How Does The Costumes In The Whirlpool Write The Myth Of Metersbonwe?

Metersbonwe has become a popular company in the clothing media. The media likes to report it and the story of the richest man falling from the altar.

In 2013, when the casual wear brand Metersbonwe (hereinafter referred to as "American state") was caught in a stock crisis and bombarded by the media, Zhou Chengjian, the founder of the United States and China's clothing industry's richest man, decided to launch public relations.

In a TV program, Zhou Chengjian, 50, said he had been reflecting on "who the United States should be" in recent years.

A guest at the scene interactive said, you read a little EMBA a little fade, I appreciate more than five years ago, ten years ago you, that is wild animals, private enterprise vitality is strong.

He added, "I do not buy American state because of poor quality."

Zhou Chengjian interposed, saying, "I do not belong to the great wisdom and the big pattern. I can jump out of the routine and the cycle.

When he talked about criticism from outside, he felt that he was not understanding and uncomfortable.

As for how long he suffered, he set the trap on the basis of the host, unwilling to say more.

The host asked some puzzled questions: "Zhou is always a person. You are a real person."

It was a relatively harmonious program (at least when it was broadcast on TV), and Zhou Chengjian also proposed a plan to revitalize the United States.

But three years later, there were more people who did not buy American States.

Its profits began to slide, and last year it lost 400 million yuan.

Last week, he decided to sell Xu Xiang, a wholly owned subsidiary with a net assets of 148 million yuan, to solve the urgent problem. In the summer and autumn, two executives and a director left. At the beginning of the year, Zhou Chengjian was also taken away from Shanghai for questioning the case of Zai Xi's controlling person.

Before the end of 2016, there were a lot of bad things in the States.

In fact, since 2012, Mei Bang has become a popular company in the clothing media. The media like to report it and the story of the richest man falling from the altar.

The United States is not going to take the unusual road.

Some media said he used to abuse senior executives' "nonfeasance" and his style was "asshole, bastard and nonsense".

He denied this statement, saying that he was scolding himself. For media coverage, he once asked the media: "my image is not what you have created?"

In Shanghai's MB headquarters, Zhou Chengjian has a large office, with a huge Mao Zedong waving on the side of the door (this is a historical figure he appreciates). The indoor blue background wall hangs the English symbol of Smith Barney, just like a huge advertisement sign.

He likes to listen to classical music. Under the influence of melody, he can see the real-time sales data of more than 3000 stores in the computer screen.

Through a glass window in the office, he looked up to see the Museum of American Apparel.

The museum displays traditional costumes of the past dynasties.

The idea of sprouting museums was in 2003.

When he attended an academic conference in Cambridge, England, he saw the cultural relics of exile in foreign countries after the Opium War. He thought of protecting traditional Chinese culture, and because he was a clothing boss, he naturally wanted to maintain the history of clothing.

The museum is naturally consistent with Zhou Chengjian's status.

But when he saw the sales figures on the computer and saw the Museum of the United States, what is "real emotion"?

Celebrities all hope to occupy a certain space in future history books, just as writers want to write a masterpiece that has been circulating for centuries.

This may be Zhou Chengjian's subconsciousness of building a museum.

But in the history of people, as Zhou Chengjian himself said, it is very difficult to have great wisdom and big pattern.

Zhou Chengjian can not jump out of his own vision limitations, so there are also contradictions.

Of course, this is also a cognitive well for everyone of us.

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In the year when he decided to set up a museum, he stopped the brand "Qi Ge" which had invested about 50000000 yuan.

But the multi brand strategy is actually the usual choice of a clothing company. He listened to the so-called strategic experts and was fooled away.

In 2008, the United States launched a white-collar class with a high price.

ME&CITY.

For this brand, the United States and the state have paid 6 hundred million of the tuition fees, but they are still warm.

The reason for Zhou Chengjian's own summary is still related to experts, but this time he failed to listen to experts' opinions and hurriedly launched the ME&CITY brand.

