Zhao Yingguang Told You Why Han Yi Du House Is Popular.

In recent days, Zhao Yingguang, founder and CEO of Han Yi she's house, tells you in a precise way that why Han Yi dresses can be so popular nowadays and the performance can continue to rise.

One night in 2012, in a restaurant near Quancheng Park, Ji'nan, Han Du Yi she Zhao Yingguang, founder and several other co founders, had to turn red in the face of not throwing advertisements. "Dare to advertise, it is possible for more consumers to get more financing." Zhao Yingguang wants to invest $10 million in financing from IDG, bringing out 20 million nationwide advertisements for building Focus Media in a rush to speed up financing.

"If we don't get financing after advertising, what should we do? Liu Junguang, the founder of the joint initiative, is one of the most dissenters. Zhang Hongxia, another co-founder, also analyzes the possible risks from a financial point of view. They think more about how to deal with the undesirable crisis. Liu Junguang recalled: "if there is no financing, there must be a plan, otherwise it will directly affect the business."

In the same period, fans launched a series of advertisements featuring Wang Luodan, Han Han, Li Yuchun and other spokesmen, which covered all the streets of all key cities. The shoe business, Le Tao, began to advertise a lot. The founder, Bisheng, ignored the idea and burned the money of investors.

Whether it is Le Tao or all customers, have reached the peak of the electricity supplier industry, the first time limitless, and then quickly fall, it is difficult to restore vitality.

In the end, Zhao Yingguang's idea failed to achieve, but the founding team reached a consensus that Han's clothes house only put money into business. This year, Han downer has expanded the size of the 400 employees to 1100 people, making the products solid, thus forcing the supply chain reform, and creating the first sub brand AMH, then rushing along the road of building the fashion brand kingdom. It seems that every time, the Korean home is lucky to step on the spot to survive in the brutal competition.

However, luck is just a tiny factor. From the back of Han Du she's house, maybe a different story can be seen.

　　 Trees growing in the desert

Before the creation of Han Du Yi house, Zhao Yingguang of Shandong has been working hard for 7 years in the electricity supplier industry. From cosmetics to maternity dress, from eBay to Taobao, he did not miss any opportunity, but the result was not as good as expected: he sniffed the market changes sensitively, but the shop development was very slow. What kind of products had market? How to achieve differentiated competition? He was puzzled.

At that time, he was also a member of the Shandong international economic and technological cooperation company (the largest trading company in Shandong), and was responsible for receiving orders from Korea to produce in China. In 2007, he received an order from tricycle fashion company. This order is different from the past. The general company is to give the manufacturer three or four kinds of clothes, each production tens of thousands of pieces, and this company is directly to the manufacturer 700 clothes, the specific production of which styles, decided by the manufacturer. Although many styles, but a single order quantity is less, less than hundreds of pieces, more than 1000 pieces, sell well and then return.

With many styles, quick updates and quick returns, Zhao Yingguang felt that he had finally found a pattern that he had been searching for many years.

In March 2008, the brand of Han Du Yi house was formally established, with South Korean clothing as the breakthrough point. Zhao Yingguang positioned Han Du Yi house in the "Korean purchasing expert", first buying the buyer through purchasing. He put most of the company's resources on the buyer and set up a buyer team of 50 people. From 1000 brands in South Korea, 8 clothes were selected per person per day, and the daily update of Han Du Yi House reached 400, and the cost of running a new garment was 10 yuan.

At that time, TaoBao Search is arranged according to the new time. Originally Zhao Yingguang just wanted to expand the product, but did not expect to win the traffic.

From the perspective of the current situation, Han Du Yi house was undoubtedly "a tree growing in the desert". In Ji'nan, where the Internet is insulated, there is no resources, no experience and lack of funds. In contrast, Beijing's rip and silks and Guangzhou's Yin man have been exposed to the light of regional superiority. The founder's gale is the fashion designer himself. Fang Jianhua, founder of emann, is an old hand in the clothing industry, while learning Korean Zhao Yingguang doesn't know anything about clothes.

