Performance Is Showing Growth Momentum - 2011: Leisure Apparel Industry Chain Management Escalation

Since the early 90s of last century, when the international leisure wave entered China, it has been developing for nearly 20 years.

From the perspective of the development of business models of casual wear enterprises, a small number of fast and cheap business models have been rising rapidly in recent years.

When the fashion trend is just emerging, it is necessary to accurately identify and quickly launch the corresponding styles, and quickly collect the best ideas for their own use, and satisfy the needs of their target consumers through the design power of luxury brands.

As the main leisure apparel enterprise,

Performance is showing growth momentum.

In 2010, the United States apparel company achieved operating income of 7 billion 500 million 479 thousand and 100 yuan, with a total profit of 1 billion 33 million 813 thousand and 800 yuan, and the net profit attributable to shareholders of listed companies was 757 million 852 thousand and 300 yuan, an increase of 44%, 63% and 25%, respectively, compared with the previous year. The company's net assets yield was 24%, earnings per share were 0.75 yuan, up 0.15 yuan from last year.

In 2010, the performance of Smith Barney clothing increased significantly. 90% of the factors were the upgrading of the existing stores (the revenue generated by the 1 square meters of terminal stores).

"The focus of this year's business will also be on improving the efficiency of the stores," said Zhou Chengjian, chairman of the American Apparel.

Zhou Chengjian had previously said that the Zara's efficiency was over 30 thousand yuan, and that of UNIQLO was about 40 thousand yuan. There was still a little difference between the United States and the United States. The flat effect was about 29 thousand yuan, and the future target was 5~8 million yuan.

Although the company's operating income grew steadily during the 2010 report period, the quarterly development showed greater volatility.

In the first two quarters of 2010, net profit had a negative growth. The main reason was that the company adopted a series of measures to adjust the market in the fourth quarter of 2009, including adjusting the price increase rate of products, allowing the franchisee to open orders, restore the confidence of franchisees, increase sales promotion efforts and consolidate the market.

In the first quarter of 2010, the company extended the market strategy of the above profits consumers, and the discount rate of direct terminal retail price was relatively large. Although the overall revenue maintained a growth of 30%, the gross profit margin of the company decreased to 37% in the first quarter.

After entering the two quarter, the company actively adjusted the marketing strategy, and with the continuous improvement of product development capabilities, the continuous improvement of terminal retail services and the gradual improvement of consumer recognition, the retail market of the terminal grew significantly. In the second quarter, the company's main business revenue grew 54%, gross gross profit margin increased to 49%, and the third to fourth quarter companies continued the good growth momentum, and the performance has been greatly restored.

In the 2010 year, the US barrack income increased by 37% compared to the same period last year, while the gross profit margin increased by 3.6 percentage points.

The company's direct revenue growth and gross profit margin are mainly due to product development capability, continuous improvement of product quality and continuous improvement of terminal service management level. The above factors make the product and terminal services universally recognized by the market and consumers, as direct stores can achieve sustained growth over revenue and gross profit margins increase rapidly.

On the number of channels, the number of direct shops increased from 523 at the end of 2009 to 690 at the end of 2010, with a net increase of 167.

The total sales revenue and profit of Semir clothing in 2010 were 6 billion 287 million yuan and 1 billion 369 million yuan respectively. During the reporting period, the performance of sun Ma clothing business grew rapidly, and the main business income in 2008~2010 was 3 billion 282 million 160 thousand yuan, 4 billion 149 million 540 thousand yuan and 6 billion 145 million 160 thousand yuan respectively. The compound growth rate in the past three years was 36.83%, and the net profit in 2010 was 443 million 420 thousand yuan, 686 million 210 thousand yuan and 1 billion 680 thousand yuan respectively.

In less than a year, Semir released a quarterly report in April 2011.

During the first quarter of 2011, the company's operating revenue increased by 30.24% over the same period last year, mainly due to the strong demand of the two major brand clothing, the continuous growth of the total area of the store, the continuous improvement of the company's management level and store operation level, and the sustained growth of business income.

Sales expenses in the first quarter increased by 42.90% over the same period last year, mainly due to the continuous expansion of marketing networks, advertising, salaries and depreciation costs increased over the same period last year.

Management fees increased by 41.25% over the same period last year, mainly due to the increase in depreciation of fixed assets in construction projects, the increase in staff salaries and the related costs of new stock issuance and listing.

In the first quarter, taxes and fees increased by 32.49% over the same period last year, mainly due to profit growth in the first quarter.

Channel construction has achieved initial success.

In 2010, Smith Barney fashion built a new information architecture application system to achieve smooth communication between multi brand business units, between brand division and operation support system, between company and partner, between company and end consumer.

The company's flat franchisee management system and complete 1234 line urban layout can effectively implement channel integration, product integration and marketing integration.

In 2010, Meters/bonwe and ME&CITY two major brand business divisions have built separate management and management teams.

The income and profit of Meters/bonwe brand keep a steady growth trend. The introduction of MTEE, MJeans and M.Polar series also forms the advantage of brand differentiation.

In 2010, the ME&CITY brand also achieved rapid growth. There were 188 new stores in the whole year, including 88 adult wear shops, 100 children's wear shops and 690 million yuan sales tax.

