It'S Very Skillful To Make Shirts And Customize Business.

Yu Li Da had been immersed in the clothing industry for 20 years before he founded the product. He served the company for ARMANI, POLO and Bubbury, so he had the selling point of the technology of ready-made garments and ironing. He told us, "don't underestimate this technology, there are four in the world."

Compared with the pricing strategy of customers, the volume target is a new middle class who is willing to try new things and has a relatively rational consumption concept.

In the whole business mode of Yu Li Da, the volume division plays the traffic entrance of O2O, and the back-end supply link is based on data customization, that is, C2M.

Yu Li Da, the founder of the quantity, was at Starbucks Shanghai Hongqiao Airport. At 8:30 in the morning, he was flying to Beijing at noon.

This is the daily work state of Yu Li Da, which is non-stop, running all over the country, and seeing the agents who join the intention everywhere. The management of the company is all done on nails.

There are only 5 employees in this company. The products are only shirts, which are sold as ready-made clothes and ironing. They are divided into 399 yuan and 499 yuan two stalls. They are customized for customers' door-to-door measurement by distributing the quantity in all parts of the country. The user orders the production, uses the flexible supply chain, and delivers mail to the home on average a week. The company's angel wheel valuation has reached 50 million RMB.

Yu Li Da had been immersed in the clothing industry for 20 years before he founded the product. He served the company for ARMANI, POLO and Bubbury, so he had the selling point of the technology of ready-made garments and ironing. He told us, "don't underestimate this technology, there are four in the world."

Compared with the pricing strategy of van customers,

Aiming at a new middle class who is willing to try new things and has a relatively rational view of consumption.

In his entire business model, the volume division plays the O2O traffic entry, while the back end supply is based on data customization, that is, C2M.

Such a business model sounds very cool, but to some extent, the control and management of agents determines the replication and controllability of the whole mode.

Yu Li Da does not seem to be worried that someone will "copy". "Now most of the competitors are from the Internet playing financial origin, not familiar with the supply chain, and the factory masters do not understand marketing and sales."

As a "double head", he seems to have seen the future.

As a trading volume division, there are at most 300 chances per month.

"Must be door-to-door!" door-to-door service, this is a very bright and dangerous service.

Many companies have failed to get through this road.

In the commercial logic of Yu Li Da, "door-to-door is necessary and certain."

He believes that people are trading entries, points of praise or friends, laying the groundwork for the next purchase.

"How to make sales Seamless into customers' time is the prerequisite for a service". Under such a way of thinking, "volume division" has become the "bait" and hook for consumers to enter the whole business chain in the whole business logic of Yu Li Da, and has the function of selling and ensuring repeat purchase.

"Some people feel that a shirt is still silly to come to the door," he explained. Shirts are a product of repeated purchases. One person consumes 6~7 pieces a year and fewer 3~4 pieces a year, and according to statistics, a quantity teacher who has strong sales power has the most opportunity to achieve 300 pieces per month, and the rate of repeat purchase is kept at 60%.

The user orders the WeChat public number, the system sends the order directly, the volume teacher comes to the service, the data input system forms the order, uploads Ali cloud.

Shirts from the order, production to the end of the consumer, the average need 15 days.

After each single paction, according to the calculation of 399 yuan, the completion of a single volume division may get nearly 100 yuan of income.

For customized industries, data deposition is capital.

Yu Li Da revealed that the data of the equivalent body surveyor entered the version database and matched it. If the error was 0.5 centimeters, it would be used directly. If not, the version designer would make another version.

By using the version database, up to now 6 months, the quantity has accumulated nearly 4000 editions.

"About 20 thousand years after 1~2, customers can find the version directly."

Then, when the data reaches a certain amount, can the role of the volume teacher be skipped? "The scarcity of people is face-to-face communication, which will be the inevitable trend in the future".

The expansion rhythm of quantity products is like this: "keep the 30~100 outlets increasing every year, 3~9 month is the peak season for shirts sales, shop in the 1~2 months before the off-season, so that we can fill up the low season of the off-season, and further increase the production capacity in the next peak season, and play a new energy."

Small scale production, personalized customization, direct C2M mode, people can not help but think of the Qingdao red collar that makes Western-style clothes customized to make the country. It combines traditional tailoring with the industrial production line and connects directly to consumers and factories through the Internet platform.

Referring to the difference from the red collar, Yu Li Da said, "red collar has only been produced and processed, and its order comes from OEM in Europe and America."

He thought, adding that "red collar solves the production problem of the flexible supply chain, but it does not solve the whole set of commercialization problems".

And the factory where the quantity is connected directly has the shares of Yu Li Da, which strengthens the controllability of the quality period and so on from the source.

On the production line of the product, four people make up the production team, which is different from the 30~60 assembly line in the ordinary supply chain. They call it the cell production team, specifically dividing a shirt into several processes on the assembly line, which are operated by the group members in turn.

At the same time, the hardware should be maximized to improve efficiency. For this reason, they use laser tailoring equipment, add cutting materials and accessories, and print labels on clothes according to customer needs. The workers receive the list and combine the process units to finish sewing.

It is packed and shipped by high temperature and high pressure.

Of course, matching single volume and capacity is very important for scale customization.

In fact, this is also one of the main problems encountered at present.

"If the factory has 10 thousand production capacity a month, but the sales fail this month, the factory will get down directly."

In traditional production, there will be a buffer period of one or two months after receiving orders, but for the customized market, the factory will be in a predicament only if it does not take orders for a week, and at present, only one factory has been co operated with the quantity. Even so, Yu Li Da still believes that customization can not be changed.

However, yes.

It is impossible to control the force solely by the quantity division.

Moreover, at the bottom of the commercial structure of the quantity goods, agents everywhere continue to "copy".

It is understood that agents have been deployed in 15 cities across the country and gradually infiltrated into three or four cities.

According to experience, for agents, 100 is a life and death line.

The expansion rhythm of quantity products is like this: "keep the 30~100 outlets increasing every year, 3~9 month is the peak season for shirts sales, shop in the 1~2 months before the off-season, so that we can fill up the low season of the off-season, and further increase the production capacity in the next peak season, and play a new energy."

How can we achieve the spirit of builders in the reform of supply side?

In the concept, it can not be done before because the game between factories and brands is a game of each other.

"Only everyone can make profits, including quantity, division and workers, so that they can put their hearts in."

For the data IT system that plays the most important role in the whole model, Yu Li Da did not choose to outsource, but built it in person.

He thinks that database architecture must express business logic.

"Technically difficult, mainly business logic".

For example, there is a WeChat public number and official micro-blog outside the volume. For example, the customer will be able to get feedback in their system. Whether the forwarding or sharing of the two-dimensional code will be done later, it can be pushed back through this propagation path, and the commission can also be returned to the volume division.

"This power is very strong."

This "payback" business logic makes the volume division, agent and company a community of interests, and finally makes the whole model controllable, "because he knows that the final results will be their own."

Similarly, factories are the same.

"How can we achieve the spirit of artisans in the supply side reform?" in the concept of Yu Li Da, it could not be done in the past because the game between factories and brands was a game of each other.

"Only everyone can make profits, including quantity, division and workers, so that they can put their hearts in."

Although the quantity is only a shirt at this stage, but as long as this mode can go through, there will be more possibilities in the future.

However, Yu Li Da still sticks to several basic standards: first, the consumption demand of this product should not be seasonality; second, it must be a high gross profit non-standard product; third, it must be a high frequency consumer goods.

Men's trousers are what he is considering.