This is not enough. Zhao Yingguang has found five partners who have nothing to do with clothing: Liu Junguang, Zhang Hongxia, Du Tingguo, Wu Zhentao and the Near East, and six different professional partners are responsible for each other. "This founding team is formed according to the requirements of professional managers." Zhao Yingguang said frankly, the founding team adopted an average shareholding structure, and the six partners had similar shares.

Thus, a fast and effective communication mechanism was established between the six people. They have a QQ group. They will communicate with others in the first place. Important matters require more than three directors to agree. Moreover, the cafeteria of Han Du's house specially set aside a room. Apart from a business trip, six partners will have meals together every day, half an hour for dinner, 1.5 hours of chatting, and quick consultation of the company's large and small matters. This habit has been preserved so far.

They have different work experience, have different ways of thinking, and are responsible for different business departments of the company. When faced with problems, they will discuss and make decisions quickly. Such a partner system makes Han Du Yi house fail in making major decisions so far.

　　 From group system to sub brand

In Korea, most of the people like to talk about it, I am afraid that is a group system as the core of the single product whole operation system.

In 2012, the group system of Han Du Yi house matured, and a basic product group consisted of designers, page production commissioners and merchandise management commissioners. The responsibilities, rights and benefits of each product group are clearly defined: responsibility lies in sales target, including sales volume, gross profit margin and inventory turnover; the right is to determine the style, size, depth of stock, benchmark selling price, participation activities, discount rhythm and depth; interest is derived from the gross profit.

At present, Han Du Yi house has more than 300 product groups, and around the group system, Han Du Yi house has gradually developed 11 functional departments to provide services for the group, including the operation Department of Amoy and Amoy, and the overall planning department, which is responsible for the production and storage department of the supply chain, photography, technology, customer service and other professional departments, plus financial, human resources and administrative back-end departments. It has formed a huge empowerment management structure.

Behind the group system, the complete set of IT system developed by Han Du Yi house is one of the heroes that can not be neglected.

In 2015, the office area of Shuang 11 and Han Du Yi house was brightly lit, and everyone was watching the numbers on the screen nervously. Brand leaders needed to allocate resources in real time. The management team was sleepless. In a tense atmosphere, there was only one person who was drinking coffee leisurely. He could also stroll around Taobao to see what items worth starting.

He is Zhao Hongliang, director of the information center of the Han Du house, and is also the behind the scene hero of the whole group system. He has developed 11 IT systems related to the main business for Han Douyi house. From his point of view, the development of Korea's clothing house was from operation to operation in 2011, and from 2011 to 2014, the rhythm was controlled by planning. After 2014, the IT system intervened at all levels of the company, and was no longer a simple tool role.

In the early years, the Korean household clothing company, like other electric business companies, uses the external OMS, ERP and WMS. The advantages of these systems are universality, which can meet the needs of most businesses. But when the group system runs smoothly, the volume of Korea's body reaches tens of thousands per day, and the short board of the IT system is exposed. The situation, not to mention the big promotion of double 11. In addition, the industry's general system is unable to meet the individual needs of Han Du Yi house. In January 2014, the Korean family began to invest in R & D resources. In April 2015, the new system was fully launched. This year's double 11 is the most relaxed and robust year of Han Du Yi house. Zhao Hongliang laughs, "this is the first time I bought anything in double 11 after I came to Korea's clothes house."

The group system of Han Du Yi house decided that the rights, responsibilities and benefits of each group should be allocated clearly, while the old ERP had many loopholes, and the process of checking the documents was too long. In the new system, Zhao Hongliang led his team to make a structured combing of the whole process, which was equivalent to reconstructing the supply chain.

Speaking of the IT system developed by Han Du Yi house, Zhao Hongliang told reporters confidently that Han's OMS is the strongest in China's electricity business, and none of them. He said that some of the products of domestic counterparts are limited to 180 thousand orders per day, but for today's South Korean clothing house, the order of 11 million can be stabilized even if it is doubled.

