Wu Fangfang Beauty Designer Pformation CEO Forced Out Of The "Amoy Brand"

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On the guest hall of the P electricity supplier industry forum, you can often see such a scene: a tall woman with curly hair arranging flowers in the middle of a row of male CEO to explore the changing situation of the industry.

This lady is the founder of "green box" Wu Fangfang.

On the scene of the commercial talk show "Boss hall", the founder of shop No.1 really couldn't understand it. He asked, "B2C industry is so bitter. What are you doing with a girl?" < /p >

< p > "I believe that a mature female entrepreneur is already very much like men in many ways, and the sex aspect has long been diluted."

On a regular business trip, Wu Fangfang did not even need a special attention from his male colleagues even if he carried more than 30 kilograms of suitcases.

Sometimes she would take the initiative to help her comrades.

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< p > Wu Fangfang spent his childhood in the military area. Before he was 12 years old, the concept of gender was blurred. He spent all day with his children and practiced shooting all day long.

"Maybe the growth environment has created a strong side in my bones, sometimes even more stubborn."

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< p > beauty designer pformation CEO < /p >

Wu Fangfang, a designer born and fond of tossing, set up the green box design studio in 2002, and founded the modern brand of children's clothing brand P.

Before 2006, she played e-commerce in eBay and became the champion of eBay's children's clothing.

After the eBay recession, Wu Fangfang gave up online business and concentrated on being a franchisee.

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< p > can be described as designer Wu Fangfang, rich in petty bourgeoisie sentiment, keen on dressing up. When drinking tea, see the butterfly pattern on the wall of the cup must be photographed and savor for half a day.

"Now I work 15 hours a day, and I can't take care of it."

But once attending an important occasion, the beauty of the designer will be exposed.

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< p > "when I first started my business, I was passionate about product development, and even 30% of my products were designed by myself."

With the expansion of the company's scale, Wu Fangfang's energy became extremely limited, and sometimes he fell asleep when he painted the design.

Wu Fangfang has not been able to design work, but now he is only responsible for the final review.

Wu Fangfang, a buyer, is much more sensitive than the designer in the market.

It is the competitiveness that she emphasizes that making products that have a sense of design and will not be out of touch with the market.

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< p > pushed out of the "brand name" < /p >.

In the P financial crisis of 2008, many franchisees ordered to break the contract.

Wu Fangfang's capital turnover is out of order, and inventory backlog is serious.

An agent offered to spend 2 million yuan on the acquisition of "modern lady", and friends persuaded Wu Fangfang to sell it.

"I didn't sell it.

Many people say that I am not rational enough, but I am not. "

Although the team is usually tolerant, Wu Fangfang's stubborn side will manifest itself once he meets with important things.

"I am a typical CEO of Aries, taking the risk."

In the end, she took the real estate as a mortgage to save the green box.

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At the end of 2008, the plan to make Taobao in May 2009 was forced to advance, and Wu Fangfang became very embarrassed.

Although online stores did not cut prices, franchisees continued to riot and boycott online businesses.

Reluctantly, she reluctantly suspended the line business, only to retain the Shanghai direct shop, the franchisee's contract from the franchise contract into a wholesale contract, began to concentrate on the line.

Her original intention is to digest inventory.

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< p > despite the nominal inventory, the price has not actually been cut.

From the end of 2008 to the beginning of 2009, the green box was very bad because it was too expensive.

An overcoat sells for seven hundred or eight hundred yuan, and a down jacket can sell for about 1000 yuan. The price of such a down coat belongs to Taobao.

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< p > April, Wu Fangfang began to try to make special contributions to the summer Internet.

They worked hard to develop four skirts of the rose series, which cost only half of the price.

Although a skirt sells for only 128 yuan, compared to the mainstream price of 70 yuan to 80 yuan on Taobao, the green box is still very different.

Taobao shop second strongly recommended price reduction, Wu Fangfang has hesitated, but considering the value of things, always adhere to the original price sales.

Unexpectedly, the skirt sold 8000 in one year.

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In October of 2009, the turnover of green box month exceeded 1 million 500 thousand in October, and exceeded 3 million in the last two months of 2009.

Modern miss, Jeanne baby, love to create three brands have been very successful, online business is developing smoothly, green box has become the first brand of Taobao children's clothing.

"At that time, I felt that I was a little bit omnipotent and I could create another business at any time."

