Red Collar Group: The Methodology Of Ten Years' Development

At that time, red collar or clothing business, Xu Fangxiao is still responsible for the marketing director of the market, he remembered that around 2000, as long as in a city rented 200 square meters to 300 square meters of shops, it will be profitable, each store annual sales of 5 million to 6 million yuan is very common. In those days, people were still not accustomed to using bank remittance. Red collar franchisees often took 2.3 million cash to sit at the door of the red collar warehouse and wait for delivery. "Whoever can bring back the goods can make money." No one could have imagined that Zhang Yuan began to study the customized transformation in the era of crazy growth in that market.

In the early stage of transformation and customization, Zhang Dai ideally wanted the front end to guide the custom order. Therefore, since 2004, Zhang has set up 50 square meters of customized areas in all the clothing stores to guide customers to experience the customized services of the red collar. Xu Fangxiao said, "at that time, the sales effect of the garments was 10 times that of the customized ones, but Zhang agent still insisted on promoting them."

Zhang also tried to open two specially tailored stores in Fuzhou Road, Qingdao and Daming Lake in Ji'nan. Zhao Jing said, "during the new year, guests are queuing up to make clothes. The two shops can produce up to eighty sets of customized orders a day." Zhang also has more confidence in the customized market.

But in the stage that the original mode is still in the rising stage, the transformation to the new mode will be very difficult and painful. Zhang's transformation attempt has encountered many obstacles on the side of the people at the beginning.

At that time, red collar has more than 300 stores in the country. For Xu Fangxiao, no matter what the sales volume will be in the next season, he needs to produce hundreds of thousands of ready-made clothes in the warehouse every year and try every means to improve the store's performance. But in 2004, Zhang often talked to Xu Fangxiao, asking him to control and reduce the output of garments in a specific proportion every year, and gradually transform and customize. This is contrary to Xu Fangxiao's original work direction.

Red collar workers are also familiar with the way of garment production, with the same process and style for each garment. After being proficient, you can think without working. So when a worker is asked to take a piece of clothing every time he needs to see the detailed requirements and data, even when each line needs to be changed, the workers can not accept it. "They will feel the job is too complicated."

As for Zhang Zhang, who led the red collar transformation process, almost everyone in the enterprise did not understand it. Many people felt that the old man had some problems. Even his daughter persuaded him not to study it again.

Zhang then took the concept of staff training inside the company, but Xu Fangxiao recalled, "at that time, Chang held a meeting to lay the task down. Many people agreed on the surface. But when Zhang left, he began to say that it was not reliable and began to delay and refrain from execution." But if Zhang finds out one thing, he will be a very stubborn person. He will mobilize all over and over again and insist that the whole company be carried out.

The problem to be solved at the source of customization is volume. Zhang asked a teacher who had over 40 years of experience to come and train. But two months passed, but no one learned. The teacher said to Zhang, the quantity is mainly taught by words and deeds, and can not be speeded up. But if volume method is not simple and accurate, customization can not be produced in large scale. Zhang agent began to study under his own reluctantly. He drew a human shape on a piece of paper with his pen. He found the shoulder end point, shoulder neck point and seventh cervical vertebra point on the human body, and drew a horizontal line in the middle waist. It formed the coordinate measuring method of three points and one line. It only needed a tape measure and a professional shoulder tilt meter to complete the measurement of 19 parts, and it could be completed in 5 minutes.

After finding this method, Zhang agent trained the company personnel for 6 consecutive days. Zhao Jing said that some time ago, Zhang also carried out a round of training for the company. Zhang wanted to let everyone in the red collar learn. Even drivers, canteen chef and doorman security should learn. But later, because the information transmission is not smooth, customized promotion is also difficult. When the guests place orders at the store, the staff can see that the background data shows that the fabric is enough, but because other stores are placed at the same time, they often go to the backstage, and the fabric is not enough. Some orders must be cancelled. However, some guests decide clothes for a formal occasion. If the fabric is temporarily changed, it will be too late. During that time, the red collar received many customers' complaints.

In the early stage of customization, information transmission is not smooth, and customized promotion is also difficult. When the guests place orders at the store, the staff can see that the background data shows that the fabric is enough, but because other stores are placed at the same time, they often go to the backstage, and the fabric is not enough. Some orders must be cancelled. However, some guests decide clothes for a formal occasion. If the fabric is temporarily changed, it will be too late. During that time, the red collar received many customers' complaints.

Zhang said, "at that time, there was no way to make customization without the support of the information system, so it was forced to start studying informatization."

In 2003, the ERP system began to be popularized in enterprises. But the mode that red collar wanted to do was that no one of the domestic ERP enterprises could be used directly by the red collar. Therefore, Zhang had to set up the information department in his own organizational structure. From the beginning, a dozen people slowly reached dozens of people.

In the information system is still groping stage, Zhang Dai ideal carries out the customized production of assembly line. He writes the details of every order on paper. Every worker needs to find the data on paper first before he works. Later, because the paper breaks easily, Zhang agent becomes a long cloth strip. At that time, one hundred or two hundred data and details were compiled on the code, but because code was handwritten, such as numbers 6 and Letters B, numbers 9 and letter Q were very confusing, so there was always a problem in one process, so the whole custom suit needed rework. Xu Fangxiao said,

"At that time, the information department just worked overtime for half a year, but the final result was all wasted, and all the information departments were very tired."

Zhang agent tried to buy it. Assembly line The professional platform and equipment of the customization system even tried to find German manufacturers to purchase suspension systems, and even to search for specialized logistics systems abroad. However, there was no mature system available for direct use abroad, Zhang Zhang invested money himself, gathered dozens of people to start hanging systems, and built a personalized customization platform.

Xu Fangxiao recalled that during that time, Zhang was in charge. factory There are fixed workplaces, every day in the factory to do research, do not participate in all external activities, and even once the mayor of Jimo came to the red collar, asked him not to come forward. He often takes a notebook, convene a group of people in the workshop to arrange a meeting, how to adjust a certain line, often from 9 a.m. until 11 o'clock in the evening. Zhang agent called the red collar factory "Experimental Factory", which is so large that the logic of data processing and customization process is as small as how to hang up the line, so that it can not be easily dropped, or even rotatable lockers for storing materials and trade marks, all of which are produced and produced by Zhang himself.

From the initial test team of dozens of individuals to a pipeline, and then extended to the entire plant's operation, Xu Fang Xiao has had the impression of structural adjustment at least five or six times. From 2003 until the end of 2013, the red collar factory was completely shaped. In those years, Zhang invested 260 million yuan in his own investment. Zhang agent completed in 10 years is not only a change of production system, but also a whole transformation from front-end sales operation, company management, company organization structure and production system.

Zhang said, "in the past ten years, Red collar The sale of garment sales is actually to support the construction of the customization system, and now the mission of the garment part has been completed. Up to now, there are only more than 100 clothing sales outlets left in the red collar, while Zhang agency plans to transform all the enterprises in 24 months.

After experiencing the process, Zhao Jing said,

"If you want to do something, you must have a very paranoid personality, and it is not surprising that Chang can do that." No one in the enterprise is now opposed to Zhang's decision. He jokes, "I have moved my son and daughter in 10 years. They are now the most supportive of me."