　　 Reconstruction of Korean capital

With the help of the intelligent IT system of Han Du Yi she, another improvement link is the flexible supply chain, and the efficiency and distribution of every business are optimized by the system, including how to separate the factory from each other. Zhao Hongliang said that the intelligent algorithm is a subtle process, which can make the Korean clothing house become a data company and judge the return of garments according to some indicators.

Han Du Yi house has been working with factories since 2010. However, the characteristics of orders in a small quantity, lots of batches and quick return orders during the season made Shandong local factories and even domestic factories unpopular. They were more accustomed to foreign orders with long delivery periods and large volumes. In 2013, the production orders of Han Du Yi House reached 10 thousand orders, with an average of 200 pieces per unit. Behind these figures, we need more than 500 million yuan of material capital flow. This has also become the capital for the transformation of the capital of the Korean capital.

Since 2013, Han Du Yi house has built four dimensions of flexible supply chain transformation plan, and progressively.

First, take the big data collection, analysis and application as the core, take the company IT as the backing, improve software research and development and basic hardware facilities, SCM, CRM and BI systems are launched on-line, and synchronize suppliers. Enhance the accuracy and timeliness of management. Second, establish the supply chain layout strategy of "high quality resources producing places and specialized specialties". Third, joint production with original suppliers, modularized the resource allocation of the production process, and reorganized the organizational structure of the garment processing industry. Fourth, expand the service extension of flexible supply chain.

In 2015, the flexible supply chain with double 11 and accumulated for 7 years was officially opened, which became an important part of the eco service operators in the future.

While optimizing the group system and the flexible supply chain, Han Du Yi began to develop its sub brands. In April 2012, the first sub brand AMH of Han dis house was formally launched and developed in a healthy way. As a matter of fact, at the beginning of its founding, Han Du Yi house registered more than 20 trademarks in one breath. In his original design, Han Du Yi house should become a brand group like Procter & Gamble. It took 7 years for Han Du Yi house to hatch out the 16 sub brands besides Han's clothing brand, and began to enter the multi brand era of 2. After that, the process of hatching brand is institutionalized, and a mature brand support system is formed. Finally, a fashion brand incubation brand is established. This is the 3 stage of the operation of the fashion brand incubator stage.

But Han Du Yi house found that to create a personalized brand, it is not enough to create itself alone. In order to find a personified brand with soul, in August 2014, he tried to get out of Ji'nan, and set up a branch in Beijing to attract professional talents. It uses a two line and parallel way to make light luxury women's brand "Bailu language", which is responsible for the product of Beijing, and Ji'nan is responsible for operation. Soon, too high communication costs make the plan aborted. Six months later, the brand team was returned to Ji'nan.

Beijing branch has become one of many trial and error experiences of Han Du Yi house, but it makes Zhao Yingguang firmly believe that it is more realistic to choose a good seedling by way of operation. "Both Feng Xiaogang and Sun Haiping should look to the whole country to find a good seedling who can cooperate with each other, because they need strong strength to support them." Zhao Yingguang introduced.

Now, Han Du Yi house is trying to open these resources to more brands and become a true sense of ecological operators.

In the view of Li Cheng, head of the Strategic Cooperation Department of the Korean home office, the same is for the operation of the brand. There are essential differences between the Korean clothing house and the TP service provider. Many TP service providers will take the brand that has been formed, and save the process of brand building, doing things from 1 to 10, while the Korean family clothing house has created its own brand from 0 to 1. The brand needs to do more than just sell, but it should have more value. On this point, Han Douyi can understand the complex of the brand better than the pure generation operator.

On the other hand, Han Du Yi house, based on brand operators' external cooperation, has its own main business and has a relatively stable mentality. It can set goals from a more macro and long-term perspective, and reach a deep cooperation relationship with the brand after mutual recognition.

