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Founder And CEO Of VCG Old Reflection: Everyone Wants To Learn Millet.
< p style= "text-align: center" > img border= "0" alt= "align=" center "src=" /uploadimages/201310/17/20131017113131_sj.JPG "/" < < > >
< p > < strong > Chen responds to debt arrears: < /strong > total layoffs 20%, a new round of financing will be put in place immediately < /p >
< p > this round of the storm started from rumors of debts. In the interview, Chen admitted that owing to the departmental adjustment of VIC, there was a certain default on the payment, but it also indicated that it would arrange for the supplier to make the payment as soon as possible: "we will pay immediately. A lot of money has been accumulated, and these two days have added a lot of money. Chen said that he did not worry about the problem of capital chain. The current situation can be met and the company is running normally. As for the speculation of the outside world, whether the guest can get the seventh round of investment smoothly, the old age appears very confident: "we are talking about the new round of financing now, and will soon be completed." < /p >
< p > > all customers are trapped in today's negative public opinion dilemma. Chen believes that in addition to the media's "booing up", it is the result of everyone's initiative to change: "we were planning to move only at the end of October, because the office lease of Yonggui center will not expire in May next year, but why do we need to move immediately? This is because the customer team has reached a consensus, hoping that the whole company will change immediately. After moving, we carried out the optimization because we reduced the number of subdivision SKU and unified many departments, so the staff were also optimized to lay off about 20%. " < /p >
< p > to look at the scale of today's customers, the number of layoffs is 20%. The biggest abolition takes place in the seventh business unit, the third business unit and the V+ merged into one department. This is also mentioned earlier, because there is no counterpart, causing some misunderstanding to the supplier. Behind such a large proportion of layoffs is the result of the "awakening" of the old age: < /p >
< p > "our own team, including myself, is too proud. We have not understood the customers from the brand or the most basic products. Because everyone has been growing too fast for some time, we can not get rid of the influence at that time, hoping to maintain rapid growth. When you consider sales and growth rates as targets, you can only force products. For example, in this room, we should calculate how many a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > can fill it up. This time is not to discuss the clothes themselves, but to discuss how big the house is. This idea is wrong. It looks childish today, but for a while we did it. " < /p >
Less than P, the pursuit of rapid expansion of scale and soaring rate of growth in such a wild hurricane has been pursued in recent years. However, due to the complexity of the category, too much SKU, no guarantee of quality, and a decline in user experience, the development of the customer is far from the original ambition of the old age. It is the "most terrible" inventory that completely engulfed this dream. Recalling the days of frenzied handling of inventory, there was still a lingering fear of this year: "this time last year was the most difficult time for me." Because at this time last year, our inventory was 5 times that of me today. Before the Spring Festival, we cleared the storehouse, and of course we paid the price of blood, and sold a lot of products at a very low price. It also hurts the brand. " < /p >
< p > < strong > how to deal with the stock crisis is also a problem that we have pondered over the years. < /strong >: "I talked with a lot of partners, especially those who made traditional brands, and found it very pessimistic. After more than ten years, the brand dealers finally closed their stores or went to the real estate market. What's the reason? The inventory pressure is too high. For example, when an enterprise has a scale of 5 billion, it must have a stock of 20%, which means 2 billion of the inventory. What is the net profit of an enterprise? If 20% is not sold, it will be difficult for anyone to bear. So then I began to think about change. < /p >
< p > the other protagonist of the story, the founder of millet technology and investor of fan Ke Cheng, Lei Jun, began to intervene at this time. "Before the release of millet 3, Lei Jun has a lot of experience, and then he has a guest complex, and I have a very good relationship, then we exchanged. But I didn't expect that I would be able to communicate for 60 hours later, because at the beginning, I thought Lei Jun was talking nonsense. Lei Jun began to say, go to KPI, gross profit margin, to organize, I think, how can it be? But I accepted later, this is very stimulating to me, affecting the change of customers. Chen said. < /p >
< p > this part of the story is basically consistent with the content of Lei Jun's proposal to spanform the customer with millet thought, which has been spread around the Internet. According to him, we will strive to achieve two points in the future: first, no inventory; second, we must make profits. < /p >
< p > < strong > for inventories, Chen said "/strong >:" to learn from Xiaomi and Lei Jun. It will come to mind that our best time is 07 to 10 years. Why do we live well? Because we always sell goods without stock. We didn't even think about inventory in the first four years. In 2011, we were stunned by a blow. We spent the past two years digesting it. Millet has given us the most important inspiration. For example, in the first two days, customers bought only 20 thousand down garments and sold them in half a day. Later, we should refer to this train of thought. There are too many storehouses in front of our customers. Now we have to rent out many warehouses. < /p >
< p > Quality plus a small amount, greatly reducing SKU, returning to a simple match, and achieving the highest quality is the core of the zero inventory strategy formulated in the past year. "I embarked on the integration of marketing, design group and product technology center, and returned to the basic and basic colors of history. For example, you can't dress more than 30 kinds of colors, and simplify SKU. " And Chen himself seems to have begun practicing the spirit of "chief product manager" advocated by Xiaomi and Lei Jun, bought all the clothes of everyone, and tried to wear a target= "_blank" href= "http://www.91se91.com/" > shoes < /a >. Good quality, I believe the brand will be able to recover, "/p".
