The Success Of The Conch Apparel General Manager

The general manager of clothing must take a dictation: others do well, let others do it; others can not do it, only have their own value.

I graduated from the Textile College of Shanghai University of Engineering Science in 1995, and entered the nine knitting factory of Shanghai three gun group. Since then, I have formed an indissoluble bond with Shanghai textile.

In November 2006, the head office of the apparel department (hereinafter referred to as "conch") was held as general manager for nearly six years.

In the past six years, the conch has been losing money to profit for six years, but for me, it has been six years.

To tell the truth, I am not willing to recall these days. If history can be repeated, it may not even choose conch.

Because this period is not only a test of my body, but also a purgatory of my will.

But since I am here, I will try my best to do my best.

In the 18 years of textile industry in Shanghai, what I feel most proud of is that I can do my best to extend the life of the two old brands of "three guns" and "conch".

Old brands in trouble

Conch's predecessor is the second shirt factory in Shanghai, and the predecessor of Shanghai second shirt factory is Rong Xin.

Founded in September 1950, the factory was founded by Lin Chengliang and other seven people on the condition of no money, no equipment and no workshop.

In May 1, 1951, the "green leaf" trademark was officially registered and opened.

In the beautiful green leaves, the seven stems and veins symbolize the efforts of the seven founders to strive upward.

In 1954, the "green leaf" shirt, the only representative of Chinese shirts, took part in the exposition held in the former Soviet Union and the Leipzig fashion exhibition held in the former Democratic Germany.

In 1966, the Rongxin underwear factory was renamed the second shirt factory in Shanghai. In 1973, the famous brand ARROW of the United States was used to catch up and surpass the target. On the basis of "green leaf", it registered and used "conch" trademark, and won the favor of consumers at home and abroad with its strict standard, new style and fine sewing.

In 1980s, the slogan "wearing conch" on official occasions became a household consensus.

It can be said that conch sells a product every time, which will lead to a fashion trend in the market. Money is not necessarily available at the first time.

Owning a conch shirt is a symbol of status.

In 1992, the second shirt factory in Shanghai invested in the establishment of Shanghai conch clothing company, and merged with the Shanghai third shirts factory in 1994 to form the Shanghai conch group company.

In 1995, it merged with ten units of Shanghai jacket factory, two garment, peace hat factory and far east button factory to form Shanghai conch (Group) Co., Ltd.

In 1998, Shanghai's textile leading stock assets reorganization, renamed Shanghai conch Clothing Co., Ltd. became a wholly owned subsidiary of leading shares.

In 2005, it invested 150 million yuan and built a modern garment manufacturing park with an area of more than 40 thousand square meters in Jiading.

However, things are changing.

With the increasingly fierce competition in the market, the conch has felt unprecedented pressure under the impact of the international brand and the local cutting-edge.

When I came to conch in 2006, just like many old brands, she became a company facing loss and capital shortage.

In the 12 years before the three shots, from management to marketing, from general staff to vice president of marketing, years of experience made me very confident of conch's future.

At that time, I thought that more than two years would be enough to turn losses into profits.

Unexpectedly, reality is far more difficult than I imagined.

Compared with conch, three guns have more perfect management system and talent team, and attach importance to product research and development and market access, which can match the continuous growth of sales, so it works smoothly.

However, the conch at that time lacked a clear organizational framework and a competitive team. It was short of funds and lack of confidence. Business aging and weak growth were really "tasteless and abandoned".

But for the first time, I also kept the momentum of three shots and prepared to do a big job. I still put in about 1000000 shirts in accordance with inertia.

After that, I realized that the action was wrong: for a difficult enterprise, we should first change the original operational mindset. "Stop, two look, three pass", and really find out where the sticking point is, like looking at Chinese medicine, we should slowly recuperate and not rush too fast to really make "cold water make tea slowly."

Breakthroughs start with sales.

The conch was out of the predicament and broke through sales.

In 2007, conch began to implement extensive development strategy and rapidly expand its marketing scale.

In Shanghai, Jiangsu and other traditional dominant markets to increase investment, enhance the brand's VI image, and in Beijing and other strategic first tier cities, carefully cultivate and steadily enhance the visibility of conch area.

In particular, the trade center that we set up as the core business of "professional clothes" has achieved sales revenue of nearly 100 million yuan over the past 4 years and has become a new economic growth point.

In 2008, we advanced meticulous operation.

We should focus on developing "supermarket counters", "factory direct sales" and other channels, and expand the road of low-cost expansion.

In response to the continued downturn in the foreign trade situation, the "foreign trade to domestic sales, OEM processing"

We should promote the pformation and development of enterprises in a timely manner.

In the aspect of enterprise management, financial supervision has been intensified.

We must resolutely close down the loss of cash flow of stores and branches, and actively implement the "water fish culture" plan.

First, the introduction of internal bank settlement, the introduction of commercial bank settlement system into the company.

First, product research and development is determined by the market, with special emphasis on product cost performance and market adaptability. The cost and incentive mechanism of R & D department are linked to the production and marketing rate. Secondly, the settlement system between factories and marketing implements monorail marketization operation, that is, when the internal settlement price is higher than the market price, the marketing system can be purchased directly from the external market; thirdly, the marketing system occupies the headquarters funds in the form of stock or cash, and it has to pay the corresponding interest.

Two is the use of financial leverage, the implementation of branch capital simulation operation.

First of all, approval of the inventory of the company's stock is required to drop by 5% per year.

