The "Deformation Gauge" Of The Six Big Enterprises

In 2014, China's sporting goods industry seemed to be showing signs of haze. In March, Lining The annual performance for 2013 was released, although sales revenue continued to decline, but the deficit has narrowed. In particular, since the company is committed to cleaning up inventory, the old inventory problem has been solved, and the overall inventory level has dropped further than last year. This is thanks to the channel revival plan established by Lining.

According to the publicly disclosed data and data, Lining has performed well in the clearance of channel inventory, and the inventory structure has been optimized. After the integration of major stores, gross margins and operating efficiency have improved significantly over the past few years, and sales of new products continued double-digit growth this year. In 2013, Lining implemented two changes in business adjustment and the establishment of a retail business platform, increasing the number of self run shops and regular shops, optimizing new product portfolios while closing inventories, and closing inefficient stores.

Over the past 10 years, China's sporting goods enterprises have basically adopted the mode of "wholesale + brand". Because of the good external environment, for sporting goods companies, they only need to vigorously build brands, sign various sports resources, sign sports star spokesmen, and be approved by the distributors, so that they can quickly open stores and expand channels. The core of the "brand + wholesale" mode is that the brand manufacturers do the brand of the enterprise, then wholesale the goods to the distributors, and whether the goods are sold to consumers in the end, how to sell them to consumers, and what feedback consumers have, these brands do not need to consider.

However, whether the product is really popular among consumers or not, brand dealers and dealers have no idea. Moreover, the "brand + wholesale" mode adopts the fixed order mode, the dealer orders the goods at the order meeting, and the brand dealer gives the goods to the dealer, and the whole business activity is over. Even in the actual sales process, there is no way to adjust flexibly for a particular product, especially for a particular product. The sale of special salable products is gone, dealers can not replenish goods, especially products that are not well sold can only become inventories, stacked in warehouses, many dealers have no means nor have the ability to sell places in a certain place, but the goods that may be salable in other places are trans regional dispatching.

In fact, Lining and other first-line sports brands recognize the drawbacks of the wholesale mode. As a result, Lining established the channel revival plan, launched the strategy of "small batch and multi SKU" on the product, and introduced a new business mode combining "guided order + quick replenishment + quick response", which improved the dealer's order guidance and goods arrangement.

　　 Bestseller: spend 3 months on WeChat by O2O

In 3 months, only 66 stores were tested, but they brought 10 million yuan of sales. bestseller The company's four brands cooperate with WeChat O2O experiment, let the industry take delight in talking about it.

As a foreign garment company from Denmark, the development of bestsellers in the Chinese market has been widely praised. The attraction of its brand to young Chinese consumers also makes it a standard for large shopping malls in China. The industry even has "no silk, not shopping malls".

However, even such a giant company has faced many problems and challenges in the past two years. The first problem is the decline in store traffic. In fact, JACK&JONES, the best seller of the company's e-commerce business, is also facing many obstacles. Because online shoppers are still more sensitive to price, companies usually put the products of low price segments or inventory products online. Under such circumstances, how to expand online business has also become a big challenge.

The cooperation between VERO MODA and micro shopping is first started by the electric business department. Later, considering that the most important value of this mode is to change the shopping experience under the user line, so it is dominated by offline shop. The products of VERO MODA micro shopping platform are exactly the same as those of offline stores. There is no difference in price. In the autumn and winter of 2013, about 60% of the products of VERO MODA were added to the two-dimensional code. In 2014 spring, all VERO MODA clothing could be transferred to the line through two-dimensional code or even bar code scanning. When users scan the code to the micro shopping page, they can check the relevant collocation of the merchandise, collect favorites, or place the order directly. After placing the order, the user can pick up the goods on the spot or return home to deliver the goods from the VERO MODA store.

However, in the cooperation with micro shopping, VERO MODA will inevitably encounter some challenges, including technology development, system security, salesperson education, etc. In order to enhance the enthusiasm of offline salesmen to use the micro shopping platform, the online turnover of VERO MODA on the micro shopping platform is counted in the salesperson's performance, which is also an important reason for the O2O business dominated by the offline retail department. In addition, WeChat and WeChat cooperate to take the buckle mode, and WeChat can get 0.5% of the total sales discount. This is also good for WeChat.

　　 Seven wolves: financial company established by integration of production and Finance

Recently, Seven wolves The announcement of the share issuance said that it was proposed to jointly set up a finance company with the controlling shareholder, Fujian seven wolf Group Co., Ltd. with a registered capital of 300 million yuan. At present, the project will have to wait for the approval of the CBRC. It is reported that if approved successfully, it will become the first private enterprise group finance company in Fujian province.

