Breakthroughs In Bosideng Channel

Gao Dekang, a tailor, has great feelings for Bosideng brand or clothing management.

Gao Dekang said that subscription proceeds will be fully invested in the development of the company's business. Bosideng will continue to strengthen the core business of down jacket, and will strengthen its main business by increasing product lines and brand acquisition.

In the channel,

Bosideng stores will move towards subdivision, a single store only.

A group of customers, including multi brand collection stores, is also more clear.

In the past, Bosideng stores were mostly street stores, and more shopping centers would be opened in the future.

Bosideng will also make adjustments in its relationship with franchisees and distributors.

Gao Dekang said inventory is

The nightmare, due to the shortage of goods and management, leads to higher inventory. In the future, the headquarters will directly butt the retail stores to achieve a unified allocation of goods, reduce labor costs and streamline the company structure.

Bosideng also reorganized the existing business. Gao de Kang said that the Monclear will be used as a benchmark in Bosideng down jacket high-end series, but the price will remain close to the people, making the basic fashion in the middle end products.

Non feather plates focus on spring and summer products extension, autumn and winter products matching.

Gao Dekang proposed the "three year plan" and hoped that the down jacket market would continue to be strong in three years, and there were also new developments on the non feather down plate.

The business proportion of two boards will gradually be adjusted from 8:2 to 5:5.

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From fashion brands to platform enterprises, the pformation seems to be very small, but the Korean clothing house is not very laborious. It must be attributed to its internal strength in the past few years: the establishment of a single product whole operation system centered on the group system.

Simply speaking, the system is to break up the traditional design departments, visual departments, procurement departments and sales departments of garment enterprises. The three non-standard parts of product design, shopping guide page production and goods management are assigned by the product group. Each group is composed of 3 persons, including the designer, the page production Commissioner and the product management commissioner. The standardized services such as supply chain, IT, storage, customer service, etc. are provided by the company.

The essence of the system is to minimize the operation organization and achieve the relative unification of "responsibility, right and profit". On the "responsibility", according to the resources obtained, each group has clear sales, gross profit and inventory turnover requirements; on the "right", the development team has the final say, which is to develop the styles, how many codes, how much to price, how much to stock, and whether to participate in discounts.

In this way, every product has 3 mothers' attentive care, extremely sensitive to market feedback, high product sales ratio and quick turnover.

More importantly, the system supports fine operation for each commodity, and ultimately achieves single product settlement, making 1 products and 1000 products alike.

In this way, a highly motivated group is like a powerful engine, supporting the rapid growth of the Korean home, and at the same time preparing for its platform development, because "once the unity of responsibility and right is achieved on the smallest business unit, the enterprise becomes a public service platform".

The key to the establishment of the panel system is that the Internet provides the possibility of low cost, rapid trial and error.

For offline brands, the pmission of one decision to hundreds of stores is not only slow, but in case of error, the cost is higher; but online decisions can be quickly changed based on data feedback, without geographical restrictions, with higher efficiency and lower cost.

After setting up a group system, it is possible to divide the opportunity and cost of trial and error.

Only 1 hundred million of the trial and error costs that only the boss can afford to be distributed to the 200 group members is only 500 thousand yuan per person. Not only is it more "affordable", it can also replace the growth of front-line staff.