Ms. Maria Silvia Venturinifendi

　　 Fendi The family's third generation successor, Maria Silvia VenturiniFENDI, the daughter of the second generation ANNA FENDI of the Fendi family, joined the company in 1994 as the creative director of leather accessories. Maria Silvia VenturiniFENDI grew up in the training of creative and brilliant family member, Karl Lagerfeld. After she took office, she immediately began to rearrange the doctor's package and redesign the best selling SELLERIA series. SELLERIA A series of handbags display the heritage of FENDI in Rome.

"Since Miucia can rely on a black color. nylon bag Let Prada come back to life, why can't I use a long stick to save Fendi? "Silvia has said that these heroic words are not important. In fact, the Baguette long stick handbag designed by her has not only opened the new classic of bags, but has changed the fate of Fendi. Silvia also has another name "Queen of It Bag". Baguette is always on the top of fashion, but classic and changeable. Every season has been a great success. It is a historic victory that some people compare Baguette to Fendi in comparison to the battle of Normandy in the United States.

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Generally speaking, the "retailer" retail enterprises waiting for the supplier to come to the market, though there are still in the market, unless they have a particularly good shop site and have a monopoly in the local market, they will eventually be eliminated by the market; those retailers who are willing to go out to purchase can gain more advantages and profit margins.

Some supermarkets and department stores developed from the end of the last century to the beginning of this century, because of their earlier layout and better location, have become rather lazy in the "initiative procurement", thus losing a large number of market opportunities. Many people forget that in the early days of WAL-MART's development, its founder Sam Wharton even used to drive hundreds of miles to find new products, stock items and specialty products to increase the attractiveness of his shop.

However, if a simple retailer retailer does not intervene enough in commodity management, it will still be unable to get higher gross profit and quality. Therefore, we will see that when mature WAL-MART and other international supermarkets, their merchandisers must learn to consider the material from the raw materials to the technology in depth, so as to judge their sales space and their own profit space. From a professional point of view, there are some excellent retail buyers who can judge the commodities better than most of the manufacturers under the category, so they have an advantage in the negotiations.

IKEA is a model of deep commodity management. First we need not control what it sells, but we should first see that it is a retailer. But it is this retailer who can specialize in providing deep guidance to the upstream suppliers of their timber sources and processing technology, which makes most suppliers lose their negotiating advantages in front of them, or even rely on IKEA to get their own factories' development and upgrading.

In commodity management, the biggest challenge for retailers is not to find out the ins and outs and technical details of the one or two commodities, but how to provide effective supply management in the broad category width, and to ensure that the basic characteristics of most commodities meet the needs of customers. Only in this way can we maintain a balanced return on profits under the collection of thousands of single products.