How To Break Through Difficulties In Garment Industry: Cases And Methods Of Garment Enterprises' Innovation And Development

Speaking of the financial crisis which started in 2008, we began to feel a bit dangerous and a little bit of influence. Later, our country launched a series of policies to stimulate the economy and expand domestic demand. We gradually felt that the impact was not great.

But then the European debt crisis became more and more serious, and there was no easing trend. In this period, many industries in China, especially

Industry is slowly becoming a threat.

We are wondering if our methods are still available. What are we going to do next in the face of this post crisis era? My topic today is the case and method of innovation and development of garment enterprises, to share with you.

First of all, I would like to share with you our innovative methods and models. In addition, I would like to share with you three examples.

Let's take a look at the status of China's industry.

Export or weak, we said before that the impact of export is small enterprises, and now some relatively large and relatively strong export enterprises have also been affected.

Our China is not far away from the world's factory, because our cost, especially the cost of our employees is getting higher and higher.

This is the statistics of IMF in October 2011. Our original labor cost in China ranked third in the emerging countries.

Cost is no longer our advantage. The era of low cost competition is over.

Our domestic market is still growing, but we find that the growth rate of the domestic market is not as high as before.

So why do I often hear that business is not as good as it used to be? It's not as good as it used to be. It's just that we're not used to the speed of growth.

The most recent thing we hear is

Business is not as good as it used to be. In fact, our overall brand market is still expanding. However, we are showing some changes in the market share. What are our competing competitions? Competition from foreign brands, competition from online sales, and competition between franchisees and brands, which has led to changes in our share.

Finally, a survey is very interesting. The change of our entire Chinese consumers, from the previous pursuit of commodities to the pursuit of brand names, has gradually found that Chinese consumers also pursue brand and taste.

In the post crisis era, our original approach may not be very effective, so we must consider the pition from cost to value.

Because low cost is not our advantage, we consider how to make our products more valuable. The second consideration is from stability to change. Some people say, I think it is good now. As long as the situation is maintained, it is very good. I don't want to double over anything. I just want to maintain the status quo.

But I remind them that even if you just want to maintain your status quo, if you don't act and don't change, you won't even be able to maintain the status quo.

Our previous production only pursued efficiency. Now we have to consider the effect of the product.

There is also a change in people. We used to talk about individualism and bosses has the final say, and we should pay attention to the training of talent teams.

Finally, we should go from brand to brand. I extend a little bit. What is a brand? That is, during the sales process, you only sell fabric, work and price. You are making a brand. If you sell the brand, let them like your brand and let them feel that your brand is valuable in the process of selling.

We see these changes, we are the theme of today, from big to strong, from efficiency to efficiency, I think the most important thing is to innovate, talk about innovation, there are actually three ways.

The first is innovation. We have invented some new products and some new technologies. This is the beginning of innovation. Of course, our clothing industry has an advantage. We can define that design is also a beginning innovation.

The second is our commonly used flow innovation. We are not inventing anything new, but in the whole value chain or supply, we try to reduce costs and improve sales, and through this innovation, we can increase competitiveness and reduce costs.

Later, we found that this method was slow to use, because the cost could not always be depressed, and we could not always compete with it.

So the third innovation is what I highly recommend, that is, value innovation. Value innovation aims at the market and consumers. The key is not products, but how to help people achieve or even create desires.

We turn our attention from the production supply chain to the consideration of consumers, considering the market, how to create higher value for them, provide higher value and create more value. This is what we should consider now, especially the direction that our clothing industry should consider in the future.

Here we talk about, if value innovation, we have three levels, from the country to the region, and to our enterprises. In the pformation of the state, we consider manufacturing from China to make for China. The concept of expanding domestic demand should not just sell the original exports in China. We should go further. We should aim at consumption in China.

The needs of consumers provide the products they need.

In terms of regional pformation, we have pformed from a manufacturing economy to an innovative economy. As we have said earlier, we used to attract investment, and now we need to create new values for the region.

Let me give you an example, for example, our clothing industry, we are originally a region to attract investment, so that we can bring our factories and brands to us. At the beginning, it is understandable that we should do this. But when we have this customer, how do we think about it and how to make them pay attention to it? We need to create a brand capital so that we can have local atmosphere so that we can attract innovative talents to come, so that enterprises can build their own brand with different brands.

Finally, what should be considered in the pformation of enterprises and enterprises, from the upgrading of the value chain just mentioned just now, to the increase of our value and the enhancement of our competitiveness through value creation.

Here, let me give you an example. Recently, I have two industries in one industry to find me. One is to make a brand.

