L'OREAL Meritorious Executive Zhang Yaodong Job Hopping Fossil

Zhang Yaodong left L'OREAL in December last year. The analysis pointed out that before it was still a vice president, but the departments in charge changed, from mass cosmetics to strategic development, and became "virtual jobs".

The professional manager has been well known in the industry. He has been engaged in sales management of cosmetics and cosmetics. Since 1997, he has worked in L'OREAL. He has increased sales volume of L'OREAL in China from 600 million yuan to about 6000000000 yuan in 2009.

Most of them chose the same industry, but Zhang Yaodong gave up the most familiar cosmetic industry.

In response to the entry into the Fossil, Zhang Yaodong told the media that China's growing middle class and the "post-90s" consumer group brought about the market opportunities for light luxury goods, and that the middle class no longer needed it.

It shows social status and is willing to choose products that can show more personal aesthetic interest.

Earlier, some media revealed that it had privately indicated that they were not optimistic about the future market of foreign cosmetics, and said they had eaten up the new local brands.

Light luxury brands are still better in China.

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Fossil's latest report shows that as of the third quarter of October 4th last year, group revenue increased by 10.4% over the same period last year, accounting for 12.5% of the group's sales revenue exceeding 3/4, and 23.4% of jewelry sales.

Fossil is also a supplier of accessories for brands such as DIESEL, DKNY, Burberry, Michael Kors, Adidas and so on.

With the rapid growth of the cooperative luxury brand in China, Bai Li Di, vice president of Fossil China, has told the media that it will develop in the Chinese market with a distinct independent brand image, not only as a supplier of other brands, but also by consumers.

According to incomplete statistics from reporters, Fossil currently has 32 stores in the mainland, including 13 in Shanghai and 9 in Beijing.

In 2008, China opened its first store in Sanlitun, Beijing.

Since 2013, it has been accelerating expansion in China.

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Over the past two years, the fast fashion brands that have been favored seem to be on the decline. Many brands are cutting back on their shop plans.

According to news reports, in November last year, the limited amount of H&M issued by designer Isabel Marant was frozen for the first time in Beijing, and MANGO, the first to enter the Chinese market, came out frequently last year in Shanghai, Nanjing and other places. The clothing industry is facing the embarrassment of high opening and low walking.

On the contrary, La Natsu Bell's nationwide outlets are still expanding significantly in 2014, and their online layout is also abnormal.

In June 2014, La Natsu Bell launched a full channel strategy. He met with Tmall executives from June 19th and made decisions. Only 40 days later, La Natsu Bell was on trial operation in July 29th on the condition of "no experience, no team, no system" and "three noes", with excellent executive power.

In August 9th, the official flagship store of La Natsu Bell Tmall officially opened, which means that with the attention and support of Alibaba group, the industry of La Natsu Bell pioneered the business case of entering the electricity supplier 2 and entering the era of O2O full channel.

Three months later, he joined the battleground of double 11.

For the first time in double eleven, sales exceeded 25 million, and 311 stores in 25 provinces of China became the main shipping area, accounting for more than 70% of the total shipment, and the majority of shipments were completed in 36 hours.

Many customers were amazed at the same day and praised La Natsu Bell as "God's logistics" of rocket speed.

One month after the double 12, shop delivery accounted for 85%, 24 hours to complete the 90% order delivery, 48 hours to complete all the distribution.

The customer once again felt the speed of La Natsu Bell's "thunder man", and the shop evaluation was washed up by "too fast" and "amazing speed" again and again.

La Natsu Bell's "all speed" created by the whole channel has made the customer feel a different double eleven, and let people get a different understanding of the value of the whole channel.

La Natsu Bell, executive director and assistant director and senior executive vice president of Hu Gang, said: "the traditional commercial line is usually two systems or even two faces. This will seriously cut customer shopping experience and affect customer satisfaction.

The essence of La Natsu Bell's all channel strategy has two meanings: external is to achieve customer satisfaction, and internal is to achieve operational upgrading.

The electricity business itself will be very different from the traditional business. If it can be combined with the traditional business mode, I believe that it will shine stronger vitality, and can play the effect of 1 plus 1 more than 2.

The unique feature of La Natsu Bell's electricity supplier is that the electronic commerce department "does not stock up, does not sell, does not deliver". Relying on full interaction and integration with offline stores, it achieves customer satisfaction, operational upgrading and achieves undue return beyond expectations.