< p > < strong > for profit, "/strong": "we expect to make profits in the month in November. In 2014, the annual profit can be realized, although this statement is still postponed compared with the "profit realized in 2013" which everyone once said. However, compared with the analysis of the industry, "no loss of blood supply capacity of all customers" is still optimistic. {page_break} < /p >
< p > Lei Jun, who provided the source of change thought, will be more deeply involved in the management of millet next year. There is no positive answer in the old age, but a positive response to the "ultimatum of investors may be replaced by CEO" has been made in the past: "shareholders of investors will have pressure on me and have a goal for the development of all customers, but the change of customers is active, not passive, otherwise, you will not see me today. Of course, there are so many accusations pointing at me now that if I don't do (CEO), it will be very easy, but I will not do that. < /p >
< p > no matter whether the a > von Cheng pin /a > the past glory or the worries about its future development, it all comes back to a question: is the product brand or the platform channel brand? Is the V+ platform even though there are billions of monthly sales, but the platform is no longer the strategic focus of the past. "We do not think about competing with Jingdong," he said. "We simply regard these cooperative brands as a supplement to the existing brands of customers. After all, customers have so many customers who buy clothes. We do not need to go back to the idea of platform. Don't even think about it. You can't do these two things at the same time. " < /p >
< p > to the former glory of the fourth electricity supplier in the past, the old age understood this way: "at that time, we put all the B2C together for consideration. At that time, we always said we were brands, we were brands, but we had been discussing and puzzling all the time, sometimes in misunderstanding, even our movements were distorted." < /p >
< p > in the expression of old age, his face is blurred. It is just a misunderstanding of others. Once the idea, we can not be tested, but today's fans are no longer able to return to the electronic business platform of the game track. Can millet thinking save and recreate the product brand of all customers? Only time. < /p >
< p > < strong > Chen responds to debt arrears: < /strong > total layoffs 20%, a new round of financing will be put in place immediately < /p >
< p > this round of the storm started from rumors of debts. In the interview, Chen admitted that owing to the departmental adjustment of VIC, there was a certain default on the payment, but it also indicated that it would arrange for the supplier to make the payment as soon as possible: "we will pay immediately. A lot of money has been accumulated, and these two days have added a lot of money. Chen said that he did not worry about the problem of capital chain. The current situation can be met and the company is running normally. As for the speculation of the outside world, whether the guest can get the seventh round of investment smoothly, the old age appears very confident: "we are talking about the new round of financing now, and will soon be completed." < /p >
< p > > all customers are trapped in today's negative public opinion dilemma. Chen believes that in addition to the media's "booing up", it is the result of everyone's initiative to change: "we were planning to move only at the end of October, because the office lease of Yonggui center will not expire in May next year, but why do we need to move immediately? This is because the customer team has reached a consensus, hoping that the whole company will change immediately. After moving, we carried out the optimization because we reduced the number of subdivision SKU and unified many departments, so the staff were also optimized to lay off about 20%. " < /p >
< p > to look at the scale of today's customers, the number of layoffs is 20%. The biggest abolition takes place in the seventh business unit, the third business unit and the V+ merged into one department. This is also mentioned earlier, because there is no counterpart, causing some misunderstanding to the supplier. Behind such a large proportion of layoffs is the result of the "awakening" of the old age: < /p >
< p > "our own team, including myself, is too proud. We have not understood the customers from the brand or the most basic products. Because everyone has been growing too fast for some time, we can not get rid of the influence at that time, hoping to maintain rapid growth. When you consider sales and growth rates as targets, you can only force products. For example, in this room, we should calculate how many a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > can fill it up. This time is not to discuss the clothes themselves, but to discuss how big the house is. This idea is wrong. It looks childish today, but for a while we did it. " < /p >
Less than P, the pursuit of rapid expansion of scale and soaring rate of growth in such a wild hurricane has been pursued in recent years. However, due to the complexity of the category, too much SKU, no guarantee of quality, and a decline in user experience, the development of the customer is far from the original ambition of the old age. It is the "most terrible" inventory that completely engulfed this dream. Recalling the days of frenzied handling of inventory, there was still a lingering fear of this year: "this time last year was the most difficult time for me." Because at this time last year, our inventory was 5 times that of me today. Before the Spring Festival, we cleared the storehouse, and of course we paid the price of blood, and sold a lot of products at a very low price. It also hurts the brand. " < /p >
