XTEP: The Story Behind The Rapid Growth From 1 Billion To 5 Billion 500 Million

< p > from the sporting goods industry to the first tier sports operator in China, from the extensive management of family workshops to the optimization of the full value chain management, the strategic cooperation between AMT and XTEP for 7 years has witnessed how XTEP has gone from a brutal growth step by step to a sustainable and steady development path, and realized a leap from 1 billion to 5 billion 500 million business income.

The story begins in 2007.

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< p > strong > 2007: strategic clarity and systematic planning, ending < a href= "http://fz.sjfzxm.com/" > barbarism < /a > growth < /strong > /p >

< p > 2007, the domestic sporting goods market competition has been very intense. Besides the international brands such as Nike, Adidas and Kappa, the local Lining and Anta have already grown stronger. XTEP, where Quanzhou is located, has many competitors such as PEAK, Jordan (China), and 31st degree competition. How to survive in the competitive market and come back to the top? XTEP faced many challenges at the time: < /p > Fujian.

< p > in strategic direction, XTEP's "creating the first brand of China fashion movement" is merely a slogan. How can this target be applied to the specific business strategy and operation to achieve the core competitiveness? < /p >

In P's internal operation and management, XTEP still stays at the traditional "rule by man" management level, and lacks a standardized process system.

Ding Shuibo, President of XTEP, sighed, "it's not enough to work 16 hours a day"; especially when a business trip comes back, there is a long queue outside the office waiting to sign.

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< p > on the support of information tools, the information isolated island of IT causes the fault of information flow, capital flow and logistics, making marketing risk increasing, financial control lagging behind, and channel inventory unknown, which is a great obstacle to XTEP's business operation management.

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< p > XTEP has started the process of listing, and must pform from family business to public company. The pressure brought by performance pressure is unprecedented.

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"P > end the barbaric growth and move towards standardized management. Change is imminent. 07 years after new year's day, XTEP joined hands with AMT to open up the curtain of comprehensive management promotion: < /p >

< p > strong > 1, < a href= "http://sjfzxm.com/pioneer/" > strategy < /a > clarity: < /strong > /p >

"P > AMT organized XTEP's first high-level strategic seminar in XTEP. Through the guidance of AMT industry and experts from various fields, XTEP's first and second high-level business leaders made a first collective thinking on business combinations, stages of development priorities, core competence of the company, and brand marketing, product development, production supply and specific business strategies of channel retailing, and gradually formed a consensus.

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The positioning of "P" XTEP "fashion sports" has been evaluated by the industry as the most successful place for XTEP.

And 07 years of strategic clarity is the foundation for the "fashion movement" to come to the ground.

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< p > < strong > two, IT strategic planning: < /strong > /p >

< p > how to make use of information technology to achieve "quick response, pparent information and controllable risk" in business management? The AMT consulting team helped XTEP establish a blueprint for management and IT, and formed a plan for management optimization and IT system construction in the next 3 years, providing clear guidelines for the subsequent comprehensive management improvement. At the same time, it established a IT governance mechanism for XTEP, which provided organizational and personnel protection for the implementation of IT planning.

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< p > < strong > 2007-2009 years -- "management +IT" connection action, create standardized management system < /strong > /p >

< p > according to IT strategic planning, the construction of XTEP's comprehensive management +IT has been carried out vigorously. Based on the construction of the three core systems of collaborative office / knowledge management system, distribution and retail system, and ERP, the internal process standardization management, the integrated management of the channel and the overall coordination of the supply chain are realized synchronously.

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< p > < strong > 1. Collaborative office / knowledge management system, to open up internal processes, and establish internal information portal < /strong > /p >

< p > the speed and function of XTEP's original OA system can not meet the existing needs. Therefore, the Velcro platform of AMT is introduced, through the portal management + Process Management + Knowledge Management + report management + expense online reimbursement and budget control, to create an integrated internal collaborative office and knowledge management system.

Through the portal management, we can achieve single point landing among multiple systems; use process management to improve business operation efficiency; use knowledge management to establish internal efficient information sharing and sharing; through report management, real-time analysis of the operation of the process; through cost online reimbursement and budget control and management, real-time monitoring of departmental expenses reimbursement, reasonable control of expenditure, facilitate the budget control of various centers, and achieve clear implementation of departmental budget.

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< p > < strong > two, standardization of distribution and retail management, so as to realize channel management from "warlord separation" to "unified Jiangshan" < /strong > /p >

< p > distributor integrated operation is the most important part of improving the core competitiveness of XTEP supply chain.

