How Did Taiping Bird Achieve Counter Attack?

According to the world clothing and shoe net, it became the first A share to be listed in 2017.

Companies do not seem to give

How much psychological change has taken place in the 20 years' business?

The fashionable concepts pursued by the capital market have not changed the peace of the company.

Pacific bird

Dress CEO Chen Hong's words, clothing is their specialty, and at any time, the most important thing is to do professional well.

But this does not mean that in the turbulent era of new retail waves, Taiping bird still hides in its ivory tower without asking about the world.

On the contrary, this is a company that actively embraces the Internet and embraces new retail businesses. The pcript that it handed over is very convincing: basically completed the iteration of brand adjustment, completed the thrilling leap from the "post-80s" to the "post-90s" crowd, succeeded in capturing the minds of the youngest consumers; the structural adjustment of the channel was coming to an end; the new channels (electricity suppliers and shopping centers) accounted for more than half of the revenue; and the results were brilliant. In early 2018, the company announced that it expects the net profit of 2017 to rise 10.73% to 473 million yuan over the same period.

In the clothing industry, how did Taiping bird achieve counterattack?

The breakthrough point for connecting users is commodities.

Almost all retail businesses claim to be consumer centric.

But what exactly does the consumer need? This is like the biggest puzzle.

In fact, many enterprises' answers are in "blind people feeling the elephant".

Chen Hongzhao's answer is very simple: ask your girlfriends why her description of you is very clear and simple, not that she is fierce, but that she is too familiar with you. You often chat with each other.

So, to understand what consumers really need, the answer is very simple: they become their girlfriends.

"This is a question of attitude.

Everything comes from communication, "Chen Hongzhao said." I told the shopping guide that when you serve customers, you should not guess, do not let yourself appear to be top smart, and can guess every customer.

The only thing that needs to be a friend of customers is the best change.

Ping bird, "close to the consumer" is the height of belief, and the key word is "sharing". All services should be based on sharing - clothing, design and fashion. The Taiping bird started to use mobile Internet as early as possible to achieve seamless connection between headquarters and terminals. The super shopping guide App and bird Click App are excellent weapons that they can use to convey headquarters' will and trend. They receive more professional support from headquarters, and naturally share this income with customers. Besides the professional skills and knowledge flow brought by the shopping guide growth and welfare, Taiping bird helps to guide shopping through this connection and set up a professional mentality rather than a "I serve you" attitude. In Tai

This is a subtle psychological difference in professional support.

In the Chinese market where the service concept is not yet mature, terminal service providers often unconsciously dwarf or have a simple marketing mentality.

In Chen Hongzhao's view, these are not based on sharing.

The excellent terminal clerk in Taiping bird's eyes is a little compassionate and a little "inner".

If they do not attach importance to the professional nutrition of front-line employees, let them know fashion and be good at collocation, and train them how to become a sales champion, they will not be able to become friends with customers.

"When they sell goods, they will only say in their hearts that I earn 60 yuan today.

This is terrible! "

Without a firm trust from the top down, this belief is hard to internalize into the behavior of front-line employees.

"I often ask myself what my beliefs are and what my values are.

If I do not believe in this, even if I invite the best mentors in the world to train, I will be eliminated.

To truly create customer civilization and customer value, an enterprise must rely on people to create.

This requires them to truly grow. "

Chen Hongzhao said.

With faith, we must be able to land.

"Visiting UNIQLO, their plan has touched me a lot."

Taiping bird clothing Commodity Operation Director Cheng Cheng said.

Japanese enterprises take the planning system as the representative. Before the typical enterprise structure chart is: one is the research and development plan, one is the manufacture, and the other is the terminal retail.

And for the first time, Ming plans to put consumers in the middle and design around consumers. It is the first time that consumers are regarded as "God".

"How do you measure what employees do? If KPI does not revolve around customers, employees will not oppose you, and behavior will deviate."

Cheng Cheng said that the first thing that Taiping birds do is to focus on resources and break through every link.

Taiping bird believes that the key to linking customers is commodities, which become a breakthrough in their new retail pformation.

The main constraint points of enterprises at different stages of development are different.

The key point of the start-up period is the number of shops and the breadth of channels.

As long as the shop speed is greater than the internal friction, there will be no problem.

When you have a certain amount of weight, if you want to further improve your space, you must find the key internal constraints.

Around 2013, the Pacific bird began to focus on the "commodity" node.

In the past, most of the enterprises were responsible for the design of their products. In the future, they had to know what changes were going on in the future and what kind of people the consumers were. All these needed strong IT background.

"Future commodities are supply chain capabilities plus commodity capabilities, plus the ability to use IT tools."

Cheng Cheng said.

The management of commodities is essentially a series of processes and human management.

Retailers all emphasize "quick response" to users, but in Taiping bird's view, the most important thing is not fast.

"You can drive a tricycle to two hundred yards, but it will fall apart."

They believe that the first important thing is "to be" and to deal with market changes truthfully.

"Should" end is "speed", internal pace is consistent, respond, is "reverse", form a closed loop.