Secondly, the ordering of the branch must pay 30% of the advance payment, and the cash flow is insufficient.

Thirdly, the risk mortgage system is applied to the branch manager, the profit is shared according to the assessment plan, and the loss is confiscated.

These control measures not only improve the efficiency of allocation and use of people and funds, but also make conch sales and management go to a big step.

On the basis of consolidating and adjusting our original business, we have begun to explore new business models and further deepen "brand management".

In 2008, we began to pilot and promote "tailor-made".

Through in-depth analysis of the industry value chain and comparing with YOUNGOR and Shan Shan, the conclusion is that conch development can only enhance brand awareness and market share through service.

Personalized customization is an important breakthrough in characteristic services.

To this end, we have unified deployment, clear division of responsibilities, and develop and improve the operation process one by one.

At the same time, the Ministry of human resources has taken the lead in holding training courses for dress advisers, and it has become a normalization.

At present, the customized business of the conch in Shanghai area has basically done the full coverage of the network, and gradually extended to the foreign branch.

The stores also launched the "daily ironing" service, which is welcomed by consumers.

In the words of our designer Xu Dingyu, the "perseverance and perseverance" of tailored business has made conch achieve the goal that he wanted to achieve ten years ago.

Since 2008, we have also actively tested the water e-business.

Before, we just made the B2C shirt tailored to the Internet direct sale and made our own website, but we haven't made much improvement in the past two or three years.

In 2010, we changed our thinking and adopted the "crowdsourcing mode", making full use of social resources, such as relying on Taobao's operation platform, focusing on Juhuasuan activities as a breakthrough point, vigorously digesting inventory products, while rapidly improving sales performance, effectively enhancing the click rate and awareness of our Taobao flagship store.

In the first half of 2012, e-commerce achieved sales revenue of 1 million 420 thousand yuan, and made great progress.

Through multi pronged approach, conch has successfully got rid of the aging mechanism and declining performance.

For the first time in the first half of 2010, the main business profits were achieved.

Build "two heads in Shanghai" platform

For traditional clothing manufacturing enterprises such as conch, under the background of high cost in Shanghai, the implementation of "two heads in Shanghai and out of the middle" mode is an important way out for pformation and development. For this reason, we have made adjustments to the framework of the Ma Lu manufacturing park, set up a "high-end manufacturing and Trade Center" and "Park Management Center", focusing on the six word policy of "pformation, pfer and upgrading", and focused on building high-end manufacturing and trade centers, technology centers and clothing creative parks.

First of all, from production oriented to high-end manufacturing and trade, mainly shirt line and proofing center.

Secondly, the low and medium end production capacity will be pferred outwards and produced by partners. This will not only reduce the pressure of rising manufacturing costs, but also meet the demand of the two or three tier market for conch products.

At the same time, we should strengthen the whole process monitoring of the industrial chain and products to ensure that the quality of conch products is always in a controlled state.

The three is to establish a new framework of specialization and division of labor, so as to make both trade and brand domestic markets fly together.

Years of business management have made me feel deeply that to do something is to do what others can not do.

If others do well, let others do it; others can not do it, only have their own value.

The best way to develop conch is to give full play to brand advantages and technological advantages.

Pay attention to humane care

All along, we all attach great importance to "humanistic care".

Internally, we always adhere to the principle of "leadership and leadership, teaching students in accordance with their aptitude and cultivating talents".

We have 59 middle-level cadres, with an average age of 43 years.

Among them, 24 under 40 years old (including 40 years old) accounted for 40.7%.

We have really built up a broad platform for young people to start businesses.

For example, the deputy manager of the network Department of Hai Lo trading center is a post-80s generation.

When he joined conch in June 2007, he served as a salesman of branch company and a documentary clerk of marketing management department. His performance was not outstanding.

But we found him very proficient in the electronic network and obsessed with the fact that he could not sleep at night.

According to this characteristic, we pferred him to the network department.

Because he is engaged in his own field, he is very energetic and has made some achievements.

In June 2011, he was promoted to assistant manager of network department. He was appointed Deputy Manager of network department after six months.

It can be said that this is also a typical case of conch giving full play to the advantages of young people.

Over the years, we have always been concerned about staff from all aspects, so that they can work safely in conch.

I remember the months when I arrived in the conch, and I couldn't even get paid, but I still insisted on paying wages and even raising wages on time.

My idea is that an enterprise is losing money, and the workers are not wrong. As a leader of the enterprise, no matter what we should do, we must not be unfair to our employees.

At that time, the pressure was very large, often insomnia.

It is precisely in such a difficult situation of the enterprise that it condenses the hearts of the staff and sets up an assessment and incentive mechanism to enable employees to turn from "want me to do" to "I want to do", do more work and do good deeds, and enterprises slowly show their vitality.

In 2011, the average salary increase of conch employees reached 12%.

Over the past few years, we have vigorously expanded the channels, excavated the potential of the two or three line cities, and developed a number of distribution customers.

We are advocating the "win-win" mode. To distribute customers, including internal franchisees and external franchisees, we focus on improving service quality, providing decoration subsidies to store decoration, thereby enhancing the image of VI, giving support to products and props, and providing related professional training.

It can be said that conch can turn losses into profits, which is the result of our joint hard work.

It is also the best recognition and gift for my hardships and hardships over the past few years.

But in my view, the current conch has basically completed the organizational structure and business process, and has become the foundation of an excellent enterprise.