The Pioneer Of High-End Women'S Clothing Brand -- The Steady Development Of V.GRASS

In 2003, there were 10 stores, 150 stores in 2009, and more than 350 stores in 2012.

The sales revenue of such a brand increased by about 61% from 2010 to 2011 alone. The Nanjing central store, the highest in single store sales, created about 12 million of sales last year - the pioneer of high-end women's wear brands.

When the green and luxuriant bloom is released, the steady and rational development rhythm should not be underestimated.

At the end of March 2012, in the 2011 Annual (twentieth) Chinese market sales statistics jointly launched by the China Federation of Commerce and the China National Business Information Center, V.GRASS entered the top five of the high-end women's clothing market in 2011.

As one of the five gold flowers in the forefront of high-end women's clothing market, V.GRASS can be commendable in product design, marketing channel construction, supply chain management, talent building and so on.

Excellent design, such as the magic of change, the sharp change between one needle and one thread, can play the role of "42 dials". The impeccable version, subtle soft color, and finishing touch of accessories...

A casual combination of unsurprisingly draws out the graceful workable curves of the workplace. Today, the OL style of refined style is popular in the popular T stage. For the high-end women's brand V.GRASS, which has been focusing on fashion and cultivation, this is the best interpreter of "intelligence" plus "elegant" classic trend.

It is not difficult to understand why the low-key V.GRASS can be selected as the "2011 Annual (twentieth) Chinese market sales results", the top five top selling women's clothing sales in 2011. - in the view of Wang Zhiqin, President of V.GRASS brand, it has gone through V.GRASS in the early stage of brand creation. The "strategic alignment" centered around product design is still the development of the golden rule, while "balanced and coordinated development" is the rational guarantee for brand management to be robust and sustainable.

Wang Zhiqin, who has a low profile, thinks that it is too early to decode the secret of V.GRASS. But he is very willing to share two key words, that is, "balance and coordination" - "only the balanced development of brand operation capability, healthy channel expansion ability, organizational structure and management mode, human resources supply and brand culture can make brand management more robust.

Robustness is the life of brand extension of value space.

Decompression with "value creation"

In recent two years, the continuous rise of raw materials and labor costs has become the "new normal" of clothing brand enterprises. Under the cruel test of survival of the fittest, many enterprises have collapsed due to overwhelming pressure.

Steady progress in direct battalion mode

If we really want to sum up the experience and experience of V.GRASS, Wang Zhiqin admitted that V.GRASS's attention to the quality of direct channel is more than the expansion of the number of channels. It is an expression that the brand can withstand the temptation and test.

In his view, V.GRASS insisted.

Although the requirements for the management of goods are very high, as long as they operate properly, they will gain significant advantages in terms of price and goods resources, and the distribution efficiency of goods is very high. At the same time, the direct mode can fully interpret the brand concept, display the brand image and service standards, and make the image unified.

"Not only that, the outlets can quickly catch up and coordinate.

The tracking order can be shortened to less than 20 days, avoiding the backlog risk caused by information asymmetry and lagging logistics distribution.

Wang Zhiqin said.

Many people believe that high-end women's clothing is going to enter the high-end shopping malls in the first tier cities. However, at present, the first tier cities in China are basically saturated due to fierce competition and slow growth, compared with the number of department stores and shopping centers in the two or three tier cities.

As a result, the strategic concept of "first tier cities positioning and two or three line cities to get profits" became the strategy of V.GRASS, which focused on controlling four big tier cities in Beijing, Shanghai, Guangzhou and Shenzhen, aiming at the second tier cities such as Nanjing and Hangzhou, and choosing high quality and high end shopping malls in three line cities.

In the long run, the contribution of the two or three tier cities to the brand is greater, with more stores, larger sales, lower costs, less activities and higher return rates, which is worth tilting strategic resources.

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"Micro innovation" of consultancy service

If we say that the praise of the direct channel mode reflects the great channel strategy of V.GRASS in the next stage, we should actively explore the consultative service, which is a "micro innovation" strategy that embodies the details of success or failure and involves the management of terminal stores.

