CEO Of Brand Clothing: Achievements Of A Famous Clothing Enterprise

The nature of the company

Peter Deruk, the father of modern management, once wrote, "any clothing enterprise has two basic functions -- marketing and innovation."

He also said: "marketing is the outstanding and unique function of clothing enterprises. The reason why clothing enterprises are different from other human organizations is that they push a product or service to the market, and the church, the army, the schools and the state are not.

Any organization that regards the product or service as the responsibility of the market is a garment enterprise.

Any organization that does not engage in marketing or only occasionally does not belong to the nature of garment enterprises, and it can never run like a garment enterprise.

Peter Deruk discussed "what is the most important function of clothing entrepreneurs?" stressed that clothing entrepreneurs are first and foremost a connector between inside and outside information, and re organize their internal resources according to the unique value of external customers, so as to maximize the value of clothing enterprises' limited resources.

The "unique value of external customers" is actually the positioning of clothing brand. The process of creating clothing brand is to introduce this external advantage as a guide for internal resource allocation and operation activities, so as to realize the unique value of this external customer.

Rees, the father of location, has spoken out in a column written specifically for Chinese readers:

"Drucker believes that the two functions of clothing enterprises lie in marketing and innovation. I do not agree with them. I believe that clothing enterprises have only one function to create a clothing brand that commands a certain category.

"Innovation is not a strategy. It is only a tactic.

Innovation must be used to support existing clothing brands or to create a new clothing brand.

In any case, the goal of clothing enterprises is to create clothing brand instead of innovation.

"If we can not consolidate the existing clothing brand, or can not be used to create new clothing brands, such innovation is not only a waste, it is more likely to be a curse."

Peter Deruk, the father of modern management, and Rees, the father of positioning, have revealed the essence of the company from two angles: creating a clothing brand and creating a customer.

The boss and CEO should be fully aware of this.

Building a clothing brand involves multiple operations.

As a common sense, building clothing brands almost involves market research.

Positioning, R & D, production, sales, sales promotion, public relations, advertising and other apparel business activities.

Most of these activities in general companies are scattered in a number of departments headed by several senior corporate leaders.

The process of building a clothing brand is to coordinate and integrate these activities in a direction. Objectively, only the boss or CEO can have the power and ability to drive the process.

Building clothing brand is related to resource allocation.

The resources of a company are always limited.

The process of building a clothing brand involves all the operation activities of garment enterprises and the coordination of these activities.

Behind these activities is actually the allocation and use of limited resources of the company.

Because the resources involved in these activities are very large and scarce, not only related to the significant pformation of the company strategy, they need to make significant trade-offs, some even related to the life and death of the clothing enterprises, but objectively, only the boss or CEO can have the power, ability and courage to make these key decisions momentous.

Clothing brand strategy is the core strategy of the company.

Once in the CCTV program, Mr. Liu Chuanzhi said, "I have said that the three elements of management are team building, strategy and team. Now I think the strategy should be ranked first."

The question is what level of strategy is this strategy?

According to the traditional clothing enterprise strategy theory, the clothing enterprise strategy is divided into three levels, and the company strategy is the highest level strategy than the competition strategy.

We believe that the clothing brand strategy corresponding to the clothing brand reflects the competitive strategy is the core of the garment enterprise strategy.

There are two meanings. First, the essence of business competition seems to be the competition among garment enterprises. In fact, competition between clothing brands and clothing brands represents competition.

Without the success of the clothing brand strategy corresponding to the business unit, the so-called company strategy is only from the strategic arrangement of the garment enterprise. Its lofty goals and beautiful vision are just like a castle in the air.

Two, clothing brand strategy points out the management direction of garment enterprises' consistency.

The clothing brand strategy decides product planning, guides the clothing enterprises how to conduct internal and external communication, and guides the focal point of the organization work of garment enterprises.

Clothing embodying competitive strategy

Strategy is actually the core strategy for garment enterprises to give priority to.

This is the key point for the clothing brand and the garment enterprises to make a victory. In this regard, the clothing enterprises and clothing brands do not win, and everything is empty talk.

The butt decides the head.

There are two cases in reality: one is the disagreement on the most profitable products of the company; the two is the time when the new strategy has something to do with the original conflict.

If there is no boss or CEO, the excellent positioning strategy may not succeed, or will not adopt your excellent strategy or even make a wrong decision.

Because the butt decides the head.

The final decision of these parties will not proceed from the original logic, but will instinctively start from his position, "buttocks", and make decisions conducive to his "ass".

CEO is the first driving force.

Whether from the company's essence or the most important function of the company, or from the strategic consideration of the boss, the CEO's most important priority, or considering the activities led by the clothing brand to mobilize the resources needed, CEO is the first driving force to create the clothing brand.

It is probably empty talk to leave the boss and CEO to talk about building a clothing brand. It is absolutely empty talk to talk about building a clothing brand without the support of the boss and CEO.

Then, with the participation and support of the boss and CEO, will it be successful to build a clothing brand?

No.

Building a clothing brand is just like politics and war. It is an art of possibility.

But no matter what, compared to those far away from the commercial battlefield.

With the participation and support of the boss and CEO, we have a much greater probability of success in creating clothing brands.

In this sense, the participation of bosses and CEO is a matter of success or failure.

CEO is a marketing expert who understands finance.

If someone asks you, what talent is a qualified CEO in the new era?

The latest answer is: he is a marketing expert who knows finance.

Gerstner of IBM once commented on Bill Gates and his company: "with my 20 years of experience in marketing, our biggest competitor in the software field is not the best technology company, but the best marketing company."

Bill Gates of Microsoft, Sam Walton of WAL-MART, Fred Tna of McDonald's, Meckel Eissner of Disney, Procter & Gamble's Eissner, Coca-Cola's "Ge" and "GM", and the history of General Motors proves that.

We believe that the future business history will prove this point.