Xu Bo Talking About The Pattern Of Children'S Wear In China

In 1997, Xu Bo entered Semir after graduating from university. He has been the managing director, executive vice president and general manager of Barbara Business Department. As one of the best professional managers in China's clothing industry, Xu Bo has not only created remarkable achievements for Semir company, but also more importantly, the brand of balbala, which he took charge of, has changed the development pattern of China's children's clothing industry and promoted the transformation and upgrading of the whole industry.

"You can rest assured. I support you. I have a problem and my responsibility is counted." In January 8, 2002, Xu Bo moved into his new office. Qiu Guang, chairman of Semir, said this to him with earnest heart and soul. From this day on, Xu Bo was officially appointed as the general manager of the Barbara children's clothing department. This is also an important turning point for Xu Bo to become a professional manager in Semir.

The promotion of general manager in the company's two internal business, for Xu Bo, all these are responsibilities, but also means that he will bear new pressure. "Although the chairman has not set a specific goal for me, I can fully understand his expectations of our team and Barbara brand," Xu Bo said.

In 2000, after Semir entered the rapid development channel, Qiu Guang and the great idea of "Semir with you all the time", he hoped to expand the model of Semir virtual operation to other segments to find a new growth pole.

Before and after 2001, before the market structure of children's clothing in China had yet to take shape, Semir was acutely aware of the business opportunities of children's clothing as a market segment of China's clothing industry. After a series of market research, Barbara formally launched Operation in early 2002, and was officially built by the second growth points of Semir's main brand Semir.

Before Xu Bo formally took charge of Barbara, there was one detail worth noting. In July 2001, when Xu Bo was told that Semir was about to expand in the field of children's clothing, he was only half a year old as his first father. Watching the children grow up day by day, Xu Bo believes that he has the ability to bring a trustworthy children's clothing brand to all the children in the world.

For support Children's wear With the development of the Ministry, Qiu Guang and Xu Bo set up a good entrepreneurial team for the company. From top to bottom, the company took practical action to support Xu Bo's work in Barbara's children's wear department. By the end of 2002, Xu Bo and his team did not hesitate to take the initiative. Barbara's brand realized profits in the first year of its on-line sale, and its terminal sales revenue amounted to about 10000000 yuan.

After ten years of development, today's balbala brand is the leader of China's children's wear brand, with the first Chinese influence, the first market share and the first coverage of channel coverage. While bringing happiness, beauty and laughter to countless children and their families, Barbara also quietly changed the competition pattern of Chinese children's clothing industry and promoted the transformation and upgrading of the industry.

Ten years later, Xu Bo not only realized his wish, but also made an outstanding contribution to the progress of China's children's wear industry. For Barbara's employees, there is something to be proud of. Xu Bo said, "in the company, the children of all the employees like balbara's products, including my own children are wearing balbara".

In August 2012, at different times and in the same place, Xu Bo could still remember the chairman's words clearly and accurately. Looking back at the situation when he was in charge of Barbara, Xu Bo believed that his responsibilities and missions were once again affirmed. It is not only Xu Bo's work style but also his attitude towards life in the face of the past and future. Now, looking back at the road to come, it is precisely these ten years of experience that created today's Xu Bo.

In 1997, Xu Bo was 23 years old. In order to find a job that can be regarded as a career, Xu Bo, who just graduated from University, ran to Wenzhou alone. During the university period, Xu Bo studied marketing. Finding a professional counterpart can be used in an industry. This is not only a wish for Xu Bo when he is looking for a job, but also a dream for him in his career.

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Wenzhou's booming private economy has provided Xu Bo with all kinds of options. It's not difficult to find jobs, but Xu Bo's first job in Wenzhou took more than 1 months. "I've seen a lot of work before, but I never found the right one." Xu Bo said a suitable job, in fact, is the future development of the industry, but also as a long-term struggle for a cause.

At the end of the 90s, the development trend of casual wear in China began to show. Choosing a promising industry, plus Semir is one of the first enterprises to implement capital virtual operation in China's apparel industry. These two advantages deeply attracted Xu Bo's joining. After comparing the operation modes of various companies, Xu Bo finally chose Semir and worked for fifteen years. Xu Bo worked hard for the first job, but sometimes fate was like that. The more you worked at the beginning, the better you would go in the future.

