Zhou Jun: Using "Erni" To Create A Career Superstar In The Clothing Industry

Brand innovation is the cornerstone of enterprise sustainable development -- Zhou Jun

Professional manager, master of Business Administration (MBA) from Royal Roads University, from 1999 to 2008, he served as assistant general manager and director general of Fujian seven wolf group and general manager of Fujian talent group. At the end of 2008, he was founded as a brand marketing management organization of China (International) and served as CEO, and became general manager of Erni brand in January 2009.

He was awarded "2005 China's most valuable professional manager", "2006 international professional manager", China CEO magazine cover character, "China's most valuable professional manager in 2007", "2007 China's ten major brand planning experts", and 2008 Beijing Olympic torch bearer.

A career superstar who is a clothing brand? If you see this topic, you may say that Zhou Junzhen is ambitious, no, you should say he is ambitious.

Napoleon, a great militarist, once said, "soldiers who do not want to be general are not good soldiers". Let alone Zhou Junjin's performance in the industry in the past few years and his achievements.

New model in the industry

In 2002, with his rich experience in the field of clothing brand, Zhou Jun joined the Fujian talent group as the executive general manager. He led the whole talent team to create one industry legend with superb management level, high responsibility and professionalism.

Three years, the talent from a famous traditional garment processing enterprises to develop into a black horse brand clothing, enterprise performance is more impressive.

David Kotler, the father of modern marketing, said in twenty-first Century that a successful marketing expert should be able to find a way out of nowhere.

It means to be able to see the opportunities and foresee the future.

It is no exaggeration to say that Zhou Junzheng is such a person who has developed the foreign advanced management concepts he read in MBA and summed up his experience in marketing management for many years. According to the actual situation of the talent brand, Zhou Jun put forward the business model of "clothing brand management tool" in 2005, making its turnover jumped from 30 million to 1 billion in five years, causing a great sensation in the industry.

Reporter: when and when did you put forward the business model of "clothing brand management tool"?

Although the model can be replicated quickly, it was at the end of 2005 that it was aimed at the situation of talent.

I have served as general manager of several brands before entering the gifted scholar. As a professional manager, I have been in the industry for more than ten years. According to my years of experience and understanding of this industry, I feel that the old mode has not been able to keep pace with the market at home and abroad, and is not enough to meet the needs of enterprises and the market.

If we want to lead a breakthrough, we must have new ideas. I have considered the reformulation of the company strategy, the reorganization of the organizational structure, the newly established six major business units, and the integration of manpower resources.

Reporter: with the help of this model, your achievement for the talent group has almost created a myth. Can you simply explain the composition of this "champion brand model"? Which part of the process is the most critical? {page_break}

Zhou Jun: in fact, this management mode is simply a tool, a pattern, a system and a team.

And the tools are specifically divided into three aspects: marketing, brand and product. They can be said to be the "three carriages" that keep pace with each other.

On the one hand, tools must be implanted into a certain system if they want to play a role. On the other hand, the system must have a proper management mode to support it. As for the team, it is a crucial factor in the whole mode of operation, because when we import this successful mode into the brand, all the ideas will ultimately rely on the team's sincere cooperation.

In fact, every link is indispensable if we want to use this management tool successfully, but if we compare the enterprise to the automobile, then the tool is the engine of its advance, and the team is the steering wheel to control the pulse.

Reporter: Why are marketing tools, brand tools, and product tools the three carriages that keep pace with each other? What is special about it compared with the previous management tools?

Zhou Jun: first of all, I put forward the importance of "three carriages".

After so many years of actual combat in clothing enterprises, I find that many enterprises have a long-standing disadvantage in brand management, that is, they can not walk on many legs.

For example, in order to open up brand awareness, an enterprise will first think of a high salary to hire a marketing director, but the brand and product at this time are ignored.

When the marketing director fails to bring the expected benefits, he will try to dig out a good brand director. If the profit target of the enterprise can not be realized, it may also have to find a product director from abroad. No matter how to adjust these three, there will always be two short legs.

In this way, the overall operation and management of the brand will not go naturally.

Let marketing tools, brand tools, product tools to keep abreast of the three, improve efficiency, how can not improve efficiency?

Reporter: how do you specifically apply this mode in the process of managing enterprises and maximizing product profits?

Zhou Jun: give a typical example of marketing. The marketing mode of the seven wolves and other brands is to develop the provincial agents in the whole country, so that the risk will be entirely on the agents. Once they fail, it will be difficult to turn over.

In response to the situation, I used this brand tool to suggest that talented men should take the channels of regional agents so that they can be completely broken up and thus reduce the pressure of agents. This will not only reduce the risk of agents, but also greatly reduce the risk of enterprises.

For example, for example, when a person had 10 million tasks before, and now divided the plane into 10 points, then everyone had only 1 million of the tasks.

After a series of efforts, we made a breakthrough in 300 stores in 2005.

Reporter: "the successful management tool of clothing brand" has become more mature under your continuous improvement. What are its main characteristics now?

