I Am More Willing To Be A "Three Generation" Rather Than A "Three Generation".

On March 2019, at the special exhibition of the strong fighter jacket on the InterContinental Hotel at Shimao deep pit in Sheshan, Shanghai, at the altitude of 88 meters above sea level, Hong Boming led the international team for the first time to show a series of products, such as the joint venture with man Wei, and invited the surprise team leader to play the show before Brie Larson.

The popularity of the "Big Bang" man's "jacket gravity" in micro-blog has reached 62 million 728 thousand.

Some netizens commented that the strong fighter, the man Wei, the surprise captain and the Brie Larson are just like the cross.

Twenty years ago, the discussion on the "strong tyrant men's clothing" was more about the advertising on CCTV, China. For today's main consumers in China, 80 and 90, these TV ads helped the real power to establish a brand image and even make the brand a memory for a generation.

But today, TV advertising is no longer the main way of brand promotion. Social media is rising rapidly, pushing global consumption change.

After the reform and opening up, China's clothing brand has faced a rapid change in consumption habits. What is urgently needed is a new situation for young consumers after 90 or even 00.

Hong Boming is also influenced by social media. He is also the third generation of powerful men, the chief executive and creative director of a group, and an ordinary post-90s consumer.

Photo Gallery: Shanghai, Sheshan, Shimao sham hang, InterContinental Hotel

Hong Boming was born only ten years after the founding of the company, and the pformation from the early stage of the garment factory to the business casual men's clothing brand of the Chinese leader was made by Hong Boming's grandfather Hong Zhaoming and his father hung Chung Xin. He was handed over to Hong Bo Ming, who had been replaced by three generations in the past 40 years.

When social media hot debate "rich two generation" whether can take over father's business?

What Hong Boming needs to face is whether a "rich three generation" can break the rumors of "rich but three generation".

Hong Boming also admitted to BoF that this time he took over the business to help his parents solve the current problem: "if I do not come back, the future business may face greater challenges."

Because in the younger generation of consumer groups, Hong Boming has confidence and deeper touch on this group of consumers: "I am after 90, I must know more about what young people want.

With internal support, top-down connections can help companies reach a consensus.

The difficult problem Hong Boming mentioned is the common problems faced by Chinese garment enterprises upgrading from their garment factories to their own brands.

It is the continuous expansion of market demand, the rapid change of China's consumption habits, the revolutionary pformation of media, and the challenges brought by innovation and digitalization. Hong Boming is called "the three venture".

Before that, the powerful man realized that the road of extensive development of Chinese clothing enterprises was narrowed, and that the era of cheap labor would end.

Shenzhen centered "Guangdong style" women's clothing group, Jesse, OEM, and the world's largest Original Equipment Manufacturer (original equipment manufacturer) CHENFENG group have been able to pform from the "three to one" low-end manufacturing industry to the cultural and creative industries.

And the strong men's men's clothing is the pition brand of the elderly.

Similar pformation is a long-term and difficult task, whether it is the loss of order, the loss of the cost advantage, the immaturity of its own technology, or the forward-looking strategic layout of the brand itself.

Jingyuan international, which is taken over by three generations, is the largest OEM factory of uniqo, and does not choose to pform. Jingyuan international has already opened more than 20 factories in mainland China, Bangladesh, Kampuchea, Vietnam and Sri Lanka, increasing production of low cost labor countries.

However, in the early days, it began to adapt itself to the pformation of its own line.

Hong Boming believes that men's clothing is facing a new pformation from a single brand to a multi brand fashion group.

The 2019 global fashion industry predicts that greater China will replace the United States as the world's largest apparel market.

Before that, foreign brands have entered the Chinese market in large batches. The choice of consumers has increased, and the consumption choices on clothing have become "tricky".

As the leader of China's business casual men's wear and high-end high-end consumer brand, it also faces double-sided attacks from international luxury brands and fast fashion brands, such as COS, Magmode, JNBY, and even UNIQLO, which occupies more than half of China's male wardrobe.

The main customers of riba's men's clothing are growing old. Young people are trying to make the business casual. Hong Boming hopes to put fresh blood into the brand and start the business again.

Euromonitor predicts that between 2017 and 2022, men's clothing business will outperform women's clothing, and sales will grow at an average annual compound growth rate of 2%.

In the fast development of men's wear market, it is true that CEO needs Hong Boming, a young consumer, to overcome the embarrassment of brand image solidification and the risk of being eliminated by emerging brands.

Hong Boming became chief executive officer and creative director of men's clothing in January 2019.

Before that, he chose to start his own business at Donghua University after he graduated from industrial design.

Like many young entrepreneurs, tasted the failure of starting a business, and began consulting the "996" in Shenzhen's rock rush information technology.

This seems to be a rebellious teenager leaving home and failing to go home to seek comfort after failing to start a business, but this is actually a trial run by family members into RBA.