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< p > "a lot of times are very clear and tall, unwilling to ask for help, and unwilling to find Taobao's little ones, so we have been playing a neutral role in Taobao.

But the disadvantage of this character is that it will inevitably lose some opportunities.

Nevertheless, the green box is still promoted to be a brand name. It has been seen as a successful example of "not doing well on the line" and being promoted everywhere.

"In fact, it would be nice to concentrate on the offline business at the time, but it would be better to do business."

Thanks to online efforts, the turnover of the green box in 2011 has reached 300 million yuan.

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< p > the most painful B2C business < /p >

< p > 2010, green box got a financing.

The board decided to make the official website of B2C, which divergences from Wu Fangfang's plan of "full network marketing while launching offline business".

"At that time, we thought that money should be given to investors. We should respect them, so we suspend the offline business and carry out B2C."

At that time, the arguments on the Internet remained the same. There was no tomorrow without B2C.

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< p > Wu Fangfang invocated 90% of the company's resources to carry out B2C business and do mass advertising. He also invited "China's Got Talent" runner up "small Zhou Libo" to endorse the "China's Got Talent" in 2010.

Seemingly seemingly infinite, actually in Wu Fangfang's heart is "the most painful year".

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< p > Wu Fangfang knows that green box is brand name.

But since she has done B2C, she feels a bit vague. The brand business platform is equivalent to "building up a shopping mall".

At that time, the cost of obtaining traffic was ridiculously high. The cost of a new passenger was 300 to 500 yuan, while the price of the green box was more than 200.

The funny thing is that although B2C business takes up most of their energy, sales are only 10%, and 90% of turnover comes from Taobao, Jingdong, Dangdang and other businesses.

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< p > "we seem to be full of food and support. As the champion of children's wear, the best children's clothing offered by Jingdong, Dangdang, Taobao and other platforms does not cherish the position. Instead, they spend an expensive price around a winding road to buy traffic."

Wu Fangfang regretted not having kept his train of thought and missed the best time for online distribution and offline affiliate.

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< p > in fact, Wu Fangfang has long foreseen that B2C business may fall.

"When an industry gets the most horrible and bubble, it is often not far from the bottom."

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< p > in early 2011, the green box was developing rapidly. Some people wanted to buy it at a high price.

Wu Fangfang could not accept the pig culture that he could sell again.

Her answer is still firm: I am a natural self seeking person.

But then, the capital market cooled down, and the electricity supplier fell from the peak to the trough overnight. The green box also encountered the industry downturn.

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< p > later, a senior human resource consultant from Alibaba wrote a long report to Wu Fangfang. The last sentence wrote: "trust your intuition. Many of your business judgements are accurate, but sometimes you think too much about others' feelings and suppress your intuition."

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< p > chaotic 2011, Wu Fangfang thought very clearly, green box is brand business.

She also realized that if the founders did not insist on their own ideas, the business might die badly.

"Arguing with investors, but it does not mean that they do not respect or hurt their feelings.

The Internet industry is still young, and there are no experts or experts.

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< p > Q: what are the strengths and weaknesses of female entrepreneurs? < /p >

< p > A: female entrepreneurs are exquisite, demanding more details and belong to perfectionists.

The disadvantage is that sometimes thinking problems are not as good as men's macroscopical and rational vision.

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< p > Q: is there any obvious obstacle to female entrepreneurs? < /p >

< p > A: on many occasions, it is impossible to integrate fully with male entrepreneurs.

Male entrepreneurs can talk about wine and be brothers. We women entrepreneurs can not do it.

In addition, the society is more or less male dominated society, there is a little color vision for women, you feel vulnerable.

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< p > Q: which type of male partner do you prefer? < /p >

< p > A: complementary.

I may need to manage very strong people to be partners.

At present, the core personnel we are settling down belong to pioneering talents. There is no problem in fighting alone, but system management, departmental management and team building are weak.

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< p > Q: how to balance the relationship between family and career? < /p >

< p > A: mothers help their children with less time and guilt.

Generally speaking, I choose two family holidays every year.

It's unlikely that he can bring his children. After all, he has his own career and needs to consider his feelings.

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< p > Q: where is the future bottleneck of enterprises? < /p >

< p > A: talents.

The current staff structure can support two years of enterprise development.

We once depended heavily on recruiting professional managers, but later found that those who really supported the development of enterprises were internally trained talents.

In addition, future bottlenecks may also come from disorderly vicious competition such as price wars.

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