Interpretation Of Hai Lan's Home Industry Chain Alliance Fulcrum
< p > in fact, this is the 11 years of the establishment of a cheap men's wear chain brand, the second time to enter the capital market. In May 2012, Hai Lan's family tried to sprint IPO, but eventually it was denied. However, the "beautiful" financial data disclosed in its prospectus - over 50% annual sales growth, and the inventory of 56.8% of total assets have aroused widespread concern. < /p >
< p > under such background, the data disclosed by < a href= "http://www.91se91.com/news/index_c.asp" > Hai Lan home "/a > are somewhat out of tune. At that time, the controversy has also continued to this day. < /p >
< p > "all misunderstandings originate from ignorance." In the afternoon of November 4th, Zhou Jianping, chairman of Hai Lan's home in Hai Lan group's Jiangyin headquarters, told reporters on twenty-first Century's economic report, "many people think they know clothes very well and use the set of models that they understand to set up Hai Lan's home." < /p >
< p > < strong > < < light assets > > /strong > < /p >
< p > in the restructuring report published by Keno technology in August 31st, Hai Lan home describes its own business model: Based on the understanding and analysis of the Chinese clothing market, the company focuses on the core competitiveness building of brand management, supply chain management and marketing network management, and integrates the "a href=" http://www.91se91.com/news/index_c.asp "clothing industry < /a" chain resources with the win-win concept as the core concept. It creates a business mode different from the general garment enterprises and general chain enterprises, and integrates suppliers, franchisees and companies into an organic whole with interests. Under the conditions that all parties in the industrial chain bear limited risks, the virtuous circle of each link of the industrial chain and its respective benefits and common development is realized. < /p >
< p > specifically, in the entire production and sales process, Hai Lan's home controls the upstream product planning, brand management, and the downstream "supply chain management and marketing network management", while the middle "product design, clothing production, transportation and distribution" links are outsourced. < /p >
< p > in this "industrial chain alliance", "suppliers" and "franchisees" are the two most important links. Among them, in order to "make full use of clothing production resources", between Hai Lan's home and suppliers, it mainly adopted the cooperation mode of "retail oriented credit purchase, joint development, unsalable merchandise return and two purchase". In the sales link, the main mode of cooperation is "separation of ownership from management rights", that is, franchisees only need to take part in the rents and liquidity, and the management of the stores is completely handed over to the home of Hai Lan. "We control the terminals thoroughly, and franchisees have no power." Zhou Jianping said. < /p >
< p > this typical "light asset operation mode" is also the most effective weapon for the rapid expansion of Hai Lan's home in the past 10 years. According to the restructuring report, as of June 2013, the number of stores in Hai Lan home was 2522, of which 2428 were franchised stores. < /p >
Less than P, and in the upper reaches of the supply chain, as of June 2013, Hai Lan home brand has 236 stable suppliers. Zhou Jianping said that these suppliers, based on the overall planning and development of Hai Lan's home, developed products in strict accordance with the orders of Hai Lan's home and supplied them to the sea Lan's home on credit sale. After selling the products in the two seasons of Hai Lan's shop, Hai Lan's home could return the unsalable goods. < /p >
< p > < strong > "high inventory" debate < /strong > < /p >
In the eyes of outsiders, the operation mode of Hai Lan's home seems to have no substantive difference from the other brand operators in the domestic garment industry. < p > < /p >
< p > but Zhou Jianping said: "we can not compare with other brand operators. A good business model, as long as a ring is different from me, it is completely different from mine. In his view, the unique feature of Hai Lan's home is that there is not a single error in the management of Hai Lan's home. "We should divide it with the suppliers, and divide them with the franchisees." < /p >
< p > obviously, the profit distribution mechanism is the most important support behind the carefully designed "industrial chain alliance" at Hai Lan's home. According to Zhou Jianping, Hai Lan's home is purchased at 1.5 times the supplier's cost price, and the retail price of these products will be 2.5 times that of the incoming price, while the franchisee will extract 35% of the retail price. < /p >
Less than P, however, in 2012, 3 billion 800 million of the inventory disclosed by Hai Lan's home was regarded as the biggest hidden danger in its supply chain management. But Zhou Jianping stressed, "I do not have my own stock. My inventory is actually a supplier." And, in his view, Hai Lan's inventory calculation method is quite different from other domestic garment enterprises. "Other brands are selling products to distributors and pressing goods to the regional general agent. In this case, the brand owners will not have any stocks. And my inventory is the sum of all stores inventory and headquarters inventory. " < /p >
< p > Hai Lan's family manager Zhang Xiaofan explains that between Hai Lan's home and its suppliers, it is a "return sale" relationship. "These can be returned to suppliers." It is understood that at present, Hai Lan's home will return about 20% of the tail cargo (unsalable goods) to the supplier. < /p >
< p > but in Zhou Jianping's view, this will not cause the supplier to rebound. "The return of 10-20%, I have already taken into account when deciding the purchase price with the supplier. Basically, our entry price is supplier's cost plus 50% gross profit. As long as we sell 80% of the goods, the gross profit will be 15% to 20%. This formula is dead. It has made the money back, that is, it is okay to throw the tail cargo away. If it fails to do so, which supplier will cooperate with me? "/p".
< p > even facing the challenge from outside, Zhou Jianping insisted: "I think our inventory is very reasonable. What is reasonable, my supplier can make money, my franchisee can make money, and my brand can make money, which is reasonable. " < /p >
< p > of course, after 2012, Hai Lan's home has actually accelerated the process of "de Stocking". In the first half of 2013, when sales revenue increased by 30% over the same period, its inventory decreased from 4 billion 457 million at the end of 2012 to 3 billion 852 million, while the share of inventory in total assets dropped to 40%. < /p >
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