During its 2010 reporting period, franchisee confidence gradually recovered, and the number of franchisees increased from 2340 at the end of 2009 to 2969 at the end of 2010.

Annual revenue increased by 49% over the same period, and the gross profit margin was 41%.

In 2011, the United States planned to increase its e-commerce platform.

BN will increase investment in commodities, logistics, services and brands, and form a competitive e-commerce system.

In addition, the company will continue to cooperate with Taobao mall, pat net and other e-commerce platforms.

Meters/bonwe and ME&CITY brand design and Development styles have nearly 10000 in 2009. Strong supply chain resource coordination capabilities and design planning capabilities can be integrated through the collaborative portal of the company's e-commerce platform.

Semir clothing is also unique in channel construction.

According to the market survey data of Euro-monitor, an internationally renowned company, the Semir brand of the company is the second largest leisure apparel brand in China in terms of terminal sales revenue in 2008, while the balbala brand is the largest brand of children's clothing in China.

According to the characteristics of the two major market segments of casual wear and children's clothing, Semir apparel has made strategic layout in the first tier cities, based on the two or three line cities, and has gone deep into the four line market to build two separate marketing networks respectively, all of which have covered all provinces except Hong Kong, Macao and Taiwan.

Semir also benefited from the rapid expansion of the light assets model of "outsourcing + franchising".

In 2010, there were 6683 sales channels for Semir (270 of them were directly owned and 6483 were joined).

The total sales revenue and profit in 2010 were 6 billion 287 million yuan and 1 billion 369 million yuan respectively, and the compound growth rate of total income and profit in 2007~2010 was 51.11% and 80.14% respectively.

The win-win strategy of Semir and franchisee has prompted franchisees to expand their stores rapidly and become the core driving force for the past few years.

In 2010, the company had 1100 franchisees, including 614 franchisees, five of the franchisees, 80% of the partners, 96% of the franchisees in a profit, and 92% of the franchisees.

As of December 31, 2010, there were 4007 sales outlets of Semir brand in the country, including 3862 franchise stores, 145 direct outlets, and 2676 sales outlets in the country, including 2551 stores and 125 direct outlets.

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Gradual upgrading of industrial chain management

In 2010, the United States began to improve the level of logistics supply chain management from the aspects of commodity circulation coordination, supply chain information system upgrading, warehouse hardware facilities improvement and so on, and strongly supported the rapid development of the company's business.

In order to meet the needs of multi brand differentiation and personalized logistics service, the company adjusts the centralized logistics management mode. Each department according to its own business characteristics, formulates different logistics planning and service programs, while maintaining close horizontal communication and information sharing, while ensuring the unified planning of the supply chain management, also promotes the improvement of the internal operation process of the distribution centers, and strengthens the awareness of logistics cost control.

In 2010, the company upgraded some of the regional logistics warehouses and established a long-term cooperative relationship with the leading enterprises in the logistics and warehousing industry to better support the development of regional business.

With the combination of production outsourcing, direct sales and franchising, the company has organized its brand fashion and leisure apparel product design, production and sales through strengthening brand building and promotion, product independent design and development, marketing network construction and supply chain management.

The products of Meters/bonwe and ME&CITY two brands are mainly knitted sweaters, round neck knitted T-shirts, jacket, down garments, washes, jackets, jeans, knitted jackets, accessories, shirts, etc.

In 2010, Smith Barney completed the SAPAFS shoe and clothing industry solutions, human resources management system, financial system and PLM product lifecycle management system on line. The supply chain management, human resource management, financial management and product planning, design and development process were standardized and improved.

In the implementation process, some business processes have been optimized.

At the same time, through the integration of the SAP system and the existing application systems, the supply chain management mode with integrated supply chain integration and upstream and downstream business integration is achieved, and the repeated maintenance of business data between systems is reduced.

With the expansion of the enterprise scale and the increase of the number of employees, in order to improve management efficiency and facilitate business system integration and security control, the company implemented on-line new instant messaging platform project and video network telephone system in 2009 to meet the needs of real-time communication and communication among various business departments.

At the same time, in order to satisfy the unified brand marketing management of nearly 3000 stores, the company implements a unified multimedia platform project. The platform adopts B/S structure, centralized management, branches can authorize district management, and store outlets set up broadcast terminals, display output brand image publicity, and carry out unified output management.

The advantages of Semir apparel in integrating supply chain resources are embodied in product development and integration of overseas design team resources and introduction of excellent domestic design talents.

Semir has set up a market oriented design division, increasing product research and development, and enriching the brand line with diversified styles, multiple series of styles and multi-level prices to meet the needs of consumers.

The second is to use the business mode of virtual operation in the production process, focus on integrating the industrial resources of the domestic garment production base, and integrate the more than 250 garment production factories with large scale, strong technical force and good product quality as the upstream production resources of the brand supply chain with the specialized production mode of division and cooperation.

Once again, it is embodied in the brand marketing link, fully mobilizing and developing the terminal resources of the market, and adopting the method of combining agent operation and direct marketing operation to rapidly build brand marketing channels.