In October 2007, XTEP officially launched the joint action project, which was composed of XTEP and UF +AMT to form a joint working group to start the first step of integrated management of channels.

The three specific objectives of the project are < /p >.

< p > establish a company's distribution and retail operation standard to enhance the retail and retail management capabilities; < /p >

< p > forming the implementation and maintenance standard of distribution and retail management system, improving software implementation efficiency and maintenance ability; < /p >

< p > establish business reporting system to enhance branch's capability in business management and operation analysis.

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< p > by connecting the action items, the management standard of distribution and retail for XTEP was established, the implementation team was set up quickly, and the benchmark was established. After that, XTEP fully promoted the application of UF retail distribution system in the sales channel system, so as to realize the information interconnection between the head office, branch offices, distributors and sales terminals, and integrate the system of the national channel providers.

For the company's unified business management, efficiency and cost reduction, it lays the foundation for establishing a fast response supply chain.

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< p > < strong > three, ERP system selection, find the core business needs, and realize the connection of management to IT system < /strong > /p >

< p > for shoes and clothing enterprises, the primary problem of ERP system construction is how to choose the right system. Due to the requirement of multi-dimensional product attributes such as color scale and so on, most of the conventional ERP systems can not meet the requirements of the industry application; how to select the system that conforms to the industry characteristics and meets the characteristics of XTEP business management and development requirements? In 2007, AMT helped XTEP sort out the whole supply chain process, abstracted the key functional requirements, and formed a standardized IT selection process, which laid the foundation for the subsequent ERP selection and construction.

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< p > < strong > 2009-2012 years -- IT system is applied in depth, realizing fine management < /strong > /p >

After the successful listing of XTEP in Hongkong in 2008 P, its internal management requirements are more standardized.

And XTEP has gone through the first round of basic information construction, and also further refined the management on the basis of standardized management.

At this stage, the key tasks include the following: < /p >

< p > < strong > 1. On the basis of the original OA/KM system, promote the deep application of knowledge management: < /strong > /p >

On the basis of the original KM system platform, < p > AMT has further built up the strategic management information portal for XTEP. Based on the business operation and decision-making needs, the management information authorization has been formed, and the management Kanban and information portal for the non group has been established. It has realized the reasonable sharing of the internal information and improved the efficiency of communication and decision-making.

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< p > < strong > two, after the comprehensive promotion and application of the distribution and retail system, we will focus on improving the system application value and system application depth: < /strong > /p >

< p > standardize the distribution and retail business process, improve the data quality of channel terminal, and establish corresponding data analysis system, timely feedback sales situation, achieve real-time control of market changes, and provide basis for formulating sales strategy and product development.

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The implementation of < p > strong > three and SAPERP has opened up the whole supply chain process, optimized business and improved management, and laid the foundation of information for supporting XTEP's billion scale.

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< p > 2012, with the advent of the winter of the industry and the decline of peers' performance, XTEP has become the only growth enterprise in the domestic sporting goods listed companies with 5 billion 550 million of earnings. This is closely related to the rapid information feedback and internal response mechanism established by XTEP through information technology.

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< p > 2012-2014 years -- agent's corporatization operation and performance promotion guidance to achieve full value chain optimization, < /p >

The competitive situation of sports goods industry is becoming more and more serious in the P < 2012 >. As a brand operator, XTEP is the only way for XTEP to lead to consumers. It takes the "half way" of the whole value chain, while the wholesalers do not have standardized chain operation ability, which makes XTEP's marketing strategy unable to land and terminal potential can not be maximized.

Therefore, XTEP once again joined hands with AMT to start the promotion of agents' performance to improve the guidance project, so as to achieve synergy with agents, promote healthy development of channels, and achieve fine management of terminals.

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< p > AMT to assist XTEP in Guangxi's agents, Shanxi agents, synchronization headquarters, Wenzhou agents and other agents to carry out the company's operation and management promotion, performance improvement counselling.

For XTEP, helping agents to clarify regional development plans and improve the company's operation of agents has promoted the XTEP group's marketing strategy landing, upgrading the order index, opening shop and other initiatives to achieve the true landing of marketing strategy; for agents, it has clarified the strategic objectives for 3-5 years, boosted the confidence of agents, and realized the pformation of "extensive management" to "standardized management of companies" in the management mode, and promoted the core business capacity-building of fine management of stores.

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< p > 2014, the cooperation between AMT and XTEP is continuing. 7 years of continuous cooperation in nearly 20 projects, AMT is accompanied by XTEP's growing maturity.

What makes AMT proud is that we have been working hard to fulfill our ideals -- let every successful enterprise have AMT's figure behind it! < /p >