Han Du Yi She Multi Hop: From Amoy Brand To Incubator

With the Han Feng positioning of personality and a small number of production rhythm, the Korean 6 year old Korean clothing has firmly occupied the first camp of the Amoy brand.

But with no hundred days of red, founder Zhao Yingguang knew that he could not only embrace a tree of Hanfeng. After waiting for the brand and channel to mature, he quickly pformed himself into an intermediary, and built an open platform with an elastic supply chain and an internal incubator.

In response, Zhao Yingguang told reporters, "the first mode of Korea's clothes house is to hatch the brand from the product group inside the staff, and now we are an open platform."

For Quan Ren, one of the sponsors of the recent StarVC entry into Korea, this open business model is an important attraction for him.

Han Feng from purchasing

After 70, Zhao Yingguang has always had a dream of starting an undertaking. The reason why he has cut off from the fashion of Hanfeng is to start with youth.

In 1993, he went to Shandong University to study Korean language. After graduation, he worked in a foreign trade company. He was sent to the Korean branch office in 1997 and stayed there for 10 years.

South Korea's booming e-commerce has touched him deeply and wants to take this as his entrepreneurial direction.

In 2002, he began to try to buy online shop on his spare time. He sold all kinds of cosmetics, daily necessities, automobile supplies and so on. Basically, each of them did one or two years in order to find out where the appropriate breakthrough is.

"After all, purchasing is only a channel business role, and what I really want to do is my brand, but it involves the entry threshold."

Zhao Yingguang explained to reporters that clothing is a relatively low threshold in many categories, and the market is large enough. At the same time, the popularity of Hanliu clothing and the number of young women in "Hanhan" are very large. Therefore, "Hanfeng dress" has become the final target, and Han Douyi house was officially launched in 2008.

In the first year, the resources of the company were limited. In order to train the team, it was decided to start from purchasing.

From the thousands of clothing brands in Korea, 1000 brands of good quality and style have been screened. The first group of 40 buyers has been organized. Each person is responsible for 25 brands. Every day, 8 products are selected from the responsible brands, and the editors are uploaded to the shops, so that more than 300 new models can be put on the shelves every day on average. At that time, Taobao has the most style and fastest update shop, which has won the flow of the Korean clothing house, and has laid a good foundation for the next push from the brand.

Location broker

From purchasing to the location of their own manufacturers, how to find quality suppliers has always been a headache for Zhao Yingguang.

Then

Just a small company with 7 people, the order is so small that the big factory can't see eye to eye, so it has to go through Alibaba to find more than ten people's small workshops, and the fabrics can't be used naturally. The goods from the fabric market are cheap and of poor quality. The so-called quality inspection is not a mere empty talk, because the small workshops that require the whole collection to receive the orders do not accept returns, and even if they produce worse, they can only sell them hard.

"This is not an example. The Internet brand is a small number of products with a small quantity, and it is difficult to match the supply chain under the line, and the most intuitive experience for consumers is goods not to map."

Zhao Yingguang analysis, in the long run, the customer viscosity of the brand will decline, and then be squeezed by the higher and higher flow cost. If we look for quality production in large quantities, if cash flow fails to backlog the vicious stock, the cash flow will be dead.

How can we solve this dilemma? He has a brainwave: since the small brands are powerless for the supply chain, can we first integrate all our orders into one piece, and then join the factory? The middle integrator is just like the central kitchen in the catering industry, and unify the "procurement" docking supplier to reduce the production cost. Every brand needs to concentrate on the vision and marketing of their front-end.

"Han Du Yi she wants to be such an intermediary company."

He told reporters.

So Han Du Yi house first used a "product group" operation structure to test the knife.

These product groups from their product design, visual display, inventory management, discount promotions and other personality links are all made by themselves, while the production process and service process at the back end are provided by Han Du Yi house.

But the "brand" operation requires capital, and the Korean home has its own rationing rules.

For example, according to a product group of 3 people, each person's initial amount of 20 thousand -5 yuan to calculate, that is up to 150 thousand yuan to start, as the cost of placing orders, next month's amount is directly linked to the sales volume this month, the more sales, the larger the amount, and the company will be divided into profits with them; otherwise, if we do not sell the stock, we will not use the quota next month.

Does that mean that it doesn't have to be eliminated? Zhao Yingguang thinks, that's not necessary, because different groups can be combined freely. The group that has not done well will split itself, and the personnel will be merged into other groups. The so-called "horse race is no match", and the company needs to mobilize their enthusiasm for competition by mechanism.

To sell products

However, there were only 10 product groups at the beginning of Han's clothes house, and still could not make a large order.

Zhao Yingguang admitted that the first two years of quantitative change.

In the meantime, their overall size is still small, and the idea of upgrading the supply chain can only be put on hold.

Since then, the number of product groups has been increasing, and it has achieved nearly 100 million scale in 2010, and got tens of millions of venture capital investments from IDG before being able to change to a number of high quality production plants.

