Lining'S Decompression Strategy: Create A New Business Model To Activate Lining'S Competitiveness

< p > high inventory, suppressing "a href=" http://sjfzxm.com/news/index_f.asp "> Lining < /a > Limited" kinetic energy ".

And last year's new team began to implement the inventory plan, and ferment a new business model to activate Lining's competitiveness.

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< p > January 25, 2013, Li Ning Co announced that its board of directors would raise funds of HK $1 billion 850 million to HK $1 billion 870 million on the basis of the public offering of convertible securities, for the development of companies including the implementation of the overall change plan, the enrichment of general working capital and the optimization of capital structure.

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In December 17, 2012, Li Ning Co announced that it would like to invest 1 billion 400 million to 1 billion 800 million yuan in a non cash way to implement the "channel revival plan". This plan will effectively speed up the liquidation of backlog of inventory, revitalize downstream effective circulation, and enhance the profitability of channels.

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< p > after the brand remolding, Li Ning Co entered a long period of adjustment.

Last July 5th, the Li Ning Co announced that Zhang Zhiyong was appointed as chief executive and appointed TPG partner Jin Zhenjun as executive director and executive vice president.

Before hiring a new chief executive, the company's business will be led by Lining, founder and executive chairman, and vice chairman Jin Zhenjun.

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At the same time, Li Ning Co announced the "four strategies" to improve the core competitiveness and profitability of P, including channel efficiency, brand and product, operation capability and business mode.

The business mode will be pformed from the former dealer mode to the new business mode with "retail oriented".

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< p > however, the pformation is not easy.

Horizontal comparison < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > several successful companies in the industry. ZARA, H&M, UNIQLO and GAP all share a common feature: they are SPA owned trademarks "a", "" "," "" "" clothing "stores.

The mode of this kind of enterprise is the integration way from commodity planning, design, production to retailing.

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< p > there is one thing in common among these enterprises: they can create a more economic and efficient operation mode through effective control of the supply chain when consumers can not see the background, and the flat structure makes them understand consumer demand better and respond more quickly.

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< p > take UNIQLO as an example. A 199 yuan pajamas may be reduced to 149 yuan in a few weeks, then 99 yuan, and when it is casual, its price will return to 149 yuan or even 199 yuan.

This has a "financial priority" principle in UNIQLO. If a product fails to perform well for a period of time, UNIQLO will adjust the price of the product. If no one is interested in it, then the price will be lowered again until the sale reaches a certain index, and the price will start to rise again.

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< p > similar to UNIQLO, inventory of GAP, ZARA and H&M can be disposed of in the season.

All these require the extremely smooth flow of information inside the enterprise, and the ability to respond quickly to consumers' purchase.

Behind this is the support of different business models. However, in China, extensive dealer mode has no way to achieve rapid response to the data of consumer terminals.

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Jin Zhenjun, who once led Daphne's pformation, put forward four strategies after Lining's accession to the P. One of them is "business mode reform". He hopes to achieve Lining's pformation from dealer mode to retail and consumer oriented.

However, the pformation of business mode is not overnight. The lack of professional talents is likely to become the biggest weakness in the industry.

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< p > Jin Zhenjun thinks that the past twenty years are almost the golden age of China's consumer company, but now "good days are over", while China's local consumer company has not experienced major economic recession, and lacks talents with managerial and managerial experience in the pformation of the company.

In the last six months, Jin Zhenjun, dubbed "pformation CEO", introduced digital management to Li Ning Co through TPG and his personal network of contacts, including the new chief market officer, chief supply chain officer and chief sales officer.

In response to the question of when Lining CEO will be filled, Jin Zhenjun's response is "we still have to wait."

In accordance with Lining and Jin Zhenjun's request, their demand for this person is that they must first understand the sports industry in depth and secondly, they have undergone great changes in the enterprise.

And waiting for such a talented person to arrive before it is necessary to press the burden reduction at a faster pace is a more urgent requirement for Li Ning Co.

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