Zhao Yingguang Declassified The Commercial Code To Tell You The Strength Of Han Du'S Clothes House.
Late one night in 2012, Zhao Yingguang, founder of Han Du Yi house, and several other co founders in Ji'nan, near the Quancheng Park, were in red with other co founders. If they dare to advertise, they will have more consumers to get more financing.
Zhao Yingguang wants to invest $10 million in financing from IDG, bringing out 20 million nationwide advertisements for building Focus Media in a rush to speed up financing.
"If we don't get financing after advertising, what should Liu