He recalled that it was thrilling. At that time, there was still some distance between Han and his clothes factory from the large regular factories. But at the juncture of improving the quality, they had to take the lead in order to increase the quantity of orders. The large amount of stock that increased instantly resulted in a larger loss in those years. Fortunately, with the accumulated sales ability, we finally passed through safely.

The next step is to optimize the supply chain system and respond to the fast fashion demand rapid response.

In Zhao Yingguang's view, the strategy of Internet brands to sell their products is very much the same. It is nothing more than to test the water market in small quantities, and then organize production according to the sales situation, so as to see who will play more smoothly in this process.

The practice of Han Du Yi house is that the fifteen day of the new rack will enter a ranking of "explosion, prosperity, peace and stagnation" based on the data model analysis.

For flat sales and slow-moving sales, it will not wait for the traditional brand to wait until the discount season to promote sales. Instead, it will rush to clear the warehouse in the rush season and speed up the turnover.

"There is a core problem here. We have to pform the suppliers who originally served the traditional enterprises and let them follow the pace of your fixed production."

Zhao Yingguang takes the production of down garments as an example, and the traditional clothing enterprises give orders to the factories in the first half of the year, while Han Douyi house is using a "4-3-3" method to make the factory produce clothes for the season: the 40% order for collecting market feedback is the same as that of the traditional clothing enterprises. In the late spring, the production is on sale and the shelves are in season. The proportion of the following 30% explosions and booming loans is placed on the order of October, and the remaining 30% is in the peak of "double eleven" online shopping, depending on the sales situation and the climate of that year. If winter is added, if the winter is warm, the last 30% can be cut off.

However, it is not easy for the factory to accept this flexible production rhythm. Even if the Korean clothing house has grown to 267 product groups, it can bring many orders to them, but the production volume of each commodity is still relatively small, which means that the factory has to pay a higher cost.

In this regard, Zhao Yingguang said that the Korean clothing shed will help the factory, through the previous marketing planning and product planning, the original time consuming fabrics and accessories are properly prepared, and the production capacity needs to be informed of the factory ahead of time. When the order goes to the factory, it only needs to arrange the processing, and only needs to reserve the capacity requirement, which greatly reduces the cost, so that the factory will be more willing to take orders.

In addition, in order to encourage factories to cooperate with production, they set up a comprehensive evaluation system according to their quality, delivery time, quotations and so on, and divided them into grades from 1A to 5A.

The level is high, the corresponding accounts are short, the shortest takes only 10 days, and the longest takes 40 days.

Reporters learned that at present, there are more than 240 factories integrating Han and Yi house, among which 60%-70% has been completed according to the company's production requirements.

Side hatch acquisition

After optimizing the factory in the back end, Han Du Yi house is also at the front end.

Brand size to feed the supply chain.

Zhao Yingguang told Nandu reporters that, as originally conceived, the product group has gradually hatched into sub brands, and more than 10 have been born since 2012.

Unlike most of the clothing companies pushing the sub cards from top to bottom, the brand of Han dresses is not a deliberate planning at the company level. It mainly depends on the willingness and ability of the product group, and the positioning of the new brand is also decided by themselves, and then the company guides and cultivates according to the market direction.

For the new brand, it is also a fund rationing system that follows the product group, but the amount will be bigger, such as the 10 million sales target in the first year, and the company can give 5 million of the funds.

His logic is, from the initial use of 150 thousand, to stand out to achieve millions of standards, behind the group members' thinking and ability has been verified, at this time the company to invest money to cultivate, the risk is actually very small, and he believes that these ten brands must be able to be sharp.

"Here is the meaning of industrial investment. We are the incubator, and also the investors of these new brands."

He told reporters in Nandu.

Compared with the internal incubation, the direct investment of the existing Internet brand is more direct. For the Korean family, the acquisition or holding can be done.

On the screening standard, Zhao Yingguang delineated the outstanding leaders in those market segments, and in terms of positioning, they can complement each other with their own brands. If the style is similar, as long as they really do well, he will not let go of the opportunity in the income capsule.

For example, in 2012, the Korean family bought the original designer brand, and this year bought a low key woman who focuses on the middle-aged and old women's clothes. Now, it is renamed Diquetna. Besides, there are still seven or eight negotiations.

At present, the Korean clothing house has covered girls' wear, ladies' wear, middle-aged and old women's wear, children's wear, men's wear and other products of all ages, and styles are more and more diverse.

Open Designer

However, Zhao Yingguang is not satisfied with this. He has a more "Crazy" idea, which is to open the platform to designers.

In his view, excellent designers are also the potential stocks of incubating brands, but their design ideas often stay on the idea, because the test market costs are too high. Who will find factories for proofing and production for an idea? And the Korean clothing house just wants to use the ready supply chain system to help them step out of the test market; if we dig out worthy designers, we can further discuss cooperation, for example, the company has some funds and auxiliary teams to make another small and beautiful brand.

"In fact, access to designers is a challenge, because their orders are smaller and their quality and workmanship are higher."

Zhao Yingguang said, it depends on the size of the company's strength, and can you use large orders?