Fashion Sexy Fashion Tycoons Are Created.

Here world

The little editor of the net tells you how far away from the fashion tycoons is the fashionable man.

If he had made such a dream in his old age, he would have changed his mind in a dream: he first turned into a former Jobs, and was driven out by his own company as a founder. After some hard work, he then returned to theatrical style, chopped off the messy product line and focused on several core products. Finally, he was like a Apple Corp of consumer company, holding the intersection of e-commerce and clothing.

Then continue to turn into a sexy fashion tycoon, like those of the international clothing industry, such as Versace (Gianni Versace), Armani (Giorgio Armani) and others, become very elegant and fashionable people, or like TopShop boss Green (Philip Green), although big belly poop, around is also beautiful woman like clouds.

This dream is very important to the founder of Vic.

Because it involves two essential characteristics of enterprise: concentration and professionalism.

It may be easy for old age to become a focus again. This is just the playing field, but the profession is a great challenge.

There is a very worthwhile evaluation of customers: advertising has attitude, clothing has no attitude.

For the Internet born, he has a good reconstruction of temperament and heart.

Because clothing is the body's tool, and sexy.

When Zhou Chengjian, chairman of Metersbonwe, said, "I am a tailor", my intention may emphasize quality and quality. But where can the quality of Chinese products go well? What is good workmanship and what can be done? In the final analysis, clothing is fashion, fashion and shopping psychology.

Extension, China has so many clothing Brand Company, mastered the market, has mastered the scale, but can not grasp the body and mind of consumers, one after another toward woodlouse NO. 1.

This is also the collective anxiety of this age. People possess wealth and everything, and only lose their beauty and grace.

In recent years, the Internet and the use of "people's fashion" have triggered a trend. This is a real detonation of the clothing industry, though it is just T-shirts and canvas shoes.

However, to become a real fashion tycoon, we must change ourselves.

But Chen did not do enough in this respect.

In the past four years, he has taken a more serious look at hurricane driving. The company's scale and self-confidence have been over expanded, attracting 6 rounds of investment totaling 422 million US dollars. This is the typical example of this business bubble seeking "quick but not broken".

In crisis, old age is suffering from pformation.

The old healing weapon is a book called the great leap forward to the great famine.

When he read the book and was deeply touched, the movie "1942" was not shown yet.

As a party history enthusiast, the old age is no stranger to the absurd age. But this time, I saw the words "good luck, great success, quick success and instant benefit" in this book.

Wang Chunhuan, the senior vice president of VIC, feels that "most companies are dying, not starving. Hunger makes people think calmly."

But the question is whether the current business adjustment and internal revolution can effectively solve the core problem of the electricity supplier and the clothing trade fair: do you want to make clothes or do you want to do business? Do you want to make comprehensive e-commerce or do you want to be a clothing business?

If customers can satisfy consumers' expectations of beauty and expectations of fast fashion, they will become the richest man in China sooner or later.

But if customers do not follow the industry's characteristics and try to surpass business logic, the most fundamental aspect of doing a good job on clothes and wrestling will be just a second class electricity supplier.

It has been a real professional test to detonate a new trend of Asian clothing which is more biased towards Internet culture.

Whether a good tailor is made or a fashion tycoon who leads the social fashion, in short, he must be a good clothing dealer.

In the background of China's clothing [2.17% fund research report, whether the brand is high grade or the stock is all at sea, can the age rise with humanistic background and Internet dominance? Traditional industry practitioners are concerned about whether Chen can break through the dilemma of the low price and scale mode of selling electricity in Chinese cabbage, and stands in the forest of entity brand.

All guests and old age are highlighted by all the focal points of the revolution of the Internet and traditional industries.

Finally, Chen realized how important it is to be absorbed.

He decided to change the company structure in order to focus on clothing.

Van guest, a company founded by men's business shirt, surged forward in the first half of 2011, making the SKU (stock unit) once reached 200 thousand, mop, mug, rice cooker and so on. After a year of drastic reform within the company, SKU was reduced to 60 thousand, focusing on making clothes.

Before 2011, the only problem that anyone needed to think about was how to make enough goods. Every time the meeting was summed up, it was because the number of sales lost was much less.

Not only the customers, but the electric business company that was born in -2008 in 2007, under the dual impetus of capital strength and Internet demographic dividend, floated along the general trend, and compressed the traditional enterprise's more than 20 years' road in four or five years: financing, doing large-scale, refinancing, and doing a larger scale.

But in the second half of 2011, the wind and water stopped abruptly.

Affected by the global economic weakness, the electricity supplier has lost the power of capital, and its extensive management and the drawbacks of blindly doing the scale are exposed.

Because the sales situation in 2011 and February was gratifying, the goal of "no matter how much time it would take to make a 10 billion company" was revised to "make 10 billion of the company this year" in the year 1.

Blind optimism, rapid expansion of non clothing category, expansion of personnel, under the rapid and high pressure, overstaffing, deformation and quality of work, the sale rate of individual products is only 5%.

In June 2011, the problem of inventory was highlighted. In recent years, the speed adjustment was put forward. Some employees who had great expectations for IPO strongly objected: we just fused 230 million dollars, did not come to the market? Unhappy old age: in case of a company accident, you can still find another job. I have no credit, I can't mix it up, I can only sneak around and write novels at home.

