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Old Age: Treating All Guests With Drugs

2013/1/10 17:14:00 24

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All Customers Old Age Logistics Accessories

Chen described the painful process with "illness coming down like a mountain". After a year of weaving, the customers are gradually returning.

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> Self Description: Chen, CEO, /strong

case cooperation: Sina Technology /p >

in the first half of 2011, everyone made a mistake, resulting in a long period of time in the past year, we have been treating the disease, we have been operating and we have been mining.

I really appreciate 2012 because it has given everyone a long time to make adjustments.

2010, < a href= "http://sjfzxm.com/news/index_c.asp" > fan /a > growth has been very good, the first quarter of 2011 is also very good.

We used to be very swelled. It was an emotion.

When my mindset changes, the mindset of the management team is changing and the mentality of employees will change.

All of these actions will change to every move and attitude towards partners.

now think about it. If everyone had gone public, I do not know what will happen to me now.

How can we have the chance to make such a dramatic change after a company has gone public?

reduce product SKU /p >

In 2011, when p made a series of adjustments, the biggest improvement was products.

Because in 2011, customers expanded a lot of products, so many of our products had been contracted.

At the beginning of our planning, we put forward that the products in 2012 should be dedicated and professional.

Since the end of September 2011, it announced the establishment of 5 business units. Up to now, it is already 6 big business units, 6 small business departments, and 19 lines. This is a very clear arrangement.

When p was in September 2011, all customers were very confused. The establishment of the 5 departments was only an expedient measure to adjust.

In September of 2012, I made the plan for spring this year, that is, I have made 19 lines of planning with these 11 departments.

It feels more relaxed and clearer than before.

At this time of 2011, nothing could be seen clearly.

first, the category can not understand.

Too many < a href= "http://sjfzxm.com/news/index_cj.asp" > SKU < /a > (Stock Keeping Unit inventory unit), in fact, the most important thing is not focused team to do something focused.

People's energy is limited and there are many contents. You can't complete the rapid expansion of teams in half a year.

everyone wants to know which key categories we are focusing on. But after I went to several traditional enterprises, I found that you regard this as the biggest secret, no one told me.

I asked the product brand, I said, what's the structure of your product, I asked him for three hours, he didn't tell me, but everything was clear.

we have eliminated a lot of categories, maybe users do not feel much.

Actually, from inside of us, the feeling is still very obvious.

From the user's point of view, it's only a large class allocation, but a lot of SKU has been made under the big category.

Our SKU is half less than before.

there is a saying outside that the expansion of customers is too fierce, and there is a lot of inventory pressure, which leads to shrinkage now.

But in fact, inventory pressure is a financial pressure. We hope to return to the product itself and focus on the customer experience.

From this point of view, we are mainly looking at our own abilities.

Our evaluation of 2011 is called overconfidence.

Since this is an assessment, what we may be concerned about is: where are the boundaries of our capabilities? What can we do well?

P noon, I accompanied a stockholder to dinner. He asked me, how do you define your product?

I said, I think I can do the product well; I do not do well in the product, or completely beyond our capability.

This does not mean that those products are not good products, but that we are unable to do well.

The categories you see on the page today may not have changed significantly compared with last year.

But in fact, from the internal data, the reduction of SKU is very large.

this is why many customers have been cut off by many customers. Many people think that these measures are for profit, but in fact they are not. I think it is to lose weight.

If I say that customers can master these brands and do well in these products, I will never be foolish enough to cut them down.

Because I really feel that the ability of the existing team can only be achieved now.

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cut half of the storeroom /p >

we used to look at results only.

For example, I am most concerned about several data, sales, new users, old customers repeat purchase, these are only results.

Now I am more concerned about product turnover, inventory turnover, sold out, gross profit margin.

If the company's goal is to make profits, we should take these indicators as a precondition, which is the most important basis for us to judge whether a product can be done well.

2011, the psychology of overexert oneself, or the mood of the group affected the customers.

When the craze is the most popular, there are nearly 30 storeroom.

We used to be very arrogant, thinking that the 5 storeroom was so good that the 30 storeroom could be managed well, which is not the case.

Now we have cut more than half of the warehouse, but this process is also very painful. Last year in 7 and August, it was said that the flow and purchase of all customers were decreasing. This is normal.

During this period of time, in fact, we did not promote the plan, "September dressed in disorder", so 7 and August are the traditional off-season.

Half the SKU has had an impact on sales volume, but it is not that big.

Because in the past, some SKU actually did wrong, just a false prosperity.

for example, we have made many accessories and accessories.

And those little things are SKU.

The unit price is very low, and it affects the supply, for example, there are several pieces of money. These things are very important for the operation of the customers.

Our unit price is close to 200 yuan. The SKU of these small items has a great impact on the unit price, and how to distribute three or four yuan.

But it is impossible for us to say that three or four yuan can not be sold alone, and one hundred must be sold to users.

these jewelry accessories, so many SKU, how to allocate it to the storeroom? This is a difficult problem. It needs a math team to calculate every day.

In fact, the allocation of these SKU is very pressure for us to close to 30 warehouses last year.

We originally served to enhance customer experience.

But in the face of so many SKU, it is impossible to balance the distribution of dozens of storehouses, which means dismantling orders.

