Van Guest: Two Years Of Review, In Which Inventory Is Fixed In Sales.

After more than two years of development, looking back to 2011, customers have been faced with many questions: blind expansion of goods, accumulation of inventory, even internal impetuous corruption, and capital chain breakage, all of which once allowed customers to enter the "silent period" at once.

Behind the growth of the great leap forward, there is a "derailment" crisis.

All customers began to tighten their pace, carry out management reforms, establish data centers, and ensure that production, sales and inventory are tailored.

"There is no fear in spring," which can reflect the thoughts of the old people.

In the spring of 2012, the scene of all customers was precipitated in the impetuous business circle.

Since its establishment, all customers have been maintaining the growth rate of the "great leap forward" style, but hidden behind the "derailment" crisis.

IPO's uncertainty, stock pressure, huge loss rumors, high level turnover...

Faced with all these things, customers have tightened their pace in the past year, carried out management reform and returned to "steady progress" process.

Compared with the past, the present age seems more calm.

For sales, he no longer wants to follow suit, but talks about numbers.

Chen believes that at present, customers are more like a data company. They should be meticulous to "how much SKU sold last year", thus making internal adjustment more efficient and more respecting the law of the operation of the company itself.

From bar segmentation to category segmentation

If intelligence and emotion are two footprints of human growth, brand and management can also be regarded as two important footprints for the growth of customers.

Faced with the company's team of more than 10000 people, they chose to dismantle it early, so that members of the team could find their place in the big family.

From August 2011 to November, van guest carried out the largest structural adjustment since its establishment.

The original two major business divisions are divided into five major departments, which are responsible for shoes and sports products respectively.

Ladies' wear and accessories bags.

The five major departments have a series of work ranging from product design to sales planning and marketing planning.

At the same time, the five major departments correspond to the three production centers, and provide orders for the three production centers. The production center is responsible for coordinating production with all the suppliers.

The original promotion, brand, warehousing, logistics and call centers continue to be retained.

After the "pformation", the customers from the original two departments to five business units, plus three production centers, each of which has a leader.

After achieving some success in the operation of the five major divisions, Chen said that in April this year, the company has continued to expand into 10 business units, and the structure is clear now.

"The past organizational structure is segmented, responsible for products, marketing, and production.

The product was wrong, and the marketing department criticized the marketing department for being too ugly, and the marketing department took a bag of clothes back in the evening to make a picture, while calling the product department to criticize the product department to say what it was doing. This is what we did last year.

What is different now is that every business department starts from the moment you plan products, and then sells to the Department.

Adding data center to control the whole situation

After splitting up, the power and responsibility are clear and the result is intensified competition between the departments.

"At this time, data is very important."

Chen said.

"Because something is not clear, I say you.

Look, you say my clothes are ugly. It's useless for us to quarrel for a whole day. It's very simple to talk with the data.

Inside all customers, there is a "top 10" assessment, which can only put 7 focus maps on the front page, first considering the top 10 products.

"In the top 10, you can say anything, and you can't get in the top 10.

Now, a picture is up, and the head of the Department has been staring at the map for a whole hour.

Who will judge the sorting of the top 10 and write the pcript? "Data" is a theme word for promoting the management reform of all customers.

To this end, every customer has set up a "data center" to designate a SV P to manage, and is responsible for making a "report card" to the business department.

Data centers collect data from various departments, publish data every week, and the website operation Department is responsible for arranging these resources.

"At the very beginning, everyone was prepared to invite the responsible person in the data center to eat every day, and later found it impossible, because he could not eat.

Especially after the establishment of 10 business units, he could not eat more, so he was also mad.

Chen said that the neutrality of data centers is very important at this time.

"Any business department will actually make mistakes in the process because of competition.

So, ultimately, data center is not involved in any direct business. Its job is to give objective and fair data.

"New users, sales, gross margins, inventory turnover, these are indicators of assessment.

Can you bring new users to your product? This is the first indicator. Second indicators, do you have enough sales? Third, can you have enough gross margin? "

Setting up a data center, according to the digital decision, Chen believes that another advantage is that data can avoid emotional and corrupt phenomena and make adjustment more efficient.