Get into Semir After that, Xu Bo was appointed Commissioner of the market. At that time, the nature and content of sales were not clearly defined. Xu Bo's Marketing Commissioner was somewhat similar to today's sales supervisor. At the beginning, Xu Bo made a survey of Semir's market in Wenzhou. In the streets and alleys of Wenzhou, Xu Bo can often be seen. Most of the time, Xu Bo will run in and out with his local customers. The process of patrolling the shop also allowed Xu Bo to accumulate a lot of experience from the first-line market.

Since then, as Semir's business has grown larger and larger, Xu Bo's work has begun to expand to the surrounding market in Zhejiang, which is responsible for sales counseling in East China's stores and customers. In the early days of Semir's development, although the number of stores is not very large, East China is a strategic market for Semir. Xu Bo said, "if East China can do well, Semir will go even more smoothly when it goes into the national market."

For a long time, Xu Bo was on the road. "At that time, it was normal for 3-4 days a week to travel in the field. After returning to Wenzhou, we should also summarize the various problems and information collected by the company on business trip". Semir can quickly develop into a leading brand in China's casual wear industry, and it has a lot to do with business experts like Xu Bo.

In addition to early market opportunities, Wenzhou's regional culture and openness are also important reasons for the success of Xu Bo's business. In 1998, Semir's casual wear business became bigger and bigger. Its popularity has been well established in Wenzhou's local people.

What impressed Xu Bo is that before and after the Spring Festival in 1998, many businessmen from Wenzhou went home for the Spring Festival. According to the traditional business logic of Wenzhou, friends and family gather together to chat about where there are profitable projects. It has become a habit in Wenzhou people's life.

This year, the Wenzhou people in Gansu Lanzhou, Hunan Yiyang, Zhuzhou and other places after returning home, heard from a customer account of Semir joined Semir to make money. As a result, there are many Wenzhou businessmen who are doing business in the outside world, becoming customers of Semir, and gradually starting to expand the Semir market in the central and western regions.

In the period of Semir's rapid expansion, Xu Bo played an indispensable role in the construction and standardization of Semir's sales system. In 1999, Xu Bo was promoted from the market commissioner to a grass-roots supervisor. After six months, he became a middle-level supervisor. The people under Xu Bo suddenly became more numerous. In the days when mobile phones are not widely used, business connections are often carried out by landline machines. This is also a source of distress for salespeople in the early years, because they have to force themselves to spend more time and energy in remembering their names and contacts.

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For many new sales, this is a challenge, but Xu Bo can do it easily. In 1999, Xu Bo had accumulated more than 200 customers in his hands. Under normal circumstances, as long as the phone rang, the first time of answering the phone, Xu Bo could accurately tell the customer's name.

In order to manage Semir's sales system accurately, Xu Bo also drafted the code of conduct for business hall for salesmen himself, and standardized the form management of sales data. In August 5, 1999, the code of conduct formulated by Xu Bo was officially released in the company. Since then, under the guidance of Xu Bo, Semir's customer information and sales system has gradually moved to a more consistent track of the company's business development needs.

As the Vice Minister of the North ballet District, Han Dan often sees work regulations made by Xu Bo 10 years ago in his work. Han Dan said, "I occasionally think that today's Semir and Barbara can have such a strong sales system. These rules and regulations are indeed a good foundation." Nowadays, with the development of technology, sales can contact customers in many different ways, but there are also many veteran workers' unions who miss the old working atmosphere. Han Dan said, "I myself often feel sad and admire the state of my predecessors in their work."

With the development of the business, although the company has adjusted some details of the system, but whenever you see these working regulations hanging on the wall and the color of the paper is already yellowed, Han Dan feels that this is a spiritual food that drives the sales team to work hard today.

From 1999 to 2001, Semir's performance maintained a high growth rate of 50%-60% every year. During this period, Xu Bo's work has also been expanded. He has successively served many positions from the head of the marketing management department, the logistics director, the planning supervisor to the sales minister. From this, Xu Bo's understanding of work has been sublimated. After understanding the work of these positions, Xu Bo has identified the work idea of sales department as the core.

although Xu Bo The role has been changing, but one thing has not changed. As the wisdom core of the sales system, he has always maintained an industrious and dedicated attitude, steadfast and enterprising spirit and eager passion for learning. Xu Bo's state gradually formed a virtuous circle inside the company. On the one hand, he had the charm of a leader. On the other hand, he laid a foundation for the formation of Semir's corporate culture.

For Xu Bo's work and life, Zhang Meijun, the deputy general manager of the current balbara department, is the witness with the greatest say. Since joining Semir in 1997, Zhang Meijun has been working with Xu Bo. Zhang Meijun said, "more than 10 years ago, Xu Bo was still a young man. Although he was only more than 20 years old, his performance in his work far exceeded the maturity that people of this age group should achieve."