Wu Xingqun, secretary and deputy general manager of Fujian seven wolves industrial Limited by Share Ltd, said that its significance is equivalent to the "quasi bank" within the enterprise. It will strengthen the linkage of hundreds of companies including the marketing companies, franchisees and accessories suppliers, reduce the financing cost of the upstream and downstream enterprises, adjust the surplus and deficiency of the main business funds and grasp the opportunity to optimize the profits of the fund. This is also a powerful attempt for the private enterprises to enter the financial industry under the background of Quanzhou gold reform.

Wu Xingqun also said that at present, the company's capital flow is abundant. In the first quarter of 2014, the report shows that the total amount of monetary funds at the end of the report is about 2 billion 376 million yuan, accounting for 35% of the total assets, accounting for 50% of the net assets. However, the problem of unbalanced funds among the members of the group is quite prominent. Against this background, it is an inevitable choice and effective way for seven wolves to set up financial companies.

The seven wolf's way of combining industry with finance is a major breakthrough in the new situation. By setting up a financial company, it can significantly improve the settlement efficiency of the members of the group, speed up capital turnover, and effectively collect idle funds for financial management.

In fact, the combination of industry and finance is quite common in large domestic enterprises, especially in state-owned enterprises, but it has not yet reached a climate in private enterprises. The seven wolves have pioneered in the private enterprises in the province, showing the courage to be the first. Last year, in the overall downturn of the industry, the seven wolves shares fell for the first time in the tenth years of their listing, and their revenues and profits fell by more than 20% over the same period last year. The establishment of a financial company is intended to maintain capital and water conservation entities and achieve "integration of industry and finance". It is reported that clothing will still be the main business of the seven wolves, which is also the brand support of the seven wolves, making the clothing business bigger and stronger and heading for the international market. This is the ideal of the seven wolves.

　　 Semir: repositioning the market for children

At present, the decline of Semir adult casual wear revenue has not changed, and the dilemma of high-end strategic transformation remains unchanged. Due to the poor sales of casual wear, Semir clothing began to close down inefficient shops on a large scale.

In the face of the continuing decline of adult casual wear, Semir costumes in 2013, frequent actions, such as agents, joint ventures, acquisitions and other modes, try to extend to the high-end market, and accelerate the layout of multi brand strategy. However, after its plan for the acquisition of high-end leisure men's brand GXG, the agency agreement signed with the German high-end leisure apparel brand Marc O'Polo is also difficult to achieve.

However, Semir clothing 2013 earnings report shows that Children's clothing business The proportion of income has been raised, and the scale of income has reached 2 billion 540 million yuan, up 19.9% over the same period last year. Recently, Semir clothing announced that it will officially enter the children's education market. The Semir company entered the children's education and training market by acquiring 70% of Yu Han's Shanghai stock market. With the advantage of Yu Han's brand and professional ability in Shanghai, combined with various resources such as channel, customer, management ability and capital strength, the resources integration of China's children's education market was carried out.

According to the head of Semir clothing, Future Ltd will continue to invest, merge and integrate resources for children's education, animation, film and television, games and other related categories, and build the company into a one-stop integrated service platform for children. In addition, apart from its own brand, Barbara, Semir clothing has entered a more sophisticated middle and high-end children's clothing market by acting as a high-end brand of children's clothing in Italy, such as Sa raba NDA and Minibanda. At present, Bala Bara, Semir's children's clothing brand, has become the largest brand of children's clothing in China.

In addition to children's wear, Semir group's parent company Semir group has launched the "dream many" children's format brand, the future children's clothing by the listed company Semir clothing main business, children's clothing business outside the clothing business is mainly from dream. With the involvement of heavyweight players, the competition for children's clothing market will also intensify in the future. However, for the current stage of Semir clothing, children's clothing has a very important strategic significance. The success of children's clothing strategy will directly affect the valuation of the capital market.

　　 Jin Ba: an open letter to boost morale

Men's clothing, known as the first value brand of Chinese casual men's clothing, failed to stand alone in the cold war of clothing industry in 2012. On the Internet there was a letter from the chairman of the powerful man "the chairman to the staff," which revealed that the brand of "focused jacket" suffered the most serious market downturn in history. Because the implementation of the strategy is not allowed to discount sales promotion and do not accept any form of return, resulting in a large backlog of goods from franchisees around the country, it is difficult to digest, some franchisees even admitted that in 2012, the stores were basically losing money.

He wrote in his letter, "I heard that one of our quality managers, when testing the quality, said that without standards, he is the standard. If you do not entertain yourself, you will not accept it. I heard that when our individual colleagues worked with suppliers and distributors, they had to ask the other party for high-level entertainment, eat, drink, live, ask, ignore the company system, and become a corrupt moth and a garbage in the workplace. "This harsh wording seems to indicate that the real power is really at a critical juncture. Hong Zhongxin, President of the company, pointed out in a letter to the employee.