Third, the former way of thinking is to set prices, rather than promoting sales. Now your competitiveness comes from your image, service and taste.

Another case is that many people want to make a product now. I would like to give you three ideas. First, we should have our own brand. If you don't have a brand, your product is just one.

Nothing more.

You need to be careful about design. You used to talk about fabric work, and now you want to design.

Before we finished sending our clothes out, the competitive advantage to be built in the future is from your service.

Further down, value innovation, we are considering how to become a competitor of the market advantage. We should consider the market share to create the market. Our focus is from unification to individuation. Quality is from the best product that can be paid to not compromising the price, the advantage is from better quality products to meaningful differentiated products.

To put it this way, we need to innovate. Corporate organization is very important. In fact, we have three ways to innovate an organization. First, western countries started with invention. Western countries highly value inventors and highly value software engineers. Therefore, the first method is to start from the grass-roots level, starting with engineers and technicians, from bottom to top.

The second method is that the Japanese prefer to use it. That is to say, we find out how to improve the method and how to enhance the competitiveness in the process of production, and find innovation in the process.

The third method, which is commonly used now, is Jobs's direction of innovation, but he doesn't know how to finish it. Only all the technicians cooperate with the chairman and finish his innovative thinking in his framework.

I feel that our textile and garment industry is more suitable, the pattern of our Chinese enterprises and ours.

Many enterprises are brand enterprises, all brand oriented, more suitable for this.

The way in which leaders execute innovative companies go from top to bottom.

Speaking of our clothing industry has gone through so many years, many of our enterprises have been very successful, and we have found that the reason for their success may not be capital, and may not necessarily be the size of the industrial park, but they have gone through a process of innovation.

Here I would like to share with you three examples.

The first is ochirly, which sells about three billion in a year. Ochirly is the growth in innovation. He has great advantages from commodity innovation, image innovation, organizational innovation, channel innovation, Leadership Innovation and marketing innovation.

First speaking of organizational structure, as the market continues to change, our company has corresponding strategies, we have corresponding organizational structure, which is not noticed in many companies' pformation and innovation process.

There are three stages to share with you. In the first stage, ochirly was a family company at the beginning, and at the beginning of the development stage, they began to redesign the organizational structure.

When they leap and change, they enter the stage of enterprise management, which is more subdivided, and the level of mutual support between departments is higher and higher.

You will find ochirly in different stages of development, with the development of the market, his organizational structure will be changed accordingly. This is also very difficult for us to break through, especially when we were originally a family business. I remind you that we need to break through ourselves if we want to innovate.

This is a change in the marketing strategy of ochirly at different stages, and there will be a change of marketing mode at each stage to adapt to the development of his stage.

At the beginning, it started from the commodity and then how to sell well. The third stage is how they talk about operation, how to attract more consumers through the operation to attract more consumers, so that consumers can buy more.

At the end of the day, the development of ochirly no longer considers sales and operation as simple as that of European and American enterprises.

Another brand is EP, from 05 years to 06 years, sales are not very high, about one hundred million, and today is about 3 billion 500 million. In a short ten years, this performance is definitely a very big breakthrough.

In fact, we need to analyze how he can break through the sales. We see the next page. His mode is five plus one mode, brand management, design management, production R & D, channel network and their so-called experiential image store. This is their five plus one management.

In fact, they often invest in innovation and improve all their procedures through innovation.

This case tells you that innovation is to invest, and they tell me that in the past, profits were used for innovation.

The last case is snow bamboo, underwear industry, we feel like a knitwear, and many shopping malls are on the seven floor of the six floor. I think that with the potential of the Chinese market, there must be some demand for underwear. The difference is that the demand of consumers has changed. If we ignore the needs of the consumers or do the original ideas, you will slowly be eliminated.

How does snow bamboo underwear change in the past 20 years as consumers change? Consumers have four changes. He will consider the brand from the consideration of the brand, from considering the brand to considering the personality, and then considering the taste. This is the change of the consumption demand of our Chinese consumers.

However, if our products remain functional and we have not changed, this will lead to the decline of products, and we will tell ourselves that they are not competitive.

We found that in recent twenty years, snow bamboo has been constantly changing, from the simplest snow bamboo underwear to later all fashion underwear, and then the snow bamboo underwear should not be put in the underwear area. It should be put together with men's dress and can be sold together with men's wear.

Now they not only sell underwear, but also consider the lifestyle of consumers, because consumers are now thinking about how to make their personal lives better.

So with a new brand, snow bamboo life, the market is also very good reflection.

They hope that in the next three years, snow bamboo can open one thousand stores.

Therefore, products can not change, do not need to break through, breaking through is how we aim at consumers, to change my market.