Semir Chairman Qiu Guang And "Leveraging" Create Growth Myth

Let others do what they produce.

At the end of 1996, Qiu Guang and Semir Company Limited were founded.

However, in the then Wenzhou market, a group of casual wear enterprises had been set up in the first place in the country. The establishment of Semir was not early.

"If we want to occupy a place in the Wenzhou market quickly, Semir needs to come up with a more advanced business model."

Qiu Guang and his team decided to adopt the "virtual management" mode.

The so-called virtual operation, mainly includes two aspects: first, production outsourcing, that is, the production of things to let others do, enterprises specializing in product design and marketing; two, sales outsourcing, through franchising, let franchisee become the enterprise "virtual marketing network" members.

"We broke the tradition, outsourced the short board, set up logistics, finance and brand centers at headquarters, and handed over production to a number of processing enterprises in the Pearl River Delta and Yangtze River Delta. I could devote myself to the design and promotion of the brand, without building production plants and putting money on the knife edge.

This is the most important core factor for Semir to rise rapidly.

Qiu Guang and he said.

This is a strategic decision that determines Semir's direction.

The decision comes from the 1998 Semir brand strategy promotion seminar.

"At this meeting, we conducted a comprehensive discussion on the operation of enterprises from practice to theory, formulated the strategic plan for the development of enterprises, and resolutely stepped out the pace of virtual operation."

Qiu Guang and his memory of this meeting are deep: "the collision of this thought makes me see the future."

Stepping out of this step, Qiu Guang and he did not look back for ten years.

It is in this insistence that he has harvested "famous trademarks" and gained "China famous brand", which has also gained the rapid growth of enterprises.

"If we don't hand over the production to others, we can do it all by ourselves, and it is estimated that it will not be enough for me to give me one billion yuan now!" Qiu Guang said when looking back.

After giving the short board to others, Qiu Guang and he devoted themselves to making their long boards longer.

What he considers more is the construction of talent team.

He chose the strategy of internationalization.

Look at their team information and technology: in 2002, Semir and PROMOSTYL France jointly formed the Semir international fashion information center, facilitated the rapid integration of internationalization and localization.

In 2005, Semir launched the "alliance of colleges and universities" program. It cooperated with C&T company of Korea, Shanghai Donghua University and Zhejiang Sci-Tech University to establish Semir product technology research and development center, and further enhance Semir's product quality and taste through independent research and development and independent innovation.

Brand management: in 2002, Semir hired the international Ogilvy Inc as a brand steward, and began to fully import "360 degree brand management", enhancing the Semir brand influence from products, reputation, customers, store access, visual identity, image and so on.

In July 2003, Semir launched a strong partnership with the emperor in July 2003 to launch a brand image spokesperson, Nicholas Tse, and then joined TWINS, Chariene Choi and Gillian Chung.

Last week, Show Luo, China and South Korea combined 7 people SJ-M became Semir's new image spokesperson.

Logistics and distribution: in 2007, Semir worked with Germany wing Heng Li to build a leading logistics distribution center in China.

The total investment of the centre is 100 million yuan, covering an area of 30000 square meters. It will adopt advanced international Japanese automated picking equipment and automatic warehouse stacking, holographic scanning and dynamic pmission technology. It is expected to be completed and put into operation in November 30th this year.

A fully internationalized team has continued to inject vitality into Semir.

In the field of leisure wear, the establishment of marketing network gave Qiu Guang and more time to find new economic growth points.

In the children's wear industry, Qiu Guang and keenly see the new changes in the trend.

In 2002, Semir founded the Barbara children's wear Limited by Share Ltd in Zhejiang, specializing in professional brand children's clothing and supplies.

Barbara almost copied Semir's profit model: in the domestic children's wear industry, it pioneered the operation mode of "virtual operation and brand chain", and became the pioneer of the virtual operation mode of China's children's wear industry.

Standing on the shoulders of giant Semir, Barbara quickly established a marketing network covering more than 1500 stores in more than 300 cities in China and grew into a representative brand of China's children's wear industry.

"The amazing pace of growth has made Barbara successful in changing the pattern of Chinese children's clothing and making people have infinite hopes for it."

In March 2008, the Organizing Committee of the China clothing brand annual grand prize competition evaluated Barbara.

Barbara's contribution to Semir group soon came to light: last year, its sales volume was only 500 million yuan, and this year it is expected to exceed 1 billion yuan, accounting for 1/6 of the group's total sales.

At the National Conference of agents in August 18th, Qiu Guang announced to the outside world the appearance of third sub brands -- Karp (Kaporal) French cowboy leisure brand.

stay

In the process of starting from scratch, borrowing external force is a common way.

However, there are few businessmen who have "leveraged" in the end and become a real profit model.

Of course, Qiu Guang and not only will be able to borrow, he knows better "win win".

He had an idea that "the river is full of water" is aimed at agents, but gradually extended to all the objects he borrowed. This idea also infiltrated into his business and became the core cultural concept of the enterprise.

Under the guidance of this concept, Qiu Guang and spent eleven years, the scale of Semir quietly achieved 6 billion yuan.

Qiu Guang and not a bit of a publicity, belongs to Wen Shang in the head of solid work representatives, he is not good at making selling points, but the performance is increasing year by year.

He said that behind the growth of Semir is the support of the municipal Party committee and municipal government to the garment industry, which is a good living environment for enterprises to be provided by reform and opening up.

Therefore, Qiu Guang and the growth myth he created is not surprising. He just grasped the opportunity and identified the profit model.