13 years ago, Zhou Chengjian worked with singer Jay Chou, who became the spokesman for the brand image of Smith Barney.

The move was seen as a successful business operation by the industry.

However, Zhou Chengjian also had a blind eye when he chose the spokesperson.

For a while, ME&CITY found Lin Chiling's endorsement.

This tone of Taiwan woman is not in line with ME&CITY's temperament.

Zhou Chengjian admitted that this was his ignorance.

Of course, "ignorance" is also regarded as the reason why ME&CITY can not develop well.

It has been analyzed that Zhou Chengjian, because of his inferiority, aroused the courage of pcendence.

And this factor has created a richest man, and has also shaped the raging ME&CITY.

In 1963, Zhou Chengjian was born in the village of Huang Keng Village, Qingtian County, Zhejiang.

In this poor and poor village, his father's grocery store gave his childhood a hazy business sense.

When he was admitted to the county middle school at the age of 13 when he was first in mathematics, he was often bullied as the son of a farmer.

A child in a city plunged into his back with a ballpoint pen, two or three centimeters deep.

The more inferiority, the more I want to prove myself.

It is precisely to get rid of the identity of farmers, he learned tailoring skills, to create a brand, in order to get rid of the old, called the name of the United States, and finally developed into Metersbonwe.

He handed over the production to the foundries, handed over the task to the distributors, and took charge of the design and brand marketing himself.

This mode is known as the light asset model. With it, Zhou Chengjian began to expand in the whole country.

In 2008, the United States went public, and Zhou and his enterprises completed the harvest.

At the ceremony, he presented to the Shenzhen stock exchange a small gold plated sewing machine.

He said, "I was the tailor of a village, and now I am lucky enough to be a Chinese tailor. I hope to become a global tailor."

China's textile and garment enterprises like diversification. When the market is in a downturn, the sideline industry can feed the main business.

Zheng Yonggang, chairman of the board of directors of Shan Shan, is a diversified representative figure.

Apart from making costumes, Zheng Yonggang has also made 5 industries: real estate, logistics and new energy.

He is also a friend of Zhou Chengjian.

But the tailor can withstand the temptation of his friends and rarely set foot in other fields.

Famous clothing enterprises have long been clamoring for internationalization.

Bosideng, for example, opened its flagship store in a busy commercial street in London in 2012.

But Zhou Chengjian kept one mu three points, and only wanted to make intensive farming in the domestic market.

He likened this behavior to "better to be a turtle in the right direction than a rabbit in the wrong direction."

He regarded costumes as his second wife, making Saturday day a senior executive day.

After the collective protest of exhausted executives, Zhou Chengjian came to terms with the resumption of the two-day break.

But Zhou Chengjian's weekend is very painful. He always feels like an old man who will call the executives because of trivial matters.

Passion and ignorance are two different things.

Zhou Chengjian overestimated the momentum of development and greatly increased orders.

By the end of 2012, the United States finally broke out the stock crisis. The media said its clothing inventory exceeded 1 billion 500 million yuan in the past season.

However, since 2012, the operating income and net profit of Smith Barney apparel have been declining continuously. By 2015, its operating income has dropped to 6 billion 295 million yuan, with a loss of 432 million yuan.

Its total number of stores dropped from 5220 in 2012 to 3700 in 2015.

The reason for the continued decline is too slight. Zhou Chengjian has long recognized the power of competitors such as ZARA and UNIQLO.

Fast fashion brands are quick to launch new products through direct marketing and fast response supply chain.

That's the secret of their success.

In fact, as early as the 2000 expansion period, Zhou Chengjian knew the power of Direct stores, and it could gather popularity and build an image.

At the time of ME&CITY, he began to follow the ZARA supply chain and even went deep into the ZARA generation factory to investigate.

He lost the personnel turbulence caused by too much power. The flow of personnel is normal.

