2013 Clothing And Fabric Industry Chain Collaboration Salon Show

< p > speed up transformation and enhance quality and seize opportunities. < /p >
< p > Qiu Ganqing, executive director of the National Federation of industry and commerce, vice president of the National Federation of textile and garment industry, and chairman of Beijing Jindai Technology Co., Ltd. < /p >
< p > participating in the "clothing and fabric industry chain collaboration Sharon" is very good for enterprises. Beijing Zhen Bei Technology Co., Ltd. is the chief cashmere sweater, I can say that it is from the enterprise representatives. < /p >
< p > in the new round of market economic cycle, new opportunities are also placed in front of enterprises. How to understand the market cycle is a difficult problem for enterprises and China Textile City to solve. At present, the cost of domestic labor is rising, before enterprises rely on cheap labor to open the market, but this will no longer be an advantage. The labor cost of our country is 2~3 times higher than that of the neighboring countries. The domestic enterprises should try their best to transform, and let China Textile City have the best quality fabrics in the world in the future. Enterprises must transform in the face of market cycle change, and in transition, they should open their minds and improve themselves, and cooperate with upstream and downstream enterprises to produce products that are most suitable for the market and meet the needs of customers. Otherwise, it will be difficult to survive in the market. < /p >
< p > in addition, enterprises should understand the most valuable asset of the Chinese nation -- culture. Enterprises should consider how to pursue spiritual food while pursuing profits, so that employees can enjoy the cultural feast of enterprises, so as to enhance their personal accomplishment and win the long-term development of enterprises. Nowadays, some enterprises aim at "money" and do not care about others. Once faced with the market crisis, many years of struggle will be destroyed. The development of enterprises must pay attention to the reserves of spiritual food so that they can have broader horizons and platforms in the face of economic crisis. < /p >
< p > fast fashion China process < /p >
< p > Zeng Guo Guo Yu Xin Rui Management Consulting Co., Ltd. senior partner < /p >
As of the beginning of this year, 19 fast fashion brands have entered China. Most of them have entered the form of electronic commerce. In this respect, domestic brands are very different from P. In addition, domestic brands have higher inventory pressure. < /p >
< p > at present, when Chinese enterprises are doing business models, they only do the transaction structure, transaction distribution and transaction mode of the upstream and downstream industries, but the real business models include vertical industrial structure besides vertical industrial chain. Structural governance is the way of transaction and structure allocation between investors, managers and executors. Secondly, we must have a clear understanding of its business structure. The three combination is a complete business model. < /p >
< p > the core element of business mode < /p >
< p > basic speed cost < /p >
< p > the core elements of business mode are basic degree, speed and cost. The transformation of China's business mode is the transition from traditional fashion to fast fashion, first of all, from the quantitative model to the regular model. < /p >
< p > the whole product development system should consist of development planning, development and design, and development management. Most enterprises in China lack development and management. Enterprises should think about how to allocate tasks together with designers. How can we meet the needs of rapid development with large quantity and low quantity? < /p >
< p > fast fashion is mainly reflected in the speed of sales. Enterprises should learn to analyze the problem from the data graph of fast consumption. The reason why traditional enterprises fail in fast fashion is mainly due to incomplete understanding of fast fashion mode, so business is a failure. But it can be expected that the transformation of enterprises to fast fashion is inevitable. It is estimated that in the next 5 years, the sales of enterprise online will occupy more than half of the market. < /p >
< p > key point of transformation of business mode < /p >
< p > organization structure 3 lines flat, 3 "four" principle < /p >.
< p > the transformation of business to the future business mode is changing with demand. This is a whole change. There are 3 main points: first, the organizational structure must be flattened. Electronic commerce is a labor-intensive industry. Its front-end faces directly to the national sales. The channel is very flat. It is not like the traditional industries. The disadvantage of intercity is that the profit margins are very low. Second, the supply chain must be flat, which is the most difficult aspect to change in traditional industries, because the changes in the supply chain involve many interest agencies. The third is the flattening of development. Before, a few or more designers can do a lot of work, and then start from raw materials to make product development. The key to these three flattening is efficiency. Net sales brand -- Han Du Yi house increased from 300 thousand yuan per capita to 750 thousand yuan per capita last year, and the company achieved 560 million yuan after tax, which shocked the whole business of electricity. < /p >
< p > there are 3 "four heads" in the change of the main structure of the business mode. The first is to develop "four", one of the markets, the second is the design and the buyer, the third is the transformation of materials to goods, which is the lifeblood of garment enterprises, and the combination of fabric suppliers and brand developers, and the fourth is supply. The second "four" is the supply chain, one is the market forecast, the second is the capacity matching. The Chinese enterprises have planned management but lack the matching of production capacity, the third is the management of suppliers and procurement, and the fourth is the management of making and merchandising. The third "four heads" are retail terminals, one is market channel management, the other is retail and customer relationship management. The future customer relationship management is a fusion point of e-commerce and traditional industries, the third is buyer and merchandise management, and the fourth is display matching management. < /p >
< p > How can fabric enterprises get up quickly? < /p >
< p > B2S is the combination of terminal sales and development < /p >
< p > a lot of fabric enterprises belong to the low-end camp of industrial clusters. Their only way out is B2S, which is combined with terminal sales and development. There are several strategies for quick fashion enterprises to learn from: first, the "time front", the second is the "serial to parallel" project, the third is project management, the fourth is about the optimization and simplification of the similar combination of styles and materials, the fifth is the standardization of excipients, the sixth is the price evaluation, the seventh is to shorten the process, and the eighth is to implement data reasoning in the development process. In addition, in the supply chain strategy, we need to move closer to customer demand forecast and physical demand, adjust the procurement and production and logistics plan automatically, optimize the price and demand management, implement the management of supply chain partners, at present most of the enterprises are partners in management, formulate corresponding systems for on-time delivery, process optimization, virtual production, and outsourcing of non core enterprises, and simultaneously manage single component flow lines. < /p >
< p > in marketing, the first is product planning, which is a relatively deficient part of Chinese enterprises. Second, the channel is flat and the channel is sinking. The third is to display as a promotion, collocation as a promotion. At present, the theme management of commodity flow management, as well as the management of market themes and development themes are the strategic transformation of fast fashion. < /p >
< p > when docking with brands and fabric suppliers, first, traditional industries have analog sales centers. Second, there are two reserves, namely, blank and quick response, and the key is the establishment of process library, material library and color library. Third, set up a display and matching laboratory, material conversion laboratory, dispatching management and evaluation management laboratory. < /p >
< p > for fabric enterprises, there are five objectives for suppliers: capacity, quality, delivery, service and cost performance. There are four partners' business needs: strategic partners, partners, general partners and level partners. After evaluation, there must be four hardware matching: 100 defense line, large cargo line, quick response line and single component streamline. < /p >
< p > enterprise cooperation is difficult to adapt to today's competitive situation if it depends on communication between designers or grey transactions. Only when the nodes in the industrial chain are constantly running in, and after the cooperation system is perfected, can the apparel brand suppliers and fabric suppliers jointly realize the transformation to fast fashion enterprises. < /p >