Whose Spare Tire Will The Sub Brand Be?

It may be coincidence. Maybe it is not meant to be. In the first "powerful tyrant to create wealth exchange" recently held, CEO, hung Zhongxin, revealed his views on the road of pformation in the future. "I don't understand the Internet very well. I have never intervened in real estate in recent years and have no intention of diversifying my own business. I believe that the annual cash earned by enterprises is the fifth tire of enterprises, that is, spare tire."

Hong Zhongxin admitted that he once thought he could have unlimited energy, but after two successive attempts to diversify his company, he decided to return to his bank and return to the product.

"At present, there are more than 4200 private enterprises registered by the State Administration for Industry and commerce. This is a very large number. I hope my business is a century old enterprise, so I will not invest and develop the existing cash freely."

Hong Zhongxin said.

In this regard, deputy director of Shishi Economic Bureau

Last year, domestic clothing was still growing, but the clothing industry is also an industry of all-round open competition. Therefore, for traditional enterprises, it is urgent to do well, return to the industry, return products and return to quality.

In contrast to line brands such as power bar,

It seems that the multi brand is exactly what they hope to be the next "spare tire".

People in the industry say frankly that

Behind the names of the buyers who are familiar with rap and Korean clothes, they are already a long bunch of sub brand clusters. Although they haven't been able to occupy the front stage as the main brand, they are hoped to become the next trump card for the Amoy brands. In fact, the brand cost of the brand is no lower than that of the offline ones.

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In mid February, La Natsu Bell announced the signing of the equity pfer agreement and the capital increase agreement with the online apparel retailer Hangzhou Agel Ecommerce Ltd, which is famous for its "seven grid" brand, hereinafter referred to as "seven grid", and will pay seven yuan 54.05% of its share in the 200 million yuan price.

In response, La Natsu Bell official said the move is in line with its O2O strategy and can help to consolidate its leadership in the Chinese popular female casual wear market.

In fact, this is another step after La Natsu Bell's taste of Internet sales in the second half of last year.

In August last year, La Natsu Bell began to touch the net and set up flagship store in Tmall.

3 months later, the first time to participate in the "double 11" harvest more than 25 million yuan sales.

Thanks to the direct camp mode, its more than 300 stores in the country account for 70% of the electricity supplier's shipments, and the delivery speed has been well received.

"Tmall did a good job, so this time we invested seven grids to further improve the online sales ability."

The industry insiders said.

Public information shows that the seven grid is a well-known online apparel retailer, its brand includes seven grid, OTHERMIX and OTHERCRAZY.

What La Natsu Bell sees is his experience in online marketing and promotion. He will use seven talents to improve his online sales ability and "make La Natsu Bell's own brand online platform an industry leader."

Wang Yong, executive vice president of La Natsu Bell, said publicly.

In terms of business mode, although La Natsu Bell has as many as more than 5000 stores, it has been operating in a fully direct way.

In January this year, there was also a slight adjustment in this model.

La Natsu Bell launched the shop partnership system, and every shop assistant became a partner.

Each salesperson shares profits according to the performance of the store. The company sets the total remuneration of the shop according to the sales situation in the past year, which accounts for the proportion of the sales volume of the store. The store manager and the shop assistant share the total amount of the salary paid by the store.

The wage adjustment of employees is "100% and sales performance linked", abandoning the former "fixed wage + commission" calculation method.

In addition, the company gives the shop more freedom, and the store manager decides the number of the shop assistants according to the actual staffing needs so as to achieve maximum performance.

"It's like a shop run by a store manager and a salesperson, and their income is entirely dependent on their own efforts, independent management and more work and more effort."

The industry insiders said so.

This method was tested in two cities in Shanghai and Chongqing in December last year, and was introduced to the whole country after January this year.

Statistics show that more than 90% of the shops that have adopted the partnership system have achieved a year-on-year increase in sales and a significant increase in the average annual income of their employees.

La Natsu Bell also said that in the future, the system will be further optimized and improved according to the actual implementation effect.

A partner at a La Natsu Bell store in Shanghai said to the new financial reporter that the pressure is high now, but "power is more sufficient, because we have done well, and the sales of the whole shop have also improved."

In terms of user experience, La Natsu Bell pformed the original simple brand store into SPA (Speciality retailer of Private label Apparel) private brand professional retailer business mode, displaying products according to category and life scenes, optimizing consumer purchase experience, increasing joint sales, thereby enhancing performance.

"A few years ago, La Natsu Bell began to build a large store of brand collections, but just put its brand in a shop, and had no relationship with each other. Now this method divides all products according to different categories and themes, and it feels more innovative, and consumers' purchase experience will be better."

The industry insiders said.