"Two years of self employment, two years of working for a big company, or two years of military service are the only ways to get into the work of power monopoly."

Hong Boming explained.

When many clothing enterprises choose listing and financing, the strong tyrant men's clothing chooses to continue the management method of the family business, and has strict "law" in the family, and regularizing the family member's entry into the power tyrant.

Hong Zhaoming and Hong Zhongxin, the top two generations of the men in the era of RBA, set up a loud slogan such as "100 years' strong tyrants" and "focus on jackets".

Hong Boming said the family also hopes to continue the brand spirit just like Hermes, Zegna and Prada family.

And he is a family member who should carry the family spirit and help his family better connect with the world from his perspective.

According to Hong Boming, after he took office, the "ZH lucky fortune" capsule, which was first led by him, absorbed the interest of homophonic Chinese characters, and achieved an ideal sales result with the Oriental fashion design. He also tried to bring the "IP" cooperation, brand joint name and capsule series into the strong fighter.

Co operation with man Wei is another attempt he led.

Faced with these achievements, Hong Boming smiled and said, "I am still in the agency period."

At present, Hong Boming has not drastically implemented the enterprise reform, but respected his father's insistence on the jacket category and his own way to complete the vision of "hundred years' strong fighter".

Hong Boming shared his views with BoF on the development of family businesses and the pformation of Chinese traditional garment enterprises in Shanghai's powerful male fashion headquarters.

HBM = Hong Boming

BoF = BoF Fashion Business Review

BoF: How did the family train you to become an enterprise manager?

What trials have you undergone?

HBM: actually a little stocking.

After graduation, I have been studying with my father and mother for a long time, including studying the management and inheritance of the family, including going all over the country to understand the market situation of the "power monopoly".

Later, I started my own business and set up an art studio to make an illustration of "IP".

After my failure in business, I went to a consulting firm.

This job allows me to study and learn many different industry cases and bring me more authentic workplace experience.

As the third generation of family businesses, it is unavoidable to encounter such a problem. Even from the grassroots level, it is hard to be unknown, and it is hard to get real information and real workplace experience.

Therefore, I also hope to understand the situation of the whole enterprise more objectively and comprehensively from the perspective of the third party.

At that time, it was found that in the face of new market challenges, the new ability and new talent echelons of real power did not really build up.

BoF: how do you think the traditional clothing enterprises like Jin Ba are going to pform?

What role do you play?

HBM: the pformation of traditional garment enterprises is going to fashion industry instead of simply making clothes, but carrying more contents and stories with clothes.

The two is from the past single brand to multi brand development, multi brand group operation, and gradually form a fashion group.

If I go in this direction, my design expertise is able to create some value for the company.

Brand pformation takes a lot of time and energy, and I have accumulated enough experience and theoretical knowledge in consulting companies. Therefore, I volunteered to return to the company to manage the project and help the company reorganize the cultural system.

From this point of view, it is neither too high nor too low to cut into the operation of the company, but also to make the best use of its learning in the enterprise.

I am after 90, I know more about the needs of young people, and I am willing to support me internally, and I am good at linking up from top to bottom to help you reach a consensus.

BoF: do you mind calling you "rich two generation" and "rich three generation"?

HBM: I don't mind.

But we all call ourselves "two generation", "three generation", or "create two generation" and "create three generation", because I and many of my business successors all know that the rapid change of market is no longer an inherited problem, but a problem of re starting business.

I seldom contacted other "two generation" and "create three generation" before. I gradually began to contact these people in the process of entrepreneurship and work. From them, I saw their sense of mission and responsibility as family members, which enabled me to understand the bottlenecks and challenges of enterprise development more clearly through external perspectives.

BoF: how do you view the brand of "strong fighter" in school?

HBM: the core of the service has been consumers between 30 and 45 years old.

Of course, after the change of consumption habits, the method of defining people by physiological age may be inclined to mental age later.

When I was 20, I was more concerned about the product, but at that time, the product of the real power was not tailored to me, and the customer group of its service did not match my preferences.

In addition, the product of the former is likely to be conservative in its design style, but conservatism is not "Earth". In terms of technology, details, material selection and edition, the product of "real strong" is really superior to other brands.

BoF: have you ever had a sudden idea to quit your family and do your own business?

What kind of chance is it that you are a member of the family and should come back?

HBM: Yes, I have always wanted to be a teacher or start my own business, hoping to prove myself in the professional field or in the field I love.

There was a course of design thinking at that time. That class let me find a balance between design and management, and decided to go back to the real power.

When I was younger, I thought the core of the design was a product or a piece of work. But from the point of view of management and commerce, a business mode, an organizational structure, and even a platform were all designed. This design can help enterprises develop healthier and more sustainable, so as to help the people who rely on the life and growth of the enterprise to make better progress.

When the enterprise reaches a certain scale, it may carry 100 thousand families behind it.

