The Pformation Of Garment Enterprises Should Keep Pace With The Times.

It was 1994.

Blind expansion of production and loans to banks 8 million yuan, resulting in a large backlog of products, inventory reached 20 million yuan.

Gao Dekang first took advantage of the anti season selling method in the clothing industry, and in 1994, he left the stock at the Wangfujing department store in Beijing at the turn of spring and summer.

It is said that the 5 million yuan payment was recovered by Gao Dekang. Although it only recovered the 1/4 of the stock, it ensured that the enterprise returned the loan and passed through the difficulties.

In 1996, the enterprise sold over hundreds of millions of dollars.

The most beautiful battle was from 2003 to 2005.

During this period,

The huge number of TV commercials has been awarded to CCTV.

According to the data released by the media at that time, the advertising cost of Bosideng around 2003 was 130 million yuan, 180 million yuan in 2005, and 220 million yuan in 2009.

And in terms of output, 2003

The turnover is only one billion yuan.

"The private enterprises in Jiangsu and Zhejiang have much more business vision than state-run enterprises and enterprises in the north, but they dare to take out 10% or even 20% advertisements of their revenues."

Lu Shengzhen, senior planner of garment industry, is deeply touched.

There were many early competitors, such as Jiangxi duck, Beijing iriran, Hebei snow, Shanghai's feather and upper feather in the 90s of last century.

Finally, the opponent must be thrown away.

Recalling the past, Gao Dekang is always pouring out. He is accustomed to taking lessons from the way he has gone through and solving the problems faced by the enterprises.

For the reason why the enterprises could win in the fierce competition at that time, Gao Dekang thought that the first thing was to seize the quality of the products. The second was to make innovations in the use of pigments, and took the lead in the use of imported matte pigments instead of the brightly colored pigments made in China.

Decades of ups and downs have brought valuable wealth to China's first generation of entrepreneurs such as Gao Dekang, giving them plenty of experience and perseverance in the face of setbacks.

but

The key to the problem is that it is not enough to reflect on enterprise management only from its own experience and find the direction of the enterprise.

Because times change too fast, past successes do not apply to the present.

If we can not look at the enterprise from the perspective of the times, we can not grasp the opportunity at last, and the enterprises will be faced with lagging behind and declining.

Advertising on CCTV is a killer in the era of fierce competition and lack of propaganda. But now all kinds of publicity channels have been scrambling for it. CCTV monopoly has long gone.

Anti season sales are only tactical means, which will shake the market in the 90s of last century when few companies use them.

Overused.

Now, with the rapid development of information technology,

Tremendous changes have taken place. This change has changed not only the management of enterprises, but also the strategy and structure of enterprises.

Take a look at the description of ZARA.

Already familiar.

In terms of the quick response system, ZARA stores sell their sales information to headquarters every day, and send two replenishment orders to headquarters every week based on current inventory and sales expectations in the next 2 weeks.

In terms of distribution.

ZARA

The system is very developed. About 20 kilometers of underground conveyor belt delivers ZARA products to the cargo distribution center in La Coruna, Spain. In order to ensure the punctual arrival of each order, ZARA borrows optical reading tools to conduct product inspection and selects and inspected more than 60 thousand pieces of clothing every hour.

With the help of fixed pport trucks and two air pport bases, the arrival time is: Europe's chain stores 24 hours, American chain stores need 48 hours, Japan is between 48 hours and 72 hours.

Facing the changing times, garment enterprises need to innovate in mode and structure.

If we do not innovate, we will be eliminated.

There are two characteristics.

One is the home of Hai Lan, which does not produce or participate in the design. Instead, the supplier chooses his design to the sea Lan House to select the next order.

Moreover, if the two sale season does not sell, the supplier must agree to return the goods.

The other is that the franchisee has to pay 1 million yuan to join the fee. After paying the franchise fee, they still need to pay the salaries of the shop assistants. Moreover, they do not need to participate in the management and management of the store in person.

Hai Lan's home promised that the 1 million yuan membership fee will be returned within 5 years.

These two characteristics are controversial in the industry, and there are many people who support and doubt it.

"Some people think that

Squeezing the suppliers, they do not bear the cost of inventory, but in fact, many small and medium-sized garment manufacturers in China are living on the edge of bankruptcy. For them, the largest order of retail terminal system is the biggest help, which is a reasonable combination of production resources.

An insider analysis.

On the other hand, letting franchisee pay rent and staff costs and pay large margin is criticized by some industries as a way of financing in disguised form.

However, there are many people in the clothing industry who believe that this is a great innovation because the two or three tier cities have many such resources, the ability to get the best location, the lack of sound investment channels and the integration of these social capital.

Anyway, the strategy of Hai Lan's home is controversial, but it is indeed a bold innovation based on the actual situation in China. This innovation mode may not last forever, but so far, it has helped the success of Hai Lan's home.

What Bosideng lacks is innovation at this strategic level.

"Four seasons, for

Brand itself is very important, single season products can not effectively enhance consumer loyalty and consumer stickiness.

However, the four seasons of Bosideng brand, the other three quarter positioning is just to fill the gap in the season, the idea is wrong, we should base ourselves on training new consumer groups.

Wei Gang commented that "the design and design of down coats should be considered in conjunction with the other three seasons, and the younger generation of products will lead to younger brands."