Zhang Meijun saw Xu Bo in his work: in balancing the relationship between subordinates and subordinates and the interests of different departments of the company, Xu Bo can always grasp the core needs of different people and make everyone work together to work for the same goal. When analyzing the problems encountered in the development of the company, outstanding people will generally point out problems and put forward various solutions for leaders to make decisions. Xu Bo's maturity lies in that he not only analyzes problems and proposes solutions, but also gives the possible impacts of various plans.

Qiu Guang, chairman of Semir, and Xu Bo, in evaluating the early work, said: "Semir can have today's business culture and is closely related to Xu Bo's continuous years of hard work. Xu Bo not only made Barbara's achievement the first place in the breakdown industry, but also promoted the development of China's children's clothing industry. This is commendable. As a professional manager, Xu Bo's professionalism embodied in his work is also something that few people can do.

For more than 10 years, whether in the early days of Semir or today's Barbara, Xu Bo said his work has been focused on sales. In August 2012, when Barbara held the Q1 order meeting in 2013, as a general manager, Xu Bo only needed to grasp the general trend of the order meeting from the angle of decision makers, but he still appeared in every corner of the ordering meeting.

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Xu Bo likes to contact the dealers at the ordering place and walks on the road. There are always people nodding their heads to greet Xu Bo affectionately. At the business level, Barbara's customers are willing to discuss the market changes or problems with Xu Bo at the first time. It's hard for outsiders to understand how Xu Bo did it, but in Barbara's customers, there is only a lot of trust to connect them firmly.

At the order meeting, Xu Bo can accurately call out the names of the vast majority of old customers. Whenever a customer tells Xu Bo about his business, he can always concentrate on making a listener. Xu Bo's respect for customers is worth learning by every professional manager. His concentration and respect for customers are not only in the moral sense. In fact, the cooperation between customers and Barbara is a business level relationship. Xu Bo knows this very well, so his respect for customers lies in two words "responsible".

In shopping malls, the sales performance of customers is often directly related to the life of their families. Xu Bo has a very clear understanding of this. The success of every order will involve many aspects of interest. Therefore, when the client is faced with a dilemma, Xu Bo will analyze the situation he may face with the professionalism and rationality of his professional manager. His respect for customers is to let customers know more about themselves and help customers to judge the outcome of various situations. But in the final decision, Xu Bo will never interfere with customers, and they are determined by themselves.

Because of this human nature and business logic, Xu Bo can succeed in grafting early childhood experience in Semir to the cause of children's clothing and win new achievements. In the past 2002-2004 years, the number of stores in Barbara has expanded from more than 90, more than 200 to more than 400. Behind every number are dealers' support and trust for Xu Bo.

It is worth mentioning that in 2004, Barbara set up the industry record of single store day sales exceeding 100 thousand yuan. In those days, Barbara's annual sales volume also surpassed 100 million yuan, with the year-on-year growth rate of 108%, wrote the myth of Chinese children's clothing industry. Not only did Xu Bo bring good sales performance to Barbara, but he also let dealers share the wealth after the success of the brand.

"Building a viable enterprise into a new pattern of external circles." This is Xu Bo's idea of running Barbara. He said that the outer circle is to maximize the integration of the external cultural space, while the inside is to integrate numerous cultures into a systematic cultural resource for enterprise management.

In 2005, balbala formally launched the ERP system and integrated into the brand operation management thought of "centralized management, optimizing resources and enhancing overall competitiveness". This is a key step for Barbara towards information management and a new starting point for advanced channel construction.

In addition to upgrading the channel, Xu Bo also welcomed a useful assistant this year. In 2005, Zhong Deda, deputy general manager of the business department of Barbara, formally joined the management of Barbara as assistant general manager. Prior to that, Zhong Deda has gained experience in the sales system of Semir, and his ability is obvious to all.

After joining Barbara, Xu Bo left a deep impression on Zhong Deda. Zhong Deda said, "Xu Bo likes to carry out changes, and after all, his strategy is always right, and can bring Barbara to a whole new level." There is a law of development in children's clothing industry. When the terminal sales reach 1, 3 and 500 million respectively, enterprises will encounter a bottleneck of development. But for balbara, Balak Barbara's road is relatively smooth after completing one after another sales miracle.