Zhou Jun: now this business model can be said to be a tool that can successfully replicate successfully. After knowing the actual situation of the enterprise, the tool I operated can be imported into any brand.

Previous practice has also proved that it can realize the zero risk and rapid rise of shoes and clothing brands, and ensure that every action can bring performance and precipitate quickly to brand value.

New platform leads AlNi

From seven wolves

Reporter: what kind of management concept and business philosophy do you import for the new brand of El Ni?

Zhou Jun: according to the actual situation of El Ni, I put forward the management mode of straight-line target management and efficient internal personnel training.

Focusing on the overall management of the enterprise, we need every employee not only to have goals, but also to quantify their goals to every day. We implement performance appraisal system, and everyone has their own weekly goals, monthly goals and so on.

This goal management is also unique. It requires our customers to have quantified goals so that our customers feel that we are a family. We all work together to create tomorrow's El Ni.

As for highly effective internal personnel training, it is mainly for enterprises to "talent hematopoiesis".

In terms of business, I insist on "high-end brand popularity, high-end products parity" and "zero inventory high return on profits". AlNi is a British brand. Our position is "new city classic menswear", so it should not only pursue quality in quality, but also make it easier for consumers to accept other international brands in price.

The idea of "zero inventory high return" is mainly based on the profit game between brands and agents. We are willing to regard agents as strategic partners and let agents earn money first.

Although there are some difficulties in realizing "zero inventory", I think if we do the logistics system and information system very well, zero inventory is not difficult, and there are many foreign experiences that can be learned from this.

Reporter: what are your expectations of El Ni? What are the main problems that businesses need to solve in order to achieve this goal?

Jun Zhou: Generally speaking, we plan to set up the sales channel of the El Ni brand in every province in the country within two years. After three years, El Ni will become "China's first line men's clothing brand". The long-term goal is to promote the El Ni brand in five years.

Whether or not I can take a short detour and quickly apply my management mode to brand operation depends on the industrial foundation of the enterprise, the speed of changing the boss management concept and the speed of the pformation of the old mode of the enterprise.

The industrial foundation here includes production, logistics guarantee, product quality, delivery deadline and so on. The industrial foundation is absolutely a very important part in the construction of clothing brand.

When it comes to the change of boss's management concept, I would like to thank Mr. Cai Jiachang, chairman of the company of Ernie, for his admiration and admiration for his forward-looking and critical thinking as a business leader. Through several in-depth discussions, I find that many of our views coincide, and this has strengthened my determination to join the El Ni group.

More importantly, he gave me full confidence. Without his trust in decentralization, there would be no situation where I would like to work like a duck to water.

Reporter: how can you solve these problems with your business model?

Zhou Jun: on this issue, the "system" link in the mode will play a key role.

The system mainly refers to our internal control, and a major pillar of the enterprise's goal is the team. Apart from the routine personnel management system, process and post allocation, I have launched training for the old employees for some outstanding problems. At the same time, a new team has been set up to input fresh blood for the enterprises, improve the level of staff pmission, assistance and belt, so that the two parts of the new and old personnel can integrate effectively, complement each other, and lay a strong foundation for brand development.

Reporter: will there be any risk in the development of Erni under the financial crisis? How can you ensure and strengthen the "successful brand management tool" mode of clothing brand, so that Erni can grow against the market? {page_break}

Zhou Jun: the environment must be impacted, but crises and challenges always coexist.

In fact, from a different perspective, it is the most suitable period for expansion.

First of all, when the crisis has just appeared, the government has launched a series of favorable policies, such as the 4 trillion rescue plan, which has established a firewall of market confidence, and there will not be any big fluctuations in the domestic market.

Second, we must focus on the market and understand what consumers want. We take the high-end brand popular route for AlNi, which is studied and investigated by many parties.

If we want to make sure that Erni has done anything in the crisis, we must rely on the professional team and the sensitivity to fashion changes. We need to fight quickly and take the lead, help enterprises find the market gap quickly, integrate resources with the fastest speed, complete the strategic layout with the fastest speed of franchising, and achieve the brand's rise.

I believe that with these excellent qualities, the first appearance of the El Ni brand in China will be a great success.

New thinking achievement gold medal Manager

Is the most growth enterprise, carrying the most valuable professional manager, or highly professional manager, the most growth enterprise. In the tide of market economy, Zhou Jun is the time to go and become the tide maker of the times.

Zhou Jun has outstanding achievements in clothing brand planning and market development, terminal store management, and has the ability to promote clothing enterprises from the form of production and operation to the brand management form.

Reporter: who has been a professional manager for so many years? What qualifications do you think a good company should have?

Zhou Jun: I think there are four points in generalization.

First, set clear goals and determine the direction of execution.

It seems to be a commonplace topic to set goals.

But setting goals is not an easy task. It is based on careful analysis of internal and external information and resources, especially on the basis of identifying and putting forward a series of problems.

Aiming at the current enterprise management mode of the El Ni group, our goal is systematic and hierarchical.

"The heavy burden of heavy lifting is chosen by everyone. There are indicators on everyone's shoulders".

