Zhengzhou City Sheng Yu Dress The Familiar Things To The Extreme.

For small and medium-sized textile enterprises, production of products and scientific determination of output is the key to sustainable profitability of enterprises.

Sheng Yu clothing weekly held departmental co operation meetings to analyze the consumption demand of 25 provincial markets in the country, and forecast the production demand data of the season.

Arrange production according to the upper shipment cycle.

In product development, every designer keeps close interaction with the national customers to catch the popular elements of the season.

According to clothing products

With the great changes in the quantity of orders, Sheng Woo is actively implementing the OPF production mode, making the enterprise from input production to output. In the production process, there is no accumulation of semi-finished products, and the output of finished products is even. It is easy to control the production schedule and meet the delivery demand in time.

In order to ensure the stability of the production mode of single piece production, Sheng Yu clothing actively promotes on-site management, and adjusts the production process through the "PDCA" cycle process of "planning implementation inspection improvement".

The constant innovation of ideas and management means has made Sheng Yu dress develop rapidly.

At present, we have established provincial branches in 25 large and medium-sized cities in the country, and have more than 1000 special stores and shopping malls, which have formed a nationwide sales network.

At present, our country

The era of quantitative growth has ended. Enterprises are facing the era of industrial upgrading and modern operation mode. Sheng Yu's clothing has outstanding exemplary role in its management innovation.

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Compared with other retail giants, La Natsu Bell was not at the forefront of the O2O but rather cautious. However, once the decision was made, La Natsu Bell burst into a wolf like speed and began to take O2O.

The essence of the whole channel is customer satisfaction and customer experience. This is the ultimate goal.

Rather than just draining or opening up inventory, this is just some understanding of the operational level. I think his essence is still pursuing customer satisfaction. "

Hu Gang has put forward his own views on the O2O concept, which is currently hot and even held on the altar.

For the whole channel, Hu Gang gave a few simple examples. In the past, customers bought clothes at the next store online. They might be out of stock and broke the code. In the whole channel state, theoretically, he should be able to buy any store on line or offline, and buy it at any stock point.

In order to carry out this, La Natsu Bell is actively communicating with consumers in various forms to find the pain of customers. At present, La Natsu Bell focuses on inventory opening, membership opening and payment through.

At the same time, La Natsu Bell also made adjustments in the organization to deepen the business process of O2O.

Hu Gang himself is the leader of the whole channel project team.

In addition, La Natsu Bell also solved a very important issue -- interest.

Conflicts of interest usually exist between online and offline brands and distributors.

La Natsu Bell has adjusted the performance system by adopting the sales strategy of all direct stores, such as sending goods online to record the performance of the stores in the region, so as to eliminate conflicts of interest between online and offline, and the whole channel has become more unimpeded.

For the current O2O situation of La Natsu Bell, Hu Gang said humbly that he is still in the 1 stage, that is, to open up channel inventory on line and offline, but it is still not thorough enough. In addition, members have to open up and pay to get through, all of which are the direction of 2 efforts.

O2O is an evolving concept. After Hu Gang's view, there are 3 and 4 times to satisfy the customers' latest needs.

Chinese people like to talk about concepts, but the concept is more beautiful, and they need to be implemented. Hu Gang called it "unity of knowing and doing."

In his eyes, there are other enterprises in the best practice, can learn from and imitate, and in the absence of experience, we need to boldly try.

La Natsu Bell, a wading electricity supplier, is now forcing the enterprises to think and make decisions. For example, according to the quantity of orders, whether the regional distribution of the stores is scientific, which processes need to be optimized, the scope of authorization, etc., for the internal enterprise, the more smooth the O2O, the stronger the internal cohesive force, the more able to go hand in hand in the commercial competition.

From Hu Gang's viewpoint and La Natsu Bell's O2O Road, we can see that when the traditional retail enterprises enter the electricity business field, the sober marketers no longer worship O2O blindly, but strive to take users as the starting point and turn it from "castle in the air" to "The Empire State Building", which is not only the Internet, but also the common rule of all walks of life for development.