The next step of the Korean clothing house is the 4 stage -- the operation stage of the Internet fashion brand ecosystem. Jia Peng, general manager of Zhihui LAN Hai Internet brand incubation base, told the "Internet business man" that as the main platform for the Korean brand's ecosystem of fashion brand, the blue ocean was set up before the establishment. The team inspected many incubators including Innovation workshop and 3W coffee. In China, too many primary incubators were only providing office space. In order to provide support for the entrepreneurial team, such as networking, capital and other support, the purpose of Zhihui blue ocean is to "empowerment" for small and medium-sized brands.

In Jia Peng's view, Han Du Yi she wants to build up a growth system that is suitable for Internet rules and allows small and medium-sized brands to survive. Contrary to the previous generation operation mode, the ecosystem of South Korea's clothes house has been verified. After fumbling, the South Korean clothing house will adjust the ecosystem according to the feeling of the first line.

In this process, Han Du Yi house is equivalent to connecting the platform with the small and medium businesses. The platform may bring some big directions and trends.

In September 2015, Han Li capital and Chun Mu Wang invested in Han Du Yi house. Qian Xuefeng, chairman of Han Li capital, said that the development of Han dresses was not only in line with expectations, but also beyond expectations. He said with confidence that in the future clothing brands, the Korean clothing house would be a company of 10 billion or 100 billion market capitalization.

　　 Net red Zhao Yingguang

In addition to the founder of Han Du Yi she, Zhao Yingguang also has an identity: Internet red man.

In the impression of many people, Zhao Yingguang is a man without a boss's frame, not only because he has obvious double chin and fat body, but because of his affinity in his bones. For this reason, many employees of Han Du Yi house called him "Anxi coach", and he also made facial expression bag for him, which was not treated by other partners.

In 2008, in the absence of micro-blog and WeChat, Zhao Yingguang was active in Taobao forum. Every time he goes to South Korea to buy, eat, shop, buy goods and deliver goods, he will be in the form of photos in the forum. "Although I am a guy with a bad image, I took the camera everywhere and made it on the forum, and I became the first to buy it in a year." Zhao Yingguang jokingly told the "Internet merchants of the world", "I was doing the model of Zhang Dayi 7 years ago. I think it is the first generation of net red."

In March 2012, Zhao Yingguang sent a micro-blog: "I was criticized by my colleagues today, and I was a silver bullet." For a few days, Mi Gomi. In March 2016, Zhao Yingguang had more than 510 thousand fans of micro-blog. In absolute terms, he is undoubtedly a net red.

In fact, Zhao Yingguang used the fans' economy to enhance the brand power of Han Du Yi house 6 years ago.

In 2010, Han Du Yi began to plan the scheme of the Korean fans group in the interior, hoping to combine the strength of Korean star with the operation of fans. In 2013, catching up with micro-blog's traffic dividend, the Korean fans group also began to go to normal.

After 3 years of operation, the overall size of the Korean fans group has already been modeled. At present, the SNS department is responsible for the operation of the entire Korean fans group, which operates nearly 500 fans group, of which 100 are active fans group. The fans of each fan group range from hundreds of thousands to tens of thousands, and each year brings hundreds of millions of brand exposure to Korea.

"As a network trader, consumption only sees the image of selling clothes, and through this way, it can display the corporate image of all directions, all angles and three dimensions to consumers." Zhao Yingguang said that this approach can help brands and consumers establish trust. And trust is the first step for consumers to help brands spread.

In the mobile era, the way to build trust is changing. The emergence of social networking platforms such as micro-blog not only makes information fragmented and timely, but also more stars will appear in these channels as personal identities, breaking the information barriers between fans.

"Mobile Internet In the era, everyone has the ability of self propagation. Instead, the channel and cost of communication are not the core. The core is the quality of content manufacturing itself. Zhao Yingguang emphasized that good communication content is like pulling the line between fans and brands, enabling them to be integrated into one another, transmitting and influencing each other at high frequency, and having continuity.

His high profile makes the founding team quite headache. "Lao Zhao is the most critical person in the interior. He is the platform and the entry of company cooperation." He has a lot of ideas and is willing to talk with all kinds of people. Many people add him (WeChat) to him. Liu Junguang smiled and said, "recently we are preparing to sign up for training. We need to train senior managers.