Chen Hao: It Is Strength To Be A Spoiler In The Garment Industry.

Now China's economy is down. Under the double strike of e-commerce and foreign good brands, the brand is flooded with serious homogenization, overcapacity and high inventories, leading to an industry tide of difficulty.

Today, with the coming of the consumer era, we only have to conscientiously make products and have the future. Everything is what customers say. If you are not good, we will not buy your products.

Chen Hao disclosed that if we copied the development model of traditional clothing retail brands in the past, we could open 500 new stores in 2016 by virtue of the huge brand fans foundation. But considering that blind expansion is more harmful than profit, I only increase 300 houses, steady layout, and continue to elaborate the operation system. KM

The following is a record of Chen Hao, founder of KM:

Distinguished guests, friends, honorable partners, KM colleagues and family members, good evening! Today is a special day and a milestone for our KM company. Here I would like to express my heartfelt thanks to all of you for your support for KM over the past year, and to thank our partners for their trust and support. Thanks to our colleagues for their hard work and hard work in the past year, you have made KM a smooth step in the country.

Thank you.

We formally opened the first KM express in Guangzhou in February 2015.

After 2 months of testing, we have made a short-term strategic plan. As of the end of 15, we have opened nearly 200 stores nationwide.

I remember that at this time last year, the headquarters of Guangzhou was about 40 people, and all the work was difficult. We faced great challenges because we had to form a team in a few short months, integrate the supply chain, and lay out the whole province in the provincial capital cities and occupy the key market.

stay

How can we reposition our company's strategic development in such a depressed environment? The serious overcapacity of domestic garment industry, the fierce competition of brands, and the number of listed companies exceed 20.

We ran around the global market and found a problem. Although the domestic garment industry is a very mature market, it is facing serious structural problems, such as brand aging, and 99% of the companies are wholesale agents.

Over the past 20 years, due to the imbalance between supply and demand and the huge domestic market, most companies have been roping around and occupying the market. There are few companies that really want to make products, and there are few companies that have one price per cent.

I wonder if we can introduce a foreign Brand Company to jointly launch a fast fashion brand with good product, good price and vertical mode.

Thus, KM opened its first store in China and won unforeseen results.

In just half a year, dozens of peers are imitating us. We have become one of the most frequent clothing brands in the clothing industry.

We must understand that in China, this is normal, but these cottage brands will not live long enough, because apart from simple imitation, these brands are not genetically correct and have no roots. Although they are easy to get started, they are hard to master.

The market now needs only one KM, no 2,3,4, no 2 UNIQLO, no 2 IKEA, and no 2 ZARA. Each market segment, consumers can only remember one brand.

Achieve the main national

The overall layout of the new 300 stores, although we can make 500 or more, but in the long run, we still need to proceed steadily and steadily.

In 2016, KM will build 4 new logistics centers throughout the country to reduce the cost of goods and improve operational efficiency.

We must answer this question if the industry is so competitive and how best we can do it.

For me, seriously, I think we only scored 50 points.

So this year's work is to focus on key business, consolidate the backstage major operation system, ensure adequate supply, realize comprehensive information construction, and establish a big data retail system.

It will further optimize product, image and service, and provide better and more anticipated terminal experience.

The most important thing is the internal team. The biggest challenge is team learning and synergy.

How to use force together and form a joint force to create common guiding ideology is the watershed of company development.

KM will continue to adhere to the principles of the five carriages: the first-class golden section, the forced shop environment, the professional and sincere service, the expected price performance, the fashionable and high-quality products.

Do all these five things, and everything else is coming.

In addition, KM also striving to build a positive and progressive organizational culture. The team must have the spirit of striving, cooperate with others, and have a temperature. No one likes a cold environment.

At the same time, with this opportunity, I want to tell all young people that we must have aspirations and goals, believe in the power of dreams, and believe that every effort you make will not be wasted.

In 2016, let's work together to fight for "Tao".