Executives fled, which is one of the reasons why some media are declining.

American state executives leave quite frequently.

For example, before the listing in 2008, Smith Barney experienced 6 major personnel changes, including 5 management departures in 1997, 19 managers leaving in 2002 and 2 vice presidents in February 2004.

But if executives leave, if so, how did Smith bond become the top brand of casual wear before and after 2010?

He lost to despise the Internet and the electricity supplier? Wrong, it has already been laid out.

The electricity supplier has always been the enemy of the retail brand.

Zhou Chengjian had known about it.

As early as 2009, he planned to build an e-commerce platform buying network.

Zhou Chengjian is one of the first entrepreneurs to embrace the Internet in traditional enterprises.

However, the reform of the US state is slower than that of the market.

When Jay Chou's fans are old, because of the lags behind in production and marketing capabilities, and the lack of product capability, the United States failed to catch up with the new generation of young consumers.

Since the crisis four years ago, Zhou Chengjian has continued his past judgement that supply chain and branding are the way out and have carried out reforms.

He began to expand the proportion of direct operation and supply chain pformation.

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In order to shape the brand, he launched a series of consumer scenarios reform.

In 2013, the larger outlets in the United States were pformed according to the local urban style, emphasizing the local cultural attributes.

Among them, Hangzhou Yanqing store is

The most beautiful family in the heart, because there are memories of his youth struggling.

Consumers can also buy in the form of O2O.

According to the established plan, the United States will increase its O2O layout in the two or three tier cities, and the upgraded experience store will cover 1000 in 2017.

Last year, he vigorously developed APP, launched a dress matching APP has fan, consumers can buy a key.

In order to attract the attention of young people, he also won the title of a variety show at a price of 50 million yuan.

These changes mean a sharp rise in operating costs. In the absence of the original mode, the performance is not ideal.

Because of ME&CITY's mistakes, Zhou Chengjian lost many brand opportunities for gold, while another casual wear brand in Wenzhou, Semir, came up with its children's clothing brand.

So, when colleagues conducted experiments with O2O carefully, Zhou looked more desperate.

The self tailor is determined to become an Internet tailor.

In 1987,

It's also the owner of a garment factory.

Because of the mistake in continuous overtime work, the size of the suit's sleeves has been cut short.

This mistake almost broke him down.

Fortunately, he had a brainwave and created a modern suit with a casual style after he spliced and trimmed the defective products. After the marketing, the effect was good.

This led him to think about how to create differentiated products and how to jump out of low profit from OEM.

Later, he established the model of the former shop and the factory, and reaped the first pot of gold in life.

12 years later, in 2000, the complicated interpersonal relationship and vague rules of Wenzhou business circle were not suitable for the reality of American state.

The reforms carried out by Zhou Chengjian laid the foundation for the national expansion of the United States.

And 12 years later, in 2012, the United States was faced with the dilemma of its mode.

The 12 years' cycle is also very appropriate to Zhou Chengjian's failure to get out of the routine and cycle.

Now, what should tailor Zhou Chengjian do? He needs to cut off the old system, weigh all kinds of interests, and also sew up an excellent system.

But this time, in the face of the Internet and the younger generation, will traditional concepts and ignorance become obstacles to him?

At the beginning of this year, Zhou Chengjian said at a forum: "I feel that I have misplaced myself in the past ten years and let myself" go off the rails ". Instead of concentrative attention on this industry and profession, I really used a craftsman spirit to make a tailor, so I was abandoned by the market.

But I firmly believe that this abandonment is a phased one, making me more sober and seriously thinking, and working harder to make a tailor so that I can win better social and consumer competitiveness with myself and Metersbonwe.

If he is really abandoned, even so, we should respect the wrong ones.

The docking of traditional brands with the Internet is still in the exploratory stage. Zhou Chengjian's high risk and multi density experiments will tell others what are infeasible measures.

But this is a bitter result for tailor Zhou Chengjian.