Wang Zhiqin positioned V.GRASS's consultancy service as one of the key strategic projects of the company in 2012.

"The whole service flow from guests to guests should be standardized and unified with terminal service specifications."

Wang Zhiqin said that consultancy service has been integrated into the daily training system, and staff training, shop routine training and monthly training in the district should carry out the training of consultant service module. From the display, matching and other professional ability, we should enhance the ability of shopping guide clothing matching with the inquiry.

It can be seen that the terminal service standard of V.GRASS is more unified at present; the staff pay attention to collocation in the service process, and the sales joint rate is improved; the number of VIP members and the repeat purchase rate increase significantly.

It was also revealed that in order to ensure the implementation of the consultancy service, the company also set up a special inspection team to conduct "flight inspection" throughout the country.

In addition, the results of all consultancy services carried out by all stores were assessed, and the results were linked to performance pay of managers at all levels.

Through training, examination and assessment, these 3 management measures are carried out in a circular way to ensure that the work is effectively implemented at the terminal.

A new way to operate the water store

At present, the

The extension from the entity battlefield to the virtual battlefield is the general trend. V.GRASS also tested the official flagship store in Taobao mall in 2011.

After the annual sales volume of Taobao store reached 12 million yuan, the potential of V.GRASS's e-business was also released. - without any Internet advertising, the performance of online stores can be achieved based on customer reputation. To a certain extent, V.GRASS's reputation and reputation have been rapidly spreading at the consumer level.

Of course, as with many physical brands, V.GRASS also encountered objective problems such as poor consultancy service and poor user experience. The most sensitive thing is to coordinate the channel conflict between online and offline.

V.GRASS brand executives think, on the one hand, high-end high-end women's clothing brands are keen on Internet marketing for deep reasons.

First, grasp the trend of future development and seize new sales channels.

Two is the characteristics of clothing products suitable for network sales, with inherent advantages.

Three, online sales cost is lower and efficiency is higher.

Four, we can grasp market and customer demand more conveniently and effectively, and the relative cost of all the technical means is lower.

E-commerce must be the future direction of development.

On the other hand, in order to avoid the conflict between them, V.GRASS adopts the product segmentation.

At present, V.GRASS's online channels are mainly used as a channel to digest inventory, and strive to avoid direct confrontation with physical stores.

In the future, it will seek a more suitable mode of e-business development and maximize the channel effect of the network.

It is precisely under the strategic guidance of "balanced and coordinated development" that V.GRASS is at the two ends of the "smile curve" of the product design and marketing mode, between the intensive cultivation of the traditional channels and the opening up of the new channels, and there are more and more edges between the rational new strategy and the implementation level.

For V.GRASS, how to solve the realistic and potential risk of squeezing the profit space caused by cost risk? Wang Zhiqin admitted that the cost of manpower and raw materials will probably occupy about 20%-30% of the cost structure respectively. The cost factor has not caused a significant impact on the V.GRASS itself. The real pressure comes from the weakening of the driving force of consumption demand, and the improvement of women's clothing industry concentration will become the realistic environment that the industry development must face in the future.

But Wang Zhiqin also said that the weakening of the high cost era and the driving force of consumer demand is not the "deadlock" of every brand, but it should not avoid the risk of business simply by raising product prices. The essence of the brand is to create "value creation" for consumers.

Although price rise is an expedient measure for many brands to face pressure, it can be resolved through effective brand operation management mode.

For V.GRASS, Wang Zhiqin believes that we should first change the extensive mode of talent selection and utilization in the past to further improve the quality of human resources, especially the introduction of high-end business talents. Secondly, we should further comply with the needs of consumers, and through product design and quality improvement, inject new souls and gold content into the products, ensure that the brand has a premium base, and the core competitive advantage can not be replaced.

Finally, the rhythm of brand operation will be faster and faster in the future. The effective balance between "fast fashion" and "slow and exquisite" needs to help the brand build the system of rapid response capability through the supply chain management and optimization, intensify the cost of brand operation, and meet the needs of diversification and subdivision.