Zara Founder Surpasses Bill Gates As The Richest Man In The World

We must admit that the current Internet technology is rising. They create a way of life, become a huge economic engine, and shorten the time that a passerby becomes rich.

However, traditional

Industry bosses also have some strength to go to PK technology giants.

This is not the first time that Ortega landed on Forbes's richest list. As early as October 23, 2015, Ortega had briefly occupied the richest place in the world.

This is a meteor passing across the sky: the day his buttocks were still warm and hot, he was caught up by Bill Gates.

However, Forbes gave a pertinent evaluation: "this is also a tradition."

The first counterattack on the long PK road with technology giants.

The counterattack was more than Ortega alone.

In fact, Ryui Masa, founder of Japan's fast selling company in UNIQLO, has been sitting on top of Japan's richest position since 2008.

In addition, the Per-son family of H&M and the founder of IKEA IKEA are also the richest in Sweden.

Why can we achieve great wealth?

It's just needed.

But this is the right nonsense, because the clothing brand is so diverse that not everyone who enters the clothing industry can become a huge wealth.

Ding Lei, the founder of NetEase, once said that he was the most admired by Zong Qinghou, founder of wow ha, because Zong Qinghou could really succeed in making such an untechnological product.

Roughly speaking, the cloth made of cloth is as simple as water, but Zara, H&M and UNIQLO themselves have great places.

The three companies used SPA mode to produce and sell earlier.

Company.

The so-called SPA is from the commodity planning, production to retail integrated control of sales form.

This business model has set up a complete set of information collection, logistics and inventory management systems, as well as specialized suppliers and manufacturers.

This mode of design, production and sale is controlled by itself.

The company compressed the lead time of the supplier, and also enabled the enterprise to grasp the market information for the first time, speed up the contingency and coordinate the time.

They regard customers' needs as the starting point of production. They usually grasp the sales data and customers' evaluation of styles, colors, designs, fabrics and so on, and report them to the headquarters.

They can also catch the trend in time and adjust the supply as the tide changes.

They all have a large number of designers, which capture the trend all over the world.

It is worth mentioning that Zara is not concentrating on forecasting trends, but rather responding to existing trends.

These designers are in fashion cities like Paris and Milan. They attend fashion conferences, browse fashion magazines, and observe young people's wear on the streets. After summarizing these seasonal trends, they report to the decision-making departments in time.

Rapid production is also their advantage.

It is understood that H&M only takes three weeks to complete the whole process from design to commodity shelves, and in general.

Compared with the half year period, the company has an unparalleled advantage.

Zara will only take about 12 days from product design to finished product to arrive at the store.

Zara effectively integrated the supply chain, realized the rapid response to the market and made it the core competitiveness of the enterprise.

This SPA mode is interpreted by consumers as fast fashion.

However, Ryui Masa did not want to turn UNIQLO into a fast fashion group.

In his view, Zara and H&M only want to produce goods quickly and send them to consumers.

Although UNIQLO controls the stores, it can also get the sales data in time to guide the production, but its reaction speed is slow in the three.

It only has more than 1000 styles of investment each year, compared with 12000 kinds of Zara.

In essence, these three companies can push their bosses to the position of the richest and rely on efficient operations: tight links with consumers and fast shipping.

Of course, for online giants and offline retailers, the rule of efficiency is more universal in dealing with the relationship between people and goods.

Sam Walton, the founder of WAL-MART supermarket, realized the importance of it very early.

He once said in his autobiography: "we are the agents of our customers, so we must be as efficient as possible suppliers of goods."

Because of this, WAL-MART has a huge computer system. When customers pay for a toothbrush purchased in front of the POS, the company already knows when to introduce a batch of goods, and the supplier knows the sales situation of the product through the computer, thus formulating the production plan.

WAL-MART is also the earliest retailer to centrally manage the logistics of the store through the distribution center.

It requires the supplier to deliver the goods to the distribution center and then to distribute the goods by WAL-MART.

