In 2010, Enterprises Use Control To Win The Market

But judge the business trend and adjust the strategy, and let your products really retail market It is two things to achieve good performance in China, and the latter tests how enterprises can effectively control.

A person who has visited ZARA's Spanish headquarters once described the scene that surprised him: a very spacious design hall, more than 200 designers from all over the world were busy working at the same time, each person passed the first draft of the design to the team leader, who screened out the style and sent it to the computer of the chief designer, as long as the chief designer pressed "OK" on the computer, The drawing enters the production procedure.

28 days later, the clothes on this drawing were hung in ZARA stores all over the world at the same time. In Europe, it is faster. It only takes 12 days.

Two systems operating synchronously support the core of this fast operation. The first is the information system. The ZARA fashion intelligence agents all over the world send the essence of the latest works of the design masters back to the headquarters; The other is the logistics system. "This is the most advanced and efficient logistics system I have ever seen." The person said that he only saw about 100 people working in the ZARA200000 square meter warehouse.

When such things happen again and again every day, it creates ZARA's unparalleled market control.

Therefore, from the first day of entering China, ZARA has become not only the competitor of Chinese brands, but also their teacher and model.

However, learning is not simple imitation and copying.

For example, Taipingniao, although the company is also trying to create a fast fashion, and even now it has been able to launch more than 4500 new models every year, nearly half of ZARA, and the number of stores is growing rapidly, the company still holds this model in a controllable range. "As long as I agree, Taiping bird The fashion speed can be higher, but we are deliberately slowing down and improving according to our own standards. " Zhang Jiangping said.

At the same time, the company's "fast fashion" obviously has its own traces.

Although there are more models than quantities, Taipingniao prefers to learn from Japanese style: its products are more slim, more in line with Asian body characteristics, and keep pace with the world in fashion trends.

　　 "I think Tokyo is the most fashionable and dynamic place in Asia. Their vision is the whole Asian fashion, bringing the most cutting-edge things from the whole Asia. Our vision is the same. The things that meet the character of Taipingbird and the needs of customers will be put into the product and design development of each season, so that our customers can feel the current fashion at the fastest speed Trends. " Chen Hongchao, general manager of Taipingniao, said.

The company also controls the channel strategy within its capabilities. The core business district of the first tier big cities is the place where international brands must compete. The gap between capital and brand makes domestic brands lag behind at the starting point. However, Taipingbird has chosen the channel strategy of gradually expanding to the first tier cities based on the second and third tier cities, that is, building a huge channel network in the second and third tier cities, entering department stores in the first tier cities to set up counters and a small number of stores, and gradually occupying the "fast fashion" share of the first tier cities according to the development situation.

"We look for and find everything irreplaceable, including the most originality Our talents, the most innovative manufacturers and the most dynamic system contribute the most unique fashion to the market. " Zhang Jiangping said.

Metersbonwe also has strong development capability.

In 2009, the company's design team launched more than 4000 new models. In addition, the company's new brand ME&CITY only takes 20-30 days from production to launch.

However, in the last year, the sales and opening of the Meibang stores were not ideal, mainly because of the inventory last year, the franchisees generally guaranteed cash rather than store performance in the crisis, and the lack of order indicators, and the company spent a lot of energy to develop the direct sales stores, but scattered the expansion of the franchise system.

This led the company to make great efforts to improve, such as using 510 million yuan to establish an automated three-dimensional storage and distribution system, whose automatic sorting, distribution and packing system came from VANRIET in the Netherlands. With this system, the company's work efficiency has increased by four times, and the number of orders will increase from four to seven.

The effect is also quite obvious. From the perspective of the fourth quarter of last year, the sales of the company's franchise system has begun to increase. This year, some franchisees have also shown a positive intention to open stores.

Even so, the company is still ready to strengthen control, for example, focusing on improving store efficiency.

Analysts believe that the overall development of the domestic brand clothing industry is not long, and there is still much room to improve the efficiency of stores. At any time, we should pay attention to the intensive cultivation of stores to improve the efficiency of retail.

Meibang hopes to control the efficiency of its direct stores at a better level this year. To this end, the company plans to start with the products, continue to refine the product series and categories, make the products fuller, strengthen the promotion of theme story products, and achieve a clearer and more comprehensive product positioning; Comprehensively improve the store image, improve the goods layout, strengthen the product portfolio, improve the display and matching organization ability, and better consider consumer behavior; Increase the training of competent front-line staff at the store manager level. Implement the store manager system to increase the authority of store managers and help them improve their ability to respond quickly and make decisions; Pay attention to the performance management of the store, establish the financial operation performance management department, and put forward suggestions on the store operation and make timely improvement.

In 2009 Market performance For ME&CITY, which is not ideal, the company also believes that it can achieve breakthrough through effective control.

At present, this breakthrough has been gradually reflected through the company's excellent brand operation, channel management and supply chain management capabilities. For example, after a series of innovative and imaginative marketing campaigns, not long ago, the company made itself appear in internationally famous fashion magazines - a full page advertisement of VOGUE, sandwiched between Chanel and Lancome; In domestic fashion magazines, ME&CITY often works with international brands such as ZARA and H&M to provide readers with fashion suggestions.

However, it is worth noting that the company's control over the large stores it has been pushing recently. Analysts said that the excessive number of new large stores has caused the problem of excessive cost growth for Meibang. For example, the plan of opening hundreds of stores at one time is unreasonable, and the cost benefit time is not well matched. At the same time, the construction of stores and headquarters needs to increase a lot of talents, and the labor cost also increases greatly. These problems add a lot of cost to the company.

In fact, Zhang Jiangping and Chen Yihong of China Trends have a clear view of expansion.

In 2005, Chen Yihong could completely acquire the global use right of KAPPA, but he finally gave up this option that seemed to be more cost-effective, because Chen Yihong thought that he only knew about the Chinese market and only knew about Chinese consumers, while the overseas market was not sure and could not be controlled.

"It's better to keep exercising 'body' and keep every 'organ' healthy", Zhang Jiangping also said, "First of all, we should improve internal management, otherwise we may get high costs and confusion."