How Does The Soil Tailor Make "Foreign Coat"?

Virtual management

It is understood that previously listed in Fujian

Industrial Limited by Share Ltd, Zhejiang wedding bird clothing, Limited by Share Ltd and other domestic garment enterprises will raise funds to build marketing networks and chain channels.

And the US prospectus prospectus said that 1 billion 600 million of the planned 1 billion 800 million yuan will be used for marketing network construction, and the other 200 million yuan will be used for information system construction, as always, "virtual operation".

However, uphold "

"Conceptual"

But he is a typical "dry soil tailor" which starts from the first line.

In 1986, Zhou Chengjian, who was 20 years old, left his hometown. At that time, the "tailor" was built in the most popular clothing market in Wenzhou. The shop was at least 16 hours a day in making clothes and selling clothes.

By 1992, Zhou Chengjian accumulated about 4 million yuan of original capital.

But Zhou Chengjian, who works hard, knows better than others that there is hardly any core technology in the clothing industry.

Therefore, he did not follow the customary practice of the past to expand the old road of production, but instead turned to the "virtual operation" of directly running the brand and managing data, directly controlling the four links of commodity planning, product design, some raw material procurement and a few direct outlets, and the traditional clothing, sales and some logistics links were outsourced to other enterprises.

As a result, there was no "1 square meters of production workshop", but less than 13% of its own direct terminal.

At present, there are a total of 2211 sales outlets in the United States, including 1927 franchisees and only 284 outlets.

And the 68 shops that will be invested in the construction of the listed fund include 5 direct flagship stores, 26 direct camp image stores, 3 flagship stores and 34 strategic alliance image stores. The number of outlets is less than half.

Despite the underestimation of Wenzhou's corporate reputation, this business model has been questioned as a "bag company".

But it is undeniable that Zhou Chengjian has saved more than ten billion yuan investment cost by "virtual operation", and has focused on brand management, and has gained tangible benefits.

Not follow the rules and follow suit.

On the same day on the day of listing, the new brand ME&CITY of mus bond is gorgeous.

In Zhou Chengjian's view, foreign clothing can appeal to the domestic market and the brand is its deadly weapon.

After the news came out of the stock market, the United States and the ZARA and other fast fashion clothing brands have been taking the same view. It reflects the brand concept and ambition that Zhou Chengjian has always adhered to.

Zhou Chengjian started his own brand in 1992.

At that time, snowsuit and jacket were popular in Wenzhou.

Zhou Chengjian hired the hat factory in Wenzhou to produce lots of workers.

Unlike other manufacturers who are busy following suit, Zhou Chengjian at that time had been vaguer aware that the same clothes would be labeled with different brands, and there would be different prices.

So he registered the trademark "bang Wei".

This unconventional style can even be traced back to Zhou Chengjian's initial stage of entrepreneurship without brand and channel.

A story that will be wrong is widely circulated in the industry: the wrong cutting of a suit of sleeves almost brought Zhou Chengjian hundreds of thousands of yuan in debt, but he would make a mistake. He changed the sleeves of his suit into jacket sleeves and turned them into a suit with an early leisure style. He was hit by a mistake and turned into a market selling product.

Zhou Chengjian, who has tasted the sweetness, has been increasingly unconventional since then.

In 1995, he left the already famous market of the Miao fruit temple, withdrew from the competition of mainstream suits, and attacked the fashionable costumes of uncompetitive competition, creating the first brand store of "Mts. Bang Wei".

The traditional management mode of the former shop is replaced by the idea of "virtual operation".

In a sense, however, Zhou Chengjian did not follow the conventional practice, but did not follow the custom of the Chinese market at that time.

Expanding the scope of vision to international scope, the virtual operation mode of Mts. Bang Wei is no different from that of other world casual wear brands.

In a sense, including the current listing financing, Zhou Chengjian is like a "soil tailor" following the international trend.

But this "soil tailor" is unique in that it accurately grasps the popular time difference between "international extension platform" and "domestic garment industry".

In China in 1995, Zhou Chengjian was the first person to eat crabs in the owner of private enterprises in the clothing industry.

Bold family awareness

Looking back on Zhou Chengjian's history of entrepreneurship, it is very important to take the "virtual operation" mode of "production outsourcing, direct operation and joining together". After moving to Shanghai in Wenzhou after the brand dominates the leisure wear of Wenzhou, it is only 800 yuan advertisement to give the cost price, you can pick up money and clothes to take away, and create the world's largest snowsuit in the world record of Zhou Chengjian, and Zhou Chengjian's action is definitely a bold departure.

But he also has the conservative side of the traditional Wenzhou businessmen. There is a strong sense of family in business management.

According to the prospectus, before the issuance of the stock market, shareholders include 90% of the proportion of Chinese clothing investment and 10% of the shareholding of natural shareholders Hu Jia Jia.

The controlling shareholder invested 540 million shares of Chinese clothing, of which Zhou Chengjian owns 70% of the Chinese clothing investment, and Shanghai keg has another 30% stake.

But the controlling shareholder of Shanghai keg is Zhou Chengjian, who owns 90% shares and Hu Jia Jia, holding 10%.

It is possible to trace back to the capital structure of Shanghai's Mts. Bang Wei: in December 2000, it was established by Zhou Chengjian holding Wenzhou Group Corporation and bang Wei dress. In 2003, two registered capital increased, and 5 natural persons such as Yang Geling, Xu Weidong, Xu Jun, Jiang Yi and Wang Quangeng were added to the shareholders. In December 2005, all the shares held by the executives and companies were pferred to Zhou Chengjian and his daughter. In September 2007, Zhou Chengjian pferred the shares under his name to the Chinese clothing investment he controls.

In the final analysis, the controlling shareholder is only Zhou Chengjian and father and daughter. Such a single shareholding structure is rarely seen in the family businesses that have been listed in China.

This can not help but wait and see, when the "soil tailor" hit the "foreign jacket" of listing financing, whether the product can sell well.