It has done a lot of experimental research to ensure efficient delivery of logistics.

WAL-MART's fans, founder of Jingdong, Liu Qiangdong, also found that the repeated handling of commodity logistics in the society will reduce efficiency, so that all goods can be put to the warehouse at once, and then pported according to the needs of users, reducing the number of pportation and improving efficiency.

The high efficiency of pportation is also one of the secrets of Zara.

Its cargo center has a very mature automation management software. To ensure that every order is delivered to the destination on time, the company will use the equipment to make product sorting, sorting out 60 thousand pieces an hour.

。

The truck at the logistics center started on time and went to all parts of Europe.

It also has two air pport bases.

Usually European stores can receive goods within 24 hours, while other countries and regions are in between 48 hours and 72 hours.

In other words, although SPA is a highly efficient way to handle people and goods, it is rather paradoxical that the inventor of this model is the United States.

GAP is in trouble.

In 2013, GAP was named Forbes one of the five most likely fashion brands to disappear in the future.

Its performance has been declining over the past two years, and 175 stores were closed in North America last year, which occupy 18% of North American stores.

Data show that in the 60s of last century, SPA has become the United States.

The fundamental system of brand GAP.

With this model, GAP has achieved expansion in the United States and the international market.

This model has spread throughout the world and has gone through three stages: the first generation is GAP, the second generation is the basic Japanese SPA represented by UNIQLO, and the third generation is European brands such as Zara and H&M.

It can be said that the third generation is based on the advantages of predecessors to further integrate the supply chain, with the help of efficient production capacity to ensure the rapid updating of products.

In the eyes of analysts, one of the important reasons for GAP's failure in the face of competitors is not fast enough.

Its product from design to shelf life cycle is 10 months, far slower than Zara.

Although its CEO has previously indicated that the production cycle should be shortened to 30 weeks, it is still two times more expensive than its competitors.

The wealth myth of Ortega and Ryui Masa also made China's

The boss saw the possibility of reaching the top.

Zhou Chengjian, one of Metersbonwe's founders, is one of them.

In 2012, he won the top of the Hurun clothing rich list for the three consecutive year and ranked thirteenth in the Forbes China rich list with 4 billion dollars in assets.

However, since 2012, most of the domestic garment enterprises, including the United States and the United States, have fallen into high inventories and their performance has also declined significantly.

And the reason is not fast enough.

Famous in China

Most of the enterprises adopt the way of joining, and successfully achieve horse racing enclosure.

However, in the franchise mode, brand dealers will hold the two season order meeting every year. Franchisees decide the order quantity through the local sales estimate.

But this prediction is very much different from the actual demand of consumers, which is very easy to cause inventory.

In addition,

The data information between enterprises and distributors and manufacturers has not been completely opened up, and they can not grasp first-hand consumption information in time, nor can they carry out rapid production.

In order to understand the operation mode of Zara, Zhou Chengjian once handed the order to Zara's processing factory in China, and personally went to these factories to understand operation.

Metersbonwe's high-end brand ME&CITY draws on the Zara model.

However, under the siege of the franchise system, he seems to have failed to find a better solution.

In early 2012, Zhou Chengjian criticized his subordinates for "three eggs and none", because they were "asshole, bastard, nonsense and inaction".

Zhou Chengjian actually wanted something to do.

stay

In the field, he is the earliest explorer of electricity supplier and O2O.

But these bold initiatives are not effective.

In the past three years, the stores in the United States have shut down 1500.

Its net profit peaked in 2011 and began to decline year after year.

Last year, it fell off a cliff, losing 430 million yuan.

If America wants to survive the disaster, it still needs to build an efficient supply chain.

So in the middle of last year, Zhou Chengjian planned to raise more than 4 billion 200 million yuan of funds, one of which was to pform the supply chain.

Of course, the pformation of the supply chain and the speed of reaction are also all China's.

The task of brand.