"The establishment of data centers, the change of organizational structure, and the refinement of product architecture are the most important aspects of our front-end.

Without these things, brands are also castles in the air.

In addition to the allocation of resources, what is the effect of data on the development of customers and to what extent do you need to elaborate? Chen pointed out that, for example, how much do I have to do this year and how much socks do I have to do this year, it should be based on users' data last year, the growth of new users this year, which people buy these basic data.

"The front end data should be specific to a SK U that it sold in the last year."

Chen recalled that, for a while, because everyone was developing very fast, it was wrong for us to rush to produce in a planned economy.

"The way it used to be, this year, I want to make one hundred million of this category, and the comrades go back to it on the back of the one hundred million. Then go back and think about how much SK U is needed for the one hundred million, ten thousand SK U, 10 thousand SK U, and then how many pieces each SK U needs."

But the data make the old age realize that "we must respect the law of the operation of the company itself".

Everyone's plan is to build up the three tier structure of the product (the best seller, the new model, the breakthrough section), then match it with the users and combine with the market growth to calculate the production.

"As long as we can figure it out, this is a good thing."

Compared with the arrogant "sales volume of 10 billion sales in 2011" a year ago, the present age is calm, and he no longer forecasts the numbers easily.

An example is, speaking of the growth of V T, which is the product of all customers' trump card, he said, "I can't give you this data now. This data probably needs data from the end of April to come to you.

I'll give you a piece of data now, and I will lie to you if you don't do it.

The restructuring of the Department has enabled all customers to complete the management from vertical to flat.

And the establishment of data center makes everyone more and more like a math company, using data to guide production, control inventory, and seek the bottom line of enterprise development.

The best way for an enterprise is to "leave me alone."

After more than two years of development, looking back to 2011, customers have been faced with many questions: blind expansion of goods, accumulation of inventory, even internal impetuous corruption, and capital chain breaking.

Suddenly entered the "silent period".

Many executives resigned, but also increased the suspicion of the outside world for IPO.

For executives leaving, Chen said, "this relationship is not very big, I think the most important reason is that the executives who left us did not have many specific businesses, and the executives of specific businesses had nothing to do with them."

"In particular, the level of SV P, then we are the two major business units, the rights of these two major departments are becoming larger and larger, and more and more concentrated. At this time, there are many levels, that is, from planning to production.

It's not easy to see clearly at this time, so we made this adjustment.

For executives leaving, Chen said that any organization is made up of people. It is impossible to say that the departure of a colleague has no effect on the organization, or that it will affect the mood.

"But in reverse, we as an enterprise, I am a manager, my goal is only one, that is, the maximization of enterprise value, users, my colleagues, my investors, these three aspects I have to be responsible for."

The news of layoffs is also broken.

In September 2011, a mail of "three questions about the old age" once triggered the "layoffs" trend of all customers. The number of layoffs was allocated to each department by 5% ratio, and a large number of short-term employees could only choose to seek another family.

Li Peien, vice president of the strategy, said to reporters in the south, there are two kinds of layoffs, one is passive economic layoffs to alleviate economic pressure, the other is active structural layoffs. It is the reorganization, separation and revocation of the internal organizational structure of enterprises, and the pformation must be based on the management of enterprises to achieve success.

Everyone's redundancy is more of the latter, and customers are trying to find a critical point to make adjustments.

"The best case is that the operation of the enterprise has nothing to do with my departure, which means that the enterprise itself has become an organism as an organism."

Chen said, "that's my pursuit." but if I say I'm going away today, investors will curse me, so this thing can only be viewed dialectically. "

In 2012, fan gave the slogan "there is spring and no fear", and then evolved into "walking forward without fear".

Chen said that this advertisement came from Haizi's poem: "spring is my quality."

After the expansion and radicalism of 2011, whether the 2012 has been greeted in the spring of all customers, whether the large-scale management reorganization of old age can recreate a customer, and prove the correctness of a new model? This will remain for the test of time.