Nanjing Brand V GRASS Has Won The "Five Golden Flowers" In The High-End Women'S Clothing Market.

China

The competition can be described as "tragic" in two words. The product of two or three months is not dangerous.

In recent years, as some international women's wear giants continue to expand their efforts to expand the Chinese market,

The market's "gunpowder flavor" is becoming increasingly strong.

Speaking of the current women's clothing market, an industry insider regrets that it is now not "Made in China", but "Sale in China" - the global vision is focused on China, and China has become a well recognized brand consumer market.

And China's independent competition with foreign brands.

Undoubtedly faced with a more competitive trend.

Recently, an exciting news has broken the situation. Recently, V GRASS (Vigna S) was awarded the top five of the top 2011 women's clothing market in 2011, and became one of the five "golden flowers" in the high-end women's clothing market, which was jointly held by the China Federation of Commerce and the China National Business Information Center in the "Twentieth Annual press conference on China's market sales statistics results".

People can not help asking: "where does V GRASS win?"

Win in the rational insistence of "direct camp mode"

For this market ranking survey, the main measure is quantitative evaluation, and the most basic indicator of competitiveness is profitability index, which can be expressed in terms of asset utilization or total profit.

Where is the profit margin of V? GRASS? There is no doubt that V GRASS has persisted in its rational insistence on the mode of direct operation, which requires very high management of commodities.

But as long as we operate properly, we will gain significant advantages in terms of price and goods resources.

Moreover, the efficiency of goods distribution in this mode is very high. At the same time, it can directly interpret the brand concept, display the brand image and service standard, and achieve unity in image.

At the same time, the direct battalion mode can achieve quick tracking and comprehensive coordination.

In the past, it took a month to catch up with orders. Now, the short-term goal of V GRASS has been shortened by about 20 days, avoiding the backlog risk caused by information asymmetry and lagging logistics distribution.

At the same time, V GRASS also actively started the optimization and management of supply chain.

At present, suppliers are mainly divided into three levels: A, B and C. Among them, A-class is a strategic partner, and every quarter V GRASS will dynamically evaluate it.

V GRASS also builds a supply chain based on the standard of 300 sq km, and intensification costs to ensure a stable and sustainable brand supplier relationship.

Win in "balanced and coordinated development"

Brand development strategy determines the long-term development of enterprises, with non contingency and continuity.

For V GRASS, "balanced and coordinated development" is an important strategy in all kinds of competitive strategies.

The development of brand lies in the balanced and coordinated development of brand operation ability, channel benign expansion ability, organization structure and management mode, human resources supply, brand culture and other comprehensive factors.

Only by achieving this balance can brand management become more robust.

Under the development environment of comprehensive cost rising, V GRASS has changed 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 matched with brand management.

It also complies with the needs of consumers, and promotes the bargaining power of the brand through product design and quality improvement, making the core competitiveness of the brand itself become irreplaceable.

In fact, the essence of V GRASS is to create "value creation" for consumers, instead of simply pferring the risk of business by raising prices.

Win in "pull fast supply chain"

Based on the concept of strategic development of "balanced and coordinated development", V GRASS has focused its strategic focus on the channels of sorting out channels, so as to avoid the uneven distribution of channels and speed up the establishment of "pull fast supply chain".

In the past two years, V GRASS has grasped two key words in the internal organizational structure: one is "flatten", further improving the operational efficiency of the organizational structure; the other is "project management", focusing on the integrated management of the whole process of cost, quality and risk control.

At present, V GRASS is planning to move the brand operation center from Nanjing to Shanghai, and it will probably become a new brand operation center by the end of May.

V GRASS hopes to integrate high-quality resources to a greater extent based on Shanghai's comprehensive resource advantages.

The main target area of V GRASS in 2012 is the four largest cities in Beijing, Shanghai, Guangzhou and Shenzhen. In the Nanjing, Hangzhou and other second tier cities, the three tier cities choose the best and most high-end shopping centers.

Win in "consultancy service"

At present, the coverage of high-end department stores of V GRASS in a second tier city is about 70% ~ 80%, and sales revenue increased from 61% to more than 350 in 2010 to 2011.

It is in pursuit of continuous expansion of channels while ensuring the effectiveness of outlets.

V. GRASS has strict site selection criteria and site selection review team to ensure that the sales of the stores open to a certain year sales, and the location of the store is in line with the brand development.

Consultancy service is an important part of V GRASS shop's basic management, and also one of the company's key strategic projects in 2012.

It integrates advisory services into the daily training system.

On the one hand, the consultancy service is broken down into several training modules, and corresponding training courses are developed.

On the other hand, both the staff induction training, the store daily exercise and the monthly training in the district have implemented the consultant service module.

In order to ensure the implementation of consultancy services, the company also set up a special inspection team to conduct "flight inspection" throughout the country. In the process of inspection, on-site training is conducted for the shortage of shops. In addition, all stores assess the implementation of consultancy services, and the results are linked to performance pay of managers at all levels.

At present, the middle and high-end women's clothing brand extends from the solid battlefield to the virtual battlefield. It is the general trend. The V. GRASS Taobao flagship store opened in April 2011. In 2011, the total sales volume was about 12 million yuan. In the case of not putting up the Internet advertisement, V GRASS mainly realized the steady growth of the online store's performance according to the customer's reputation, and the growth potential was huge.

In fact, there are deep reasons why high-end high-end women's brands are keen on Internet marketing.

First, we can grasp the future development trend 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.

Although the high-end women's clothing brand has broad market prospects for e-commerce, it also faces many problems.

The most unavoidable one is the channel conflict between online and offline.

In order to avoid conflicts between them, V GRASS actively practices brand segmentation and product segmentation.

V GRASS online channel is mainly used as a channel to digest inventory, and there is no direct conflict with physical stores.