Not only will the cost of the order be increased, but the final result will also affect the user experience.

Our products are really flying all over the world. This is a real pressure.

from building logistics to make products /p >

now look back, I think the e-commerce platform is not suitable for self built logistics, but I have never regretted doing it.

In the 7 and August of 2011, the expansion of Feng Da was stopped. We wanted to stop and have a look.

Such as wind has a plan is to take orders, so a premise of rapid expansion is small and medium-sized business will grow up like mushrooms.

They reach a certain scale and choose partners, such as Feng Da is definitely the first good partner.

the reason why we stopped at that time was to set aside a little time for Feng Da.

The management team has warned Warda that he has calculated how many independent and independent he can get, such as Feng Da needs to reexamine himself.

Later, Feng Da also received some external orders, but there was no overwhelming demand.

a distribution company, if the business scope is in Beijing, then he must complete the coverage so as to get all orders from all customers.

If there is no full coverage, there must be some orders for customers.

If Feng Da wants to achieve the full coverage of the real meaning, it must be served in all parts of the country.

But today, no company can do that.

Like the one hundred or two hundred site that was founded at that time, Feng Da was covered with limited places and did very well in limited areas.

But we later found that Feng did not do well enough.

Therefore, we have changed the positioning of Feng Da, set up standards and training partners, hoping that he will become such a role.

I do not regret to be like the wind, because many of them will not experience and know if I am not going through this.

Anyone who works with third party logistics will be the most demanding of partners.

We really hope to be able to open the box inspection, when the interview wears, if not like the example of Feng Da, many express companies will not reflect with us.

But if wind does it, and we can figure out how much it costs, it can be extended to partners.

The distribution company is very good to us before doing the wind up, but the attitude towards the users is to leave things behind.

This is not the result of customer expectations.

as for Feng Da, the size of the more than 2000 people is suitable now, which is reasonable in the case of the existing orders.

We just let it return to a reasonable position, and everyone will return to the root, or product.

Today's fans have already had several excellent product lines.

We used to make breadth and increase user contact points. Now we are doing narrow and deep.

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supply chain to "planned economy" /p >

now we have reserved several lines, and we have restricted the scale of customers.

We also give a yardstick for potential risks.

Today we return to a basic concept of fast fashion.

reviewing the past, we have more or less the psychology of planning economy.

In the first three years of a customer, many things could not be done. In the 2010 and 2011, it turned into goods and products, and all the Chinese manufacturers were looking for customers. We were overjoyed and thought it was great. Actually, today, it is a very wrong attitude.

when we feel that we can do everything, our mindset has changed. For products, from planning, design to final quality will change.

I was very worried that there were some wrong products at that time, which gave users a bad experience. We had no way to calculate the result, but we have made a very clear decision that many products should be disposed of, because these products are likely to eventually hurt the user experience.

Instead of restricting innovation, we are making products based on our own abilities.

Less than P, from the supply chain, in the past, customers did not do fast fashion, because we first did a lot of goods stacking there, and could not form a rapid response relationship with the supply chain.

I once chatted with the suppliers of van customers. He said that China's brands were planned economy, and at the end of the season, they would return a pile of stocks from the channel. This is a common problem.

I said you actually satirize me, because customers have no intermediate links, so the reaction to the market is the fastest, but in the past few years, we did not share this change data to suppliers, so no customers have formed a real fast fashion reaction supply chain system, we are still making up lessons.

for example, suppliers say that a product may have fewer plans in the year. We suggest that we prepare some yarns instead of ready-made garments.

Yarns are only 1/5 of the garments, and if the market is not good, these yarns can also be used for other purposes.

I asked what part of yarn should be prepared and how much yarn it should be reasonable.

The supplier asked me, can you tell me? I said, actually, I told you that it was unreasonable. I only did it for a few years. You should tell me.

The supplier said, then you have to tell me your data.

If you do not share data with partners, customers will not be able to absorb the strengths of these experienced partners.

in fact, in the past year, the whole a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > brand are discussing the supply chain problems, and are also under the pressure of the supply chain. The real fast fashion supply chain system is actually not.

I have been to Anta, basically my own factory, and I don't accept any foreign orders. Anta herself makes internal adjustments.

But it is also difficult. Today, we have to give the order to the factory for the next autumn and winter. It is a brand, in fact, it is also making the profit of the channel.

I hope that the future customers can do this in making new plans.

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we have an initial estimate that the yarn has a time point preparation, which can be allocated to the production in the next three months according to the market reaction.

If there is a very good reaction in the next week, it can also make the supply chain produce these products according to the prepared yarn before, and it can do weekly reaction every week.

This is a very good product line.

In the past, before and after the Spring Festival, products in spring and summer were stacked in storehouses, and storehouses suddenly rose.

This is not to say that everyone's experience in clothing is not enough, but because we are too arrogant to ignore this rule. When we really form pressure, we will fall ill.

This is actually a devastating pressure.

how much we have done in the past, we are really too much, but then we should let everyone's products return to the scale we can do.

As for what the future is like, waiting for the disease of everyone to be cured, we will slowly explore, innovate and try to make mistakes, but at least we have to know how we should control the company.