Clothing Professional Managers Talk About Leaving The Tide: The Boss Is Not Strong In Transformation.

　　 "To be an executive is better than to do it yourself".

Chen Hui, 37, entered the country. clothing Before the enterprise was a financial responsible person, because of the overseas garment company's three years of work experience, after entering the domestic garment enterprises in 2012, it is mainly responsible for the layout of the offline stores and the development of the company's main business.

In recent years, clothing enterprises are generally faced with high inventory problems. In my view, after experiencing the pains of closing stores and selling stocks, the biggest problem of domestic garment enterprises is the lack of research on the preferences of terminal consumers. However, after I worked out a plan, the boss intervened too much from strategy to tactics. Chen Hui said, in his view, many traditional clothing enterprises in China are caught in a strange circle. They invite professional managers, but they still have to follow the approval process. Foreign executives are more like an executor.

There were many families. clothing Cheng Weixiong, the general manager of the company's good faith Brand Management Co., Ltd., has the same feeling. As a professional manager, enterprises need to have human rights (management of employees), financial rights and management rights. However, the reality is that managers often have only the right to operate, making it difficult for them to display their own ideas. "If you want to listen to the boss, the professional manager can't do his job." Therefore, let professional managers can not help but send out the idea of "doing business executives rather than doing it alone".

Recently, the down jacket boss Bosteng revealed the news of senior executives leaving, and CEO Liang Xuhui, who had been in the office less than a year ago, left early. A person familiar with the matter told the reporters that Liang Xuhui's departure was related to the "solidification" of management philosophy. "Management team often can not accommodate new arrivals. This is mainly reflected in the difficulty of decentralization and fear of short-term earnings damage.

"Pay for performance decline"

In fact, when new people enter, conflicts are not only in management concepts, but also in interests. "Transformation takes time, and bosses often value the result, and the result is not good enough to negate the manager's efforts." Chen Hui was quite helpless. As a listed company, he was responsible for shareholders and investors, and his boss tended to be performance oriented.

Looking at history, many of the domestic clothing brands were born in the 90s of last century, and then entered the new century, turning to channel as king. Enterprises are leveraging the economic boom, realizing large-scale expansion, and satisfying self expansion in the strong market demand. However, in recent years, the economic downturn, the impact of the electricity supplier, the extrusion of international brands, homogenization of serious domestic brands also paid the price for the "Crazy". In the industry view, the huge domestic market has made many local garment enterprises not yet get rid of the sense of superiority and lack of competition consciousness.

"In the fast fashion and rapid occupation of the market, UNIQLO is famous for its fleece and light down clothing. It will bring GAP to everyone. However, the domestic brands that still have gaps in design compared with international brands have not attracted the attention of consumers." Chen Hui said. In his view, the domestic garment industry lacks statistical analysis of consumer preferences. "Using Internet and offline data to conduct research on where and what kind of clothes people prefer are compared to those in foreign countries, which are relatively deficient in China, which has become a curse of high inventory." It is precisely because this is a difficult transaction to complete in the short term, many professional managers have become the company's performance decline in the bill.

"My Quit Not an example. "

The newspaper reporter noted that because of the reasons of "acclimatized, short term and difficult to change performance", executives who left garment enterprises since last year are not few, and they are leading enterprises in subdivision of clothing industry. In addition to Boston, who recently reported the news of departure, last year, when the brand of leisure clothing brand was O2O, strategic trader Min Jie suddenly left. Min Jie confirmed to the Shang and Shang Bao reporter that he left office in May 5th last year and fought for public comment. It is understood that Min Jie had entered the US state in 2008 and left in 2011, and returned to the US for O2O in 2013.

Jin Zhenjun, who also carried out the important strategy of the company, resigned from the position of chief executive officer of sports brand giant in November last year. As a partner of TPG Capital, Jin Zhenjun became a director in April 2012 and became a key figure in the reform. After parachuting, Jin Zhenjun led a series of retail oriented reforms, and implemented three stages of reform and three focus strategies. However, according to the three stage reform plan, as of 2014, it was the end of the second stage. The sudden departure of the leaders left much doubt for the road of change. From the data point of view, the three top executives who reported the resignation of senior executives all showed a downward trend.

Faced with tremendous competition pressure, many domestic garment enterprises will "fight for the three or four line city" as an important way to unpack. However, the industry generally believes that this is not a permanent solution. A large part of the gross profit margin of clothing 50% lies in brands, and the first tier cities can not be ignored. For enterprises, how to win consumers is the essence. This requires not only designers, but also managers, and it is hard to avoid the introduction of professional managers. This is also an adventure for enterprises to accelerate transformation. " Chen Hui said.