Metersbonwe: The Management Enterprise In The Virtual Chain

Zhou Chengjian, who loves tailoring from a young age, is right.

Almost no core technology exists. Its biggest added value is brand, and brand management and costume design can make Metersbonwe become a management enterprise at the core position in the virtual chain.

From the countryside of Qingtian County, Wenzhou, Zhejiang.

Zhou Chengjian, chairman of the group, did not think that the business model of the clothing company he called "virtual operation" was exactly the same as that of Li Feng Group, which was listed in Harvard Business School in Hongkong.

Zhou Chengjian attributed his thoughts to his brainstorm.

Virtual operation

This grumpy is only a junior high school culture. He worked as a farmer, tailor, and made wholesale clothing. He started business when he was less than 20 years old.

"Entrepreneurs" now like to do things with cultural taste. He has just spent 20 million yuan to build a 2000 square meter clothing Museum.

His other status is Zhejiang University's EMBA.10 year. The casual clothing company did not produce a ready-made garment. It was made up of more than 200 garment factories in China (OME). The company itself did not sell clothes, but was sold by more than 1200 franchised stores throughout the country.

It is with this kind of "virtual management" mode that Zhou Chengjian has achieved 2 billion yuan of sales. He must know that the brand he runs is a brand of the young group, which means that the value of the single product is not high, which means that the annual sales should be nearly about 20000000 sets.

This is no different from the world's top brand operators such as Nike.

Li Feng's experience

The Hongkong economy from 80s to 90s of last century has also gained new development space because it has reconstituted a value chain with Metersbonwe.

In 70s of last century, Feng Guo Jing, chairman of the current Li Fung Group, was also teaching at Harvard Business School. His brother Feng Guolun just got his master's degree in Business Administration from Harvard Business School.

The brothers were recalled to Hongkong by their father to revive the family business.

Feng Li's group is one of the longest trading companies in Hongkong.

Feng Guojing began to advocate the mode of operation he called "decentralized production".

Li Fung Group is engaged in high value-added businesses such as design and quality control in Hongkong, and distributing low value-added businesses to other regions, and products are truly globalized.

The way of "decentralized production" advocated by Feng brothers has brought Hongkong a new lease of life and pformed the whole economic situation.

Between 1979 and 1997, Hongkong's trade position rose from 21 in the world to eighth.

After the pfer of production to the mainland, the service sector accounted for 84% of the GDP in Hongkong.

More and more industries and their CEO have integrated supply chain management into their strategic process.

What drives this change is the competition pattern of globalization.

When companies focus on core business and outsource their business, their success is more dependent on whether they can control what is happening outside the company's value chain.

Management enterprise

The clothing industry is one of the most mature industries to practice this theory.

Zhou Chengjian, who loves tailoring from a young age, seems to have almost no core technology for the clothing industry. Its biggest added value is brand, and brand management and costume design can make Metersbonwe become a management enterprise at the core position in the virtual chain.

This is like the prediction of Feng in the Asian financial crisis that a new company model will emerge, that is, like Li Feng, the core business and professional management mode.

The IT management system, which is invested by 100 million yuan, has been officially run, and has achieved "control" over the whole process of upstream producers and downstream franchised stores.

This set of management, production, sales in one of the information platform officially put into use.

The system consists of manufacturer resource management system, group internal resource management system and agent resource management system.

Through it, we can grasp the status of each store in real time, and we can change production orders according to these figures.

In supply chain management, "strive for soft three yuan" is a new profit space sought by modern enterprises.

If the ex factory price of a consumer product is 1 yuan, its retail price is usually 4 yuan. In a highly competitive era, it is difficult for enterprises to reduce the ex factory price even 10 Fen, while reducing the 3 yuan cost in circulation channels is feasible.

"The processing period of an order takes 10 days, and now it only takes 2 days -3 days."

Zhou Chengjian said, this is the competitiveness of enterprises.

Regression entity

When everyone was doing "virtual management", Zhou Chengjian began to do things differently.

Zhou Chengjian has recently been busy locating CBD in the first tier cities. He plans to open 100 large flagship stores by 2010, and within 5 years, the group will invest in the construction of a core factory.

According to Zhou Chengjian's assumption, 20% of the production capacity and retail terminals will be under their control in the future.

Zhou's change stems from the sudden change of international textile trade.

All kinds of international trade frictions caused by the post quota era in 2005 caused a large number of export orders to lag behind or even disappear, which led to the fact that 20% of China's textile and garment enterprises were under construction or even stopped production.

The domestic market is beginning to be rediscovered.

At this node, Zhou Chengjian showed a large-scale brand store's action, and plans to open 100 5000 square meters -10000 square meters flagship store in the country before 2010, and achieve the target of 4 billion yuan in 2005 and 10 billion yuan in 2010.

This greatly stimulated the enthusiasm of manufacturers and scrambled for their domestic orders.

We need to go further.

The capital market will be gradually incorporated into his horizon.

Looking ahead, there are realistic models ahead.

In Hongkong, Xing Li, who started from scratch, in ten years, through a series of strategic acquisitions, made him a local agent purchasing company, becoming an international enterprise with global Esprit brand. It became a rare "unbeaten East" in Hongkong's stock market and became a Hang Seng Index blue chip company in Hongkong in early 2002.

The capital market has provided ammunition for Xing Li (fire + original), and has laid the foreshadowing for the Esprit global integration industry: Si Jie successively bought SiC Japan, 5% sage United States and 63% SiC International (limited liability partnership in California, USA, and has ESPRIT global trademark rights), and renamed "Si Jie Asia" as "Si Jie universal".

For Chinese entrepreneurs, the existing sales of billions of yuan, which is 5 billion dollars a year, are not worth mentioning with us GAP brands.

Foreign brands have the ability to integrate global resources, including China's resources, but Chinese enterprises have yet to fulfill their responsibilities.