Next, we are committed to speed up.

"If it is not continuous, stable and low-cost, it can not be done in practice."

Cheng Cheng said.

The biggest obstacle in this process is ideas.

In the past, when a single department was judged to be able to make a decision, it would be good to make a decision. Now, the design, manufacture and even logistics are dragged in. "In a conference room, print out the data so that everyone can face the reality".

Another example is the shortage. In the past, the purchasing department could say that they did their best, but now, if there is no seven day cargo, one million yuan is not available. Then it can not be accepted. "I will ask him," what price can be used without shortage? "

If you can't measure it, you can't change it. First you have to let the whole chain know that every day's events affect the final achievement, and there are indicators.

Maybe you save a few bucks in this place, and I have lost hundreds of thousands of pieces over there. This is something that we really need to see and push forward.

{page_break}

Thousands of shops have thousands of faces.

Thousands of shops and thousands of faces are the targets of Taiping bird, and to this goal, Taiping bird proposed the "ABC plan": A plan, focus on best sellers; B plan, reduce unsalable goods; C plan, launch more fresh goods.

"Good sale of goods to sell first enough to ensure that the goods are not good to be sold as small as possible, and finally, and the ability to continue to supplement the new goods, from the point of view of goods, seize three points, and seize the key."

Cheng Cheng said.

The misunderstanding of many retail businesses is to put B first in order to reduce inventory.

But in essence, if you satisfy the consumer, the inventory will naturally decrease. If the target is directed to reduce inventory, there will always be a lower limit for the inventory. It can't be zero. "It's better to do something with no upper limit than to do a lower limit value, that is, to sell the good products of the A plan".

As for the C plan, it is very good to keep on improving. But the question is whether enterprises have the ability to match. If even the existing styles can not respond quickly and expand, where do new products start? Therefore, Taiping bird takes the A plan as the first step to make good money.

Let's take an example: for example, there are one thousand stores in the company, and the best sellers are sold at each store a week, about ten thousand weeks in a cycle of about ten weeks.

However, is the best seller selling an item on average at each store every week? Is it really enough? So, it is a very complicated process to define how much is sold. This is a very complicated process - how many pieces are sold? Is there a definition of time nodes, links and promotion?

All these need to reach a consensus first.

We must first have a point to focus on, and adopt a lean approach to break through rather than bottleneck.

"The numbers do represent a lot of things, but we don't see enough data from the point of view, so you can't see the data."

Cheng Cheng said.

Taiping bird is also building relevant big data platform tools.

For example, why do some shopping guides achieve 2.1 of the single rate? Some can only do 1.7?

The key question is how the next step from 1.7 to 2.1 is usually unknown.

The Pacific bird hopes to find out the key points through data analysis.

This needs to do a real correlation study on commodities: first, label commodities, and how to set the right weight is scientific, which directly affects the analysis results.

"We tend to do unsupervised learning first, find the trend and direction, and judge it with experience, and verify it again and again.

Because you need to find a blind spot, if the forefathers set some weight parameters, a priori knowledge is restricted, "Cheng Cheng said.

Relying solely on human beings can not do this, the value of technology is displayed.

But this does not mean that the Pacific bird is "technological only".

They believe that technical means only account for 30% of the total change process, and more importantly, people's beliefs and spirit, accounting for 70% of the proportion, and the importance of attention management.

First of all, employees must really accept the direction of change; secondly, let them know that goals can be achieved by steps and not illusory. Once again, let everyone have a sense of urgency and understand that if they do not change now, they will die.

Shop assistants are the key to "thousands of shops and thousands of faces".

The daily perception of consumers must rely on salesmen to catch them.

"Sometimes we need to be bold enough to assume that we need to be careful to ask for evidence. We need veteran salesmen to get out of the box and challenge my logic."

Cheng Cheng said, "commodity is a resource, and human is a resource."

Some people are suitable for selling pants, some are suitable for selling old customers, others are friendly and suitable for selling new customers, others are energetic in the morning shift, and some people are vigorous in the evening class. How to fit the most suitable shopping guide to the most suitable shops at the right peak time?

The future needs to be done step by step.

The future is an open honeycomb.

In early 2017, after the listing of Taiping bird clothing, it was proposed that 2000 stores should be expanded, and the contacts with real estate and business tycoons were becoming more frequent.

In Chen Hongzhao's view, value must be generated in collision.

"We can't do anything by ourselves. I believe people can't do anything alone.

We are actively embracing these partners and will embrace us in the future. "

As for the relationship between the brand and the platform, Chen Hong gave an example: the platform is like the stage of the Republic of China, and we are the Hua Dan on the stage.

Who will the boss of the stage embrace? One is the "boss" who comes down to the theater, and the two is the "corner" on the stage.

When the Taiping bird becomes a "corner", all platforms will embrace it.

Correspondingly, it also needs a bigger stage to sing opera.

At present, shopping centers are rising in China. Large players such as Wanda have become the biggest partners of Taiping.

More interesting reports, please pay attention to the world clothing shoes and hats net.