Can Customers Return To A Small Company To Focus On The Ultimate Strategy Of Shirts?

Chen was deeply influenced by Lei Jun.

In June 2013, it was the most difficult time for all customers. They were deeply trapped in rumours of funding fragmentation and layoffs.

In a wine Bureau, Chen Jun asked Chen: "are we still brothers? We are brothers, and we can not understand that products are not acceptable.

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I was very angry that day.

Chen said in his speech yesterday, "because you lei Jun Niu, made millet more than 300 billion valuation, but everyone is so famous, at least $50 or 6 billion valuation of the company."

The old subtext is that every guest is a big company.

2 months later, Lei Jun and other directors came to see all the products. At the end of September, the new products were on sale in the autumn and winter of 2013.

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Lei Jun did not look at the old PPT, but spent two hours studying the clothes on these hangers. Then he said to Chen, "what I see is not a brand store, but a department store market."

This is the situation of all customers at that time. Even then, Chen had reconsidered too many products and cleaned up stocks. In the millet thinking, Lei Jun still looked at hundreds of clothes hangers.

The board decided to start more efforts to promote customer reform.

Not long after the visit, the board found the guest management team to sit down and talk about whether the shirts could be done well.

This problem is that the old age and the fan team can not understand: in the history of customers, about 10000000 shirts have been sold and about 1000000000 sales have been created. What is "can we do a good job of shirts"?

Under the influence of millet single product strategy, Chen spent 3 months to realize how difficult it is to do a shirt well and really do it well.

Of course, before focusing, customers need to be more thorough.

In the old days, the van is now a small company. From the top 13000 employees to the current warehouse, a total of more than 600 people, from the highest 190 thousand SKU, more than 50 channels to a total of 200-300 SKU plus color size.

It was not only the size of the company that had been cut down, but also the marketing of Feng Da and his best selling skills.

Hatched from all guests

Such as wind up, was once the benchmark of the electricity supplier industry. Last year, it was stripped of its assets and sold to the Tianhua Huayu group of the highway express company in June this year as an independent brand.

When he talked about Feng Da, he felt guilty. He thought that Feng Da was a very good company. The reason for the gradual decline of the express delivery industry was not from itself, but by all customers.

In particular, such as Feng Da as a courier company needs to open more sites, but everyone in the process of shrinking a large number of closed sites, so as to wind up.

"Selling is really good for the wind."

In the past year, Chen also gave up as well as the marketing of "the object" that once created the star effect.

"What are we doing now?"

Chen said that in the past year, after the end of 2007, he went back to the front line of products.

And the most important thing to do is to make a single talent at the moment.

"If customers do not do things well, we will be struck by thunder."

Chen said.

In the past interview, the old age of the electricity supplier always talked about the mode and talked about growth. In the most dangerous years, everyone loved to talk about it.

Now the old age prefers to talk about products, not only the whole conference is talking about a shirt, even when communicating with the media, they will take off the canvas shoes and show you how to make the shoes comfortable.

"I stand here today, let bygones be bygones."

Although Chen did not want to mention the most difficult days of customers, he kept reminding himself of the decline of all customers: blind expansion of the category, the formation of large company diseases inside the company, overstaffing, backlog of large inventories, excessive emphasis on traffic economy and advertising, and the core issue of "user churn", "quality can not be guaranteed".

In recent years, it is believed that all customers have absorbed the mistakes of the Chinese brands at a very fast speed, and they can not talk about "fast", "dedicated" and "extreme". This is not something a brand should do.

Return to the age of products and become the chief experience officer of the company's products.

In order to make a pair of comfortable canvas shoes, running on the treadmill on canvas shoes in old age almost reached the state of "paranoid" test.

In order to make the best shirt, the past year went to Vietnam factory two times, two times Japan, two times Chongqing, and numerous Ningbo Shanghai.

Shirts are the kind of products that all guests start, and where they hope to rise and fall.

Of course, there is also a market gap. High quality ironing 300 shirts cost more than 1000 yuan in the market, and a white non iron shirt is the basic item in a man's wardrobe.

In the process of researching shirts in the past, he found that the original technology could not satisfy the new products. He invited Mr. Kimura's team in Japan.

This is a team that once helped UNIQLO get out of the predicament: UNIQLO made a mistake almost all over the year because of its blind expansion. Kimura's strategy to help UNIQLO to reverse the situation is nothing more than to reduce stores and launch focused single products.

The average price of the "300" high quality shirts is 2-3 times higher than that of the past, and the price is only 129 yuan, which is much lower than that of the similar type of 1000 yuan.

Chen disclosed that the price was also repeatedly discussed with Lei Jun, Lei Jun always thought that gross margin is a false proposition, and the best product is the most important.

But making mobile phones is different from making clothes.

Millet hardware may not make money, but its ecological chain has already set aside value-added space.

Continue to maintain "close to the people" cost-effective single product of all customers, where is the premium space of the brand?

Chen said frankly that he has not thought of that much at present. He is now studying how to make a pair of most comfortable canvas shoes after a shirt, or how to make the T-shirt with the most cost-effective.

All investors, Softbank's rich partner, Yang Dong, thinks that the biggest problem in China at present is the lack of national brands, and the mistakes and environment of customers are related to the collective environment.

"Japan, the richest in Europe are all making clothes, and all customers focus on it and start again. Investors are patient enough to wait."

Many senior executives of electric companies believe that customers have missed the best period of development. Now the competition in the brand competition has become more intense.

Can customers win the trust of users? How to avoid the expansion brought by the rapid growth? How to build a business model at low gross margins? These will be the problems that the customers need to continue to develop. The answer may take ten years or even longer.