Only when enterprises grow healthfully and continuously, will those who grow together with their enterprises will gradually improve their lives with the development of enterprises.

I think the value and significance of this matter is much higher than your design or a series.

BoF: what do you think is the difference between the pformation of the strong fighter and other brands?

What are your plans for the future of power fighter?

HBM: we must keep the best part of the power monopoly. All the innovations must be based on the good part, facing the new customers and facing the new market. This will be more robust.

We have also studied many brands. If we ignore the foundation of our main industry and abandon the past again, the risk of innovation is very great.

We must uphold the old fundamentals and innovate. This is called stability and promotion and partial breakthrough.

We have done three jackets category shows in China. In the future, it is hoped that the voice of fashion in the jacket category can be further improved. We hope to go to the international stage, such as the four fashion week.

In the brand layout, we will also start the operation of many brands, and develop new brands for the new market, including trying foreign markets, and new things will come up next.

BoF: Nowadays, many large Chinese traditional clothing enterprises are developing towards fashion and younger.

Do you think it is the right way to do so or do we choose ourselves?

HBM: Jin Ba has been insisting on self positioning for a long time. We have positioned the core customers from 30 to 45 years ago.

Our youth and fashion are not the trend of the times, but our own positioning requirements.

Because the 30 year old consumer is different from the consumer who is 30 years old ten years ago, the 30 year old is young and fashionable now.

We are changing along with the market and the way of life and aesthetic style of our core customers.

But now the market competition is fierce. We may not always see what we have done, but we are constantly developing in the direction of being younger and younger.

Our new year's capsule series has changed many people's perception and imagination of the power fighter.

Consumers will find that the original products of the former are also very young, and the quality is good.

The problem we often encounter is that when our products are getting younger and younger, many young people do not know, or they have stereotypes about our brand, and think that the "power fighter" is old and old.

These are the challenges we face, but these challenges will change through better products and marketing communication, but our youth has never stopped.

BoF: what do you think about the succession of family businesses?

How did the power fighter do this?

HBM: we have a "family constitution", which requires family members to enter the family business before we need to have more than two years of work experience in a large company, or have more than two years of entrepreneurial experience, or served as a soldier.

Although we are local brands, we have been benchmarking excellent international companies and brands.

We see that there are actually many family businesses in the fashion industry, including Hermes, Zegna and Prada.

So we started studying the clothing industry and other family businesses in a variety of industries. We also got some rules and applied them in our family.

This is the "family constitution". From the time when family members enter the company and enter the company, they must have the potential to grow to be a senior executive in a certain amount of time.

Because when the enterprise reaches a certain scale, it is no longer a single family enterprise, the family is only the holder of this enterprise, but its real value belongs to the society.

Therefore, it is the core mission and obligation of the family in the process of managing the enterprise to let the enterprise develop healthily and continuously.

We defined these clear frameworks a long time ago.

BoF: are you going to discuss business planning with your parents now?

What arguments will there be?

HBM: our cooperation will have a division of labor, basically good.

The size of "power fighter" is relatively large. After I take office, I will have experience and lack of professional ability.

We will focus our superior resources on the core modules of the power grid, and these core elements must be my own.

In terms of management, for example, how to set directions and principles, I will ask them to get some good suggestions.

Besides core business, there are some things I am not good at and important. I will delegate to my father or mother to help manage.

This will lead to a better team operation.

At present, RBA needs to have a younger perspective to lead the team to find a younger Road, but at the same time, it needs to maintain the existing business.

This is actually trying a more healthy shift.

We will argue more about management concepts.

Because I prefer the post-90s generation, this generation of young people is not very fond of being controlled, and more love is talked about in the workplace.

This change will challenge their past management experience.

Because they started their business from scratch, and they took charge of the business for so many years, they would have their own experience.

At this time, we may encounter some conflict of ideas when we make changes in management, but in the end, we will reach a consensus as much as possible.

Suppose that we fail to achieve one time, we will argue second or third times until we reach a consensus.

On the one hand, it can ensure that enterprises can inherit good things and operate healthily and steadily. On the one hand, they can also inject new blood continuously and make the whole organization more dynamic.

BoF: do you have the confidence to break the curse that is rich in the three generation?

HBM: if we want to break the curse of "rich three generation", we must distinguish between the enterprise and the family, even if the family members are in charge of the enterprise, we need to know clearly our role and the logic behind it.

Family businesses not only have the inheritance of wealth, but also have the inheritance of culture and spirit.

In the past, many "rich but three generation" cases were more focused on the inheritance of wealth instead of spiritual and cultural inheritance.

I strongly believe in the cultural and spiritual heritage, so I am confident that this spell will be broken in this respect.

At the same time, we will continue to explore and improve the way of family management, and finally form a case, hoping to have some inspiration for other private enterprises in China.

As for whether or not I have broken the curse and finally tested it with time, I am very confident.