Bosideng Fighting Non Feather Down Business

In 2011, Bosideng put forward the "3+1" strategic positioning of "four seasons, multi branding, internationalization and taking down clothing as the core and strengthening and finishing down clothing business". However, the development of the non feather down sector is not obvious. Bosteng men's clothing has also lowered its positioning and continued to shrink the stores, and the previously proposed thousand store plan has vanished.

Gao Dekang said that Bosideng will do a high price for men's clothing, will also rely on Itochu group to buy more brand expansion product line, Bosideng also launched this year's children's clothing business segment.

The reporter understands that Itou Tada runs more than 150 clothing brands in Japan, and is also a major shareholder of Lanvin and Paul Smith, and lesports's general agent in China. Xiao Guan said. Itochu A representative will be appointed as executive director of Bosideng, and staff will be involved in brand management and future acquisitions.

By the end of March, Bosideng Earnings warning shows that both revenues and net profits will suffer double-digit decline. Down Jackets Plate was affected by the high temperature in winter, sales fell sharply. Bosideng is struggling with the non feather down plate that has been given high hopes.

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Han Du Yi house ranks the sales volume of every group every day, and achieves its metabolism by encouraging free combination. Hundreds of teams are always competing to move forward, which will surely promote the capability of enterprises in the supply chain and other aspects, and become the "perpetual motion machine" of enterprise innovation.

The power of the product group is derived from the design of the smallest autonomous business entity, and the driving force of the public service department comes mainly from the pressure of the group. Zhao Yingguang believes that to improve the enthusiasm of the public service sector, we should give full consideration to two states of mind: first, to benefit from profits, and the company to make proper awards according to their performance, but it is difficult to sustain them for a long time. It is the focal point of the system design to urge the group to exert pressure on the public sector.

"A group of no more than 3 people, independent accounting, allowing free combinations and many other designs are derived from this consideration. If you do not give pressure to the public sector, your income, your team ranking and staff stability will be affected. Zhao Yingguang said, "for example, when the person recruited by the personnel department entered the group after training, he left after two or three months, and the group leader would express his dissatisfaction and ask the personnel department to explain. Because there are 3 people in the group, the real interests are directly affected. But if it happens to a ten or twenty person department, the head of the Department may not care too much.

The more than 200 teams are putting pressure on the public sector at all times to make their services more and more optimized, and the foundation of the whole platform is becoming more and more solid. At present, there are more than 260 teams in the interior of Han Du Yi house, and from the initial barbaric growth to the regular army, each 3~5 group is organized into a large group, each 3~5 large group constitutes a product department, so that it can better take into account the overall interests at the same time of full competition.

"In the future, which enterprise can cultivate more helmsman who can gather fans' personified brand, which enterprise will have strong competitiveness?"

After the platform is completed, the next step is to select the appropriate sub brands to grow on it. Zhao Yingguang said the selection criteria are simple: there must be a soul in the brand.

"The trend of online brand is to pay more and more attention to personalized marketing, and the soul is to be able to turn a group of people into brand fans. In the future, which enterprise can cultivate more helmsman who can gather fans' personified brand, which enterprise will have strong competitiveness.

At present, there are two sources of sub brands on the platform of Han Du Yi house: one is internal natural incubation, such as AMH, Minnie Haru, fan Quinn, Bailu language and so on; two, external takeover holdings, such as plaid and di kuina. The former mostly follows the brand buying system of Han Du Yi's traditional practice, and is familiar with the group system, and the growth is relatively smooth.

In contrast, the latter is mostly the designer brand, and from outside to join, adapt to the group system, the process of integration into the larger platform needs longer process, whether they can grow smoothly and test the applicability of the group system and the inclusiveness of the platform. Therefore, Han Douyi has gradually explored and perfected all aspects of the mechanism so that the platform can better support the development of the sub brand.