Zhao Yingguang Declassified Business Code: Reinventing Korean Capital

What Han wants to build is 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.

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 pformation of the capital of the Korean capital.

Since 2013, Han Du Yi house has built four dimensions of flexible supply chain pformation 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.

Han Du Yi spent 7 years, hatched 16 sub brands except Korea Du Yi brand, and began to enter the era of multi brand of Han Du Yi 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 becomes

One of many trial and error experiences, but let

It is more realistic to firmly believe that choosing 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.

Li Cheng, the head of the Strategic Cooperation Department of the Korean clothing house, seems to be doing the same operation for the brand. There is an essential difference between the Korean clothing house and the TP service provider. Many TP service providers will take the brand that has already been formed.

The process is done from 1 to 10, while Han Du she built brand from 0 to 1. There are many experiences and experiences in brand development. The brand should not only achieve sales, but should have more value.

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 reporters that as the main platform for the Korean brand's fashion brand ecosystem, before the establishment, the team inspected many incubators including innovative workshops and 3W coffee. In China, too many primary incubators are just providing office space. On the basis of these, some incubators can provide support for the entrepreneurial team, such as networking, capital and so on.

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.