He took over 20 executives from the company's president and went to Dalian in August to open three days of self criticism and criticism.

The meeting concluded that "high level impetuous, grass-roots arrogant corruption" conclusion.

I asked Chen for specific examples. He asked me, "don't you think those people are arrogant?" in this interview, several sensitive questions such as dodging data were avoided several times in the interview, which is different from the high-profile image that dare to speak a year and a half ago.

In March 2011, he asked me, "can't you see? We have money that we can never spend."

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After returning from Dalian, Chen rediscovered the position of everyone in the world: a Internet Co specializing in clothes.

In the past, customers only had two departments, namely, the basic product department and the new product division, and all kinds of products, including VT (customer's T-shirt), canvas shoes, shirts, mops, rice cookers and so on, were simply divided into these two departments.

Now, customers have cut off the clutter of uncooked clothes such as rice cookers and mops. The original two major divisions have been split into six big six small business divisions, 19 product lines, and the original independent sales planning center and marketing center staff have been scattered and merged into major departments.

There are also four production centers, independent quality inspection centers, data centers and supply chain management departments.

The reform lasted for one year and ended in June 2012.

"If everyone goes public, I dare not have such a big move."

Chen told his executives.

Every guest has been in a turbulent situation for the past year, and the situation is dangerous.

Suspending IPO, serious stock backlog, layoffs and other negative news kept coming down like a mountain.

In the second half of 2012, in the second half of the year, the fans of Yonggui building in Guang Qu Men street had a lot of coolness. They were no longer as lively as they were when they were in the East Third Ring Road Center in 2011.

For old age, the structural change of the division is the first step to focus on clothing.

As the responsibility becomes centralized, it is good for most of the middle backbone.

Zhou Qiang, vice president of van guest, reported to senior vice president Ke Linli, and now reports directly to Chen.

He said: "this is certainly a good opportunity. I am independent and responsible for such a large product line, though it has great challenges."

Zhou Qiang needs to undertake the sales planning, design, proofing, production orders, and later sales of the star shoes. The company has a basic gross margin requirement. On this benchmark, he can make his own price.

Before splitting, sales planning, production and marketing go all in their own way. When they are slow-moving, they blame each other: I blame you for not having a good eye and the ability to choose products; you blame him for his poor quality of production; he blames me for making ugly pictures.

There were also sales, gross profit margins and inventory turnover indicators for assessment, but because of their own affairs, they could not work.

After splitting the division, a product line leader like Zhou Qiang is responsible for the assessment of these three indicators from beginning to end.

Chen Chi, vice president, was responsible for VT development.

This product is the biggest product of all customers, and it sold 10 million pieces in 2011.

But at the same time, inventory is also backlog.

The reason is that they were deceived by the environment and data, and the responsibilities of the division before the division were not clear.

After the division split, he was responsible for Polo shirts and down garments in the Fifth Department, and the pressure was on digestion.

Due to the centralization of responsibilities, agile decision-making and timely braking, the sale of Polo shirts in autumn and winter 2011 was between 80%-90%.

In 2011, the Polo clothing store was digested in the following spring and summer and sold out at 90%.

In 2012, the average price of Polo shirts in spring and summer was 80 yuan, and sales volume was about one million, and the sales rate was over 90%.

Chen Chi regrets that he will pay more attention to health care after his illness. His consciousness of controlling inventory risks has been strengthened.

Suppose that we can sell 5000 Polo shirts every day, which will beat the head. This is good. I order twenty thousand pieces. What are we afraid of? Now we will analyze how long the long sleeves can be sold, how many short sleeves can be sold, how much they can sell, how much they can sell.

Look at which color, which type of stock is in stock, and what kind of code, find out the problem.

When sales planning is made, the actual sales situation of the first quarter will be reissued.

According to the staff, seldom did they take the initiative to say to others before: "did I do something wrong? Let's go back together."

Now it has changed.

In order to focus on clothes, Internet Co has stepped down the brakes for customers, and the news release of van guest wrote: fast fashion Internet consumer brand.

Fast fashion benchmarking enterprise is Zara, it takes a lot of money and less way, the supply chain from design to shipment 14 days, the appeal point is "fast fashion", consumers enter the store more than 20 times a year, other brands 6 times 7 times.

Is everyone studying Zara? If you want to find a reference system for the company in the clothing industry, UNIQLO may be the company that specializes in the production of "basic fashion casual wear" (the founder of Ryui Masa, UNIQLO).

Xing Kongyu, President of PDA network, thinks that the rapid growth of all customers is necessary for the growth of the company.

In an interview with BusinessWeek / Chinese edition, Chen wore a smooth partial hairstyle and a black jacket, revealing a black T-shirt and his hands in his trouser pocket of khaki casual pants.

It's not fashionable to wear fashion tycoons.

The little middle-aged man sighed: "when you interviewed me last year, I thought I had nothing to go to, no limit for everyone.

Now I think it is not easy to be a long-term and healthy company.

Last year, with a cigarette in its mouth, the Zara store and other traditional clothing merchants were disdainful about the windows outside the window, and now more and more began to learn from them.