< p > < strong > how to deal with the stock crisis is also a problem that we have pondered over the years. < /strong >: "I talked with a lot of partners, especially those who made traditional brands, and found it very pessimistic. After more than ten years, the brand dealers finally closed their stores or went to the real estate market. What's the reason? The inventory pressure is too high. For example, when an enterprise has a scale of 5 billion, it must have a stock of 20%, which means 2 billion of the inventory. What is the net profit of an enterprise? If 20% is not sold, it will be difficult for anyone to bear. So then I began to think about change. < /p >
< p > the other protagonist of the story, the founder of millet technology and investor of fan Ke Cheng, Lei Jun, began to intervene at this time. "Before the release of millet 3, Lei Jun has a lot of experience, and then he has a guest complex, and I have a very good relationship, then we exchanged. But I didn't expect that I would be able to communicate for 60 hours later, because at the beginning, I thought Lei Jun was talking nonsense. Lei Jun began to say, go to KPI, gross profit margin, to organize, I think, how can it be? But I accepted later, this is very stimulating to me, affecting the change of customers. Chen said. < /p >
< p > this part of the story is basically consistent with the content of Lei Jun's proposal to spanform the customer with millet thought, which has been spread around the Internet. According to him, we will strive to achieve two points in the future: first, no inventory; second, we must make profits. < /p >
< p > < strong > for inventories, Chen said "/strong >:" to learn from Xiaomi and Lei Jun. It will come to mind that our best time is 07 to 10 years. Why do we live well? Because we always sell goods without stock. We didn't even think about inventory in the first four years. In 2011, we were stunned by a blow. We spent the past two years digesting it. Millet has given us the most important inspiration. For example, in the first two days, customers bought only 20 thousand down garments and sold them in half a day. Later, we should refer to this train of thought. There are too many storehouses in front of our customers. Now we have to rent out many warehouses. < /p >
< p > Quality plus a small amount, greatly reducing SKU, returning to a simple match, and achieving the highest quality is the core of the zero inventory strategy formulated in the past year. "I embarked on the integration of marketing, design group and product technology center, and returned to the basic and basic colors of history. For example, you can't dress more than 30 kinds of colors, and simplify SKU. " And Chen himself seems to have begun practicing the spirit of "chief product manager" advocated by Xiaomi and Lei Jun, bought all the clothes of everyone, and tried to wear a target= "_blank" href= "http://www.91se91.com/" > shoes < /a >. Good quality, I believe the brand will be able to recover, "/p".
< p > < strong > for profit, "/strong": "we expect to make profits in the month in November. In 2014, the annual profit can be realized, although this statement is still postponed compared with the "profit realized in 2013" which everyone once said. However, compared with the analysis of the industry, "no loss of blood supply capacity of all customers" is still optimistic. {page_break} < /p >
< p > Lei Jun, who provided the source of change thought, will be more deeply involved in the management of millet next year. There is no positive answer in the old age, but a positive response to the "ultimatum of investors may be replaced by CEO" has been made in the past: "shareholders of investors will have pressure on me and have a goal for the development of all customers, but the change of customers is active, not passive, otherwise, you will not see me today. Of course, there are so many accusations pointing at me now that if I don't do (CEO), it will be very easy, but I will not do that. < /p >
< p > no matter whether the a > von Cheng pin /a > the past glory or the worries about its future development, it all comes back to a question: is the product brand or the platform channel brand? Is the V+ platform even though there are billions of monthly sales, but the platform is no longer the strategic focus of the past. "We do not think about competing with Jingdong," he said. "We simply regard these cooperative brands as a supplement to the existing brands of customers. After all, customers have so many customers who buy clothes. We do not need to go back to the idea of platform. Don't even think about it. You can't do these two things at the same time. " < /p >
< p > to the former glory of the fourth electricity supplier in the past, the old age understood this way: "at that time, we put all the B2C together for consideration. At that time, we always said we were brands, we were brands, but we had been discussing and puzzling all the time, sometimes in misunderstanding, even our movements were distorted." < /p >
< p > in the expression of old age, his face is blurred. It is just a misunderstanding of others. Once the idea, we can not be tested, but today's fans are no longer able to return to the electronic business platform of the game track. Can millet thinking save and recreate the product brand of all customers? Only time. < /p >
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