As an employee, his work responsibilities and work standards will contribute to the overall goal of the enterprise, which is the systematic goal.

Our enterprise goals, departmental goals and employee goals reflect the hierarchical relationship of goals.

So the goal must be resolved in order to be more specific and operable.

The goal of the enterprise is clear, and the executive power has the direction of progress. Instead of riding like a blind man, where to go, where the objectives of the enterprise are clear, different functional departments and different employees can form a joint effort in their work, so as to better bring together the cooperation of knowledge and skills so as to better promote the achievement of goals.

Two, unity and cooperation - the guarantee of executive power.

Solidarity and cooperation is a good professional ethics.

However, everyone is not necessarily able to do this because of the bias in their interests and their own qualities.

This requires enterprises to create an environment for solidarity and cooperation.

How to do this? I think we can start from the following aspects: first, we should set up a beautiful vision, let employees see the future and direction of the development of enterprises, and strive for the common goal of struggle.

A company with a good vision can, to a certain extent, filter out the inappropriate thoughts and behaviors of employees, and contribute to the unity of employees.

The two is to establish clear job responsibilities, work objectives and reasonable remuneration system for everyone.

Clear job responsibilities and goals are conducive to finding the right direction and strengthening solidarity in the work.

Any goal reaching Chengdu depends on teamwork. You can't achieve your goal without unity.

If we hook up with a reasonable reward and punishment system, it will play an effective role in promoting solidarity among employees.

The three is to strengthen the education of employees and cultivate their team spirit and cooperation spirit.

Let them know that this is not only a requirement of professional ethics, but also a need for their own development, and is closely related to their own economic interests.

{page_break}

Three, knowledge and skills - the basis for improving executive power.

Knowledge and skills come from every member of our family.

It is reflected not only in the ability to fulfill tasks, but also in the efficiency and quality of completing tasks.

Therefore, the assessment of knowledge and skills is not limited to his ability and quality, but to be measured in terms of time, cost, quality, and influence on the surrounding environment.

In the same way, the amount of time spent by employees is long and short. The quality of the finished products is good or bad, and the resources consumed are small.

Therefore, the evaluation of enterprises and their abilities should be multi-dimensional.

Modern society is an efficient society.

The successful operation of any project has the corresponding standards of time and resources, and at the same time, it should be placed in a system to compare horizontally.

If a task is not completed, the next task can not be carried out; if one goal can not be achieved, it will affect the whole goal.

This puts forward higher requirements for our practitioners in terms of knowledge and skills. Enterprises must attach great importance to this aspect.

Four, leadership style -- the important influence of executive power.

We can enumerate many factors for the maintenance of executive power, including strategic level, personnel level, institutional level and cultural level.

The influence of leadership style on executive ability is an important factor.

In China's management circles, we have examples of "strict control of heavy penalties" and examples of "meeting papers flying everywhere", but they are not very effective in execution.

In fact, it is a kind of leadership style to strictly control heavy penalties and to hold meetings and send documents all day.

Although this has a certain effect on execution, many things are often counterproductive, and there are many phenomena of mutual evasion and wrangling, less responsibility for daring to take on responsibilities, and the phenomenon of thunder, heavy rain and small phenomena that we can see through.

How can it be implemented effectively?

I appreciate the CEO Jack Welch practice of General Electric. He takes the deep line as a very important job, and there is no clear boundary for him.

As the famous marketing management book "executive power" says, there are some small things that must be done as leaders.

This is also a kind of leadership style. I think this style is the enhancement of executive power.

Through gathering information with employees, Jack collects information, appraise employees, discover the strength of execution and the gap between goal and execution.

Over time, if this style is part of the execution culture, its impact on execution can be imagined.

My personal view is to repeat, do and do things that seem simple, and then we will succeed.

Postscript:

In the interview, in addition to the smart and capable entrepreneur image, Zhou Jun left another impression for reporters, that is, tolerance and great love in his heart. "I hope

Not only a success

At the same time, it can convey a kind of simple human love culture.

Regard love as a kind of

Cai Jiachang, the chairman of the El Ni group, has been advocating big love, inspiring employees through the culture of "love" and leading the company forward. Zhou Jun has abstracted the essence of Erni's consistent ideas and put forward the slogan of "patriotism, love for home and love for her".

In the view of Zhou Jun, when the founding of new China is 60th anniversary, there will be a strong patriotic boom in China, so Erni appeals for "patriotism"; and now many men are busy with their business, and their wives are expecting their husbands to love their families. Then who is the more loving "she"? Zhou Jun explains that "she" represents one's motherland mother, one representing a girlfriend or wife.

In addition, Zhou Jun told reporters that the El Ni brand has set up a "love house" and will be officially launched in September.

"We plan to donate 5 yuan to the home of love and sell it to the local organization or country every year, and this will also enhance the reputation of the brand." when it comes to the long-term plan, Zhou Jun said that in the future, it would not rule out the establishment of an Erni Love Fund, similar to Jet Li's one fund. "The power of love is great, and I think it will help erny improve brand value and help enhance the cultural influence of China's clothing industry."