Han Du Yi House VS Beautiful Said To Strive For New Breakthroughs

In 2014, double eleven and Han dresses sold 279 million yuan in sales to Tmall mall women's wear category champion, with a total annual sales of 1 billion 570 million.

At present, under the banner of the whole Korean home group, it has covered 20 styles of clothing brands of different styles, and Zhao Yingguang's grand goal is "by 2020, 50 sub brands will support 10 billion sales."

In the past year, no matter how much Gianna Jun or Andrew is known as the brand image spokesperson, he has accepted the shares of StarVC investment company formed by Li Bingbing, Huang Xiaoming and Quan Ren. Then, in the "double eleven" war of 2014, he won the Tmall women's category champion with the total sales of 279 million yuan. This is not over yet. After the double eleven, the return rate of Han dresses house for the media is as high as 69.83%. Han Du she CEO Zhao Yingguang also shelled reporters "misleading people who do not know the electricity supplier".

However, whether it's a celebrity endorsement or a double eleven,

They have been working hard to break the imagination of "Amoy brand".

In the year of 2014, the total sales of 20 brands of Han Du's house made a total of 1 billion 570 million sales, while Zhao Yingguang's goal was to hatch 50 brands by 2020 and achieve more than 10 billion sales, becoming the "China Version ZARA".

Since two or three years ago, Zhao Yingguang has set the target of Korea's clothes house as the ZARA with the global fast fashion model. But in recent years, the experience has convinced him that the way to realize the Chinese version of ZARA and ZARA may not be the same. "Chinese brands want to become a strong brand of 100 billion sales. Neither Lining nor Mester has realized it. It may be more difficult in the current environment, but there are dozens of brand groups that can support hundreds of millions to billions of sales.

He told reporters that he has been growing up with the three characteristics of "many styles, fast updating and high cost performance".

However, the growth speed and space of a single brand are limited. Therefore, after a period of exploration, handui has already owned Hanfeng brand group, European and American brand group and Oriental brand group, and plans to achieve overall high-speed growth through self incubation, strategic acquisition and fashion cloud platform construction.

In the past month, Zhao Yingguang has talked about 4 Amoy brands, and another seven or eight are in talks.

With the original 20 brands, the number of brands will be over 30 in 2015.

This is a large number of people.

The brand named "positioning and subdivision is small and beautiful", plus the participation of celebrity spokesmen and star investors, will permeate the wider consumer groups in a more diversified way so as to achieve the overall high-speed growth.

It seems that the incubation, acquisition and cloud platforms seem to be illusory concepts.

The reason why it can become a ZARA is that it is famous for its speed, with an average renewal time of two weeks.

This requires the brand to have a very flexible and responsive control in the supply chain.

To this end, Zhao Yingguang designed a "single product whole process operation system". He packaged the product development personnel and the design guide of the whole page, as well as the managers and inventory managers of the products, and packaged them into a group. A group was structured on 3 people, and then considered in a single way, forcing the chain to make a single life cycle management with the selling rate.

According to a speech by Zhao Yingguang at the end of 2014, the company now has about 270 teams.

The specific practice is that every quarter planning center will plan the number of fashion elements and needs, such as "thousand birds" and "3 models".

After each group gets the data, it designs 3 different clothes with thousand bird elements according to the characteristics of the group's route, and is fully responsible for the production and pricing of the supporting pages, and predicts the quantity of each production and the required flow rate.

The most important thing is that the amount of each group's funds is freely controlled. This quota is directly linked to the sales volume of the group, and the more it sells, the greater the amount.

The amount of funds this month is 70% of last month's sales.

For example, last month sold 5 million yuan, 5 million yuan 70% is 3 million 500 thousand yuan, so this month the group can use 3 million 500 thousand yuan to go to the new order.

Matching is a set of "explosion Wang Ping lag" evaluation mechanism.

Every 14 days, Han Du will pull all the styles and sales volume, sell high explosions or money, and return the order immediately.

Group deductions are calculated based on gross margin and capital turnover ratio. Therefore, there are few unified discount promotions, but each group makes promotional decisions based on commodity conditions to ensure gross margin and capital turnover.

If a group's products are not sold for a long time, they will be scattered and reorganized.

The most direct benefit of this approach is that the average daily number of new brands is nearly 100%, and that of the goods sold on the shelves is up to 5000. In the current quarter, about 4500 new products have been planned and developed, while the sales rate has remained at 95%.

Zhao Yingguang told 21CBR reporters that this set of flexible supply chain management and control mechanisms will serve more acquisition and incubation brands in the future, and eventually form a flexible and fast response supply chain platform, with a large number of fast fashion brands flourishing.