothing brand last year.

In 2010, the green box added Jenny Bell, the little girl's brand to her brand. The location was a 2~8 year old girl who became a supplement to the modern lady.

"In the future, we may introduce more high-end vice cards and low-end sub cards, but our main cards will remain unchanged."

Wu Fangfang said her brand development strategy.

Wu Fangfang thought: "it is a good thing to build a brand on the Internet now, because the operation of online brand takes time and money, and it is much easier to have a network."

In fact, the network not only brings convenience to the operation of the brand, but also provides data and technology support for the integration of the supply chain, which provides new possibilities for enterprises to improve their operating efficiency.

For traditional clothing enterprises, the stock in normal state is around 30%, and a large amount of inventory takes up cash flow, thus becoming the main pressure of garment enterprises.

The big advantage of the electricity supplier is the controllable data and quick response to the market.

Wu Fangfang thought: "if we can control the two data of the dynamic sales rate and the timely pursuit of single reaction rate, there will be no problem with inventory."

"Our current requirement is that the stock in summer should not exceed 6%, but not more than 8% in winter."

Wu Fangfang said.

At present, China's supply chain is not yet very suitable for the demand of fast response to the demand and flexible production.

When the volume is small, the green box has set up a small factory of about 100 people to match the chasing list. Now the factory has been closed, and the green box's scale has been able to cooperate well with the factory.

"We are now using DEM to design our own samples and factory OEM production."

Wu Fangfang said.

Now, the green box has set up "offline order receiving shop", customers can experience products in physical stores, and order with computers or iPad.

Wu Fangfang does not rule out the green box's future two line walking mode under the online and offline, but it needs to balance the pricing, product category and so on.