In the view of Zhong De Da, this is directly related to Xu Bo's leadership of the Barbara team. As a professional manager, Xu Bo embodies "professionalism, concentration and concentration". Few people can surpass it. His professionalism and loyalty can be regarded as a model for Chinese professional managers.

In the past, the market structure of children's clothing was either to take the market channel, locate the high-end brand or the wholesale market's miscellaneous goods, and balbala succeeded in filling the gap of the middle end children's clothing brand in the domestic market. Zhong Deda said, on the one hand, Xu Bo brought Barbara to a new level, which promoted the development of China's children's wear industry. On the other hand, after analyzing the successful experience of excellent domestic and foreign excellent brands, Xu Bo always allowed Barbara to run through the bottleneck of development smoothly.

In 2007, balbara's terminal sales exceeded 500 million yuan successfully. From the growth rate and development trend of performance, Barbara is moving step by step towards the first brand of children's clothing in China. However, when everyone thought balbara's development had entered a steady growth, Xu Bo put forward new requirements for the Barbara brand. "We must try to solve it when the problem arises."

In the same period, compared with the competitors, balbara's product line showed a single and aging trend, and sports products accounted for a large proportion. In response to this situation, Xu Bo resolutely led Zhang Meijun and Chung Da to wait for a new round of changes: Barbara's products first expanded the age coverage with boys and girls, and put forward the concept that children's wear should also be separated from each other.

In addition to the above initiatives, Xu Bo often leads the core team of balbala to study abroad and learn from the experience of leading children's products companies in the world. This incident left a deep impression on Zhang Meijun and Zhong De da. When studying in the United States, during the day, Xu Bo and balbala group visited the GAP, The Children s Place store, and personally painted the display of these brand products and distribution of props. In the evening, Xu Bo and others shared the content seen in the hotel during the day. Until now, the leadership of Barbara has always maintained a constantly learning style of work.

After a series of changes, in 2008, Barbara's terminal sales not only did not decline, but broke through the 1 billion mark. After enriching the product line and increasing the fashion of the product, balabbara's strength has greatly increased, and it can be officially established as the leader of children's wear industry.

In 2009, senior management of Semir analyzed the present situation of children's wear market and the development prospect of the brand, emphasizing that through five years of development and brand accumulation, Barbara has made a new breakthrough. Through cooperation with internationally renowned management consulting firm McKinsey, the company has formulated a five year development strategy plan. By 2014, Barbara will strive to achieve 10 billion terminal sales target. Talking about the goal of 10 billion, Xu Bo believes that we should self pressurize and set a goal for ourselves. "Actually achieving goals is not difficult. The key is to find innovative ways to lead all distributors to implement the strategy formulated by the company".

In China, there is a strange phenomenon in the children's wear industry: most of the children's wear brands in the south are difficult to cross the river, and the terminals are mostly exclusive shops, while the children's clothing brands in the north are also very difficult to conquer South market, and many brands choose to enter the shopping mall. In the past more than 10 years, Barbara has not only successfully broken this strange situation, changed the development pattern of children's wear industry, but also updated the mode of opening children's clothes.

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In 2011, Barbara implemented a big store strategy at the terminal of the market, and successfully opened a flagship store with more than 500 square meters, which promoted the channel upgrading of children's clothing industry and created a new shopping experience place for consumers. By the end of the year, Barbara has developed into a children's clothing brand with more than 3000 terminal stores. Its terminal sales reached 3 billion 500 million, and it has taken a solid step on the way to achieve the 10 billion target.

In the new era, Xu Bo led Barbara to launch the first "thousand store project" in the same industry, which greatly enhanced the brand awareness and comprehensive influence of Barbara. In 2011, under the leadership of Xu Bo, the Barbara brand made an intensive upgrading, clarified the positioning of "one-stop professional fashion children's wear brand", and strengthened the new product line of accessories, children's shoes and You Xiaotong, so that Barbara's brand formed a complete product structure covering children, children, children, accessories, shoes and other products.

Nowadays, Barbara has become the leader of Chinese children's wear brand. All these are directly related to Xu Bo's management ideas. Qiu Guang, chairman of Semir and Xu Bo, evaluated the work of Xu Bo. He said, "Xu Bo has inherited the harmonious and win-win core values of Semir, and has carried out the philosophy of running a small river with big rivers and rivers." he stressed the harmonious development and common progress of enterprises and employees, partners and society, while ensuring the sustained, healthy and rapid development of the brand, ensuring the long-term profits of the partners. In Qiu Guang and looks like, can become the first Chinese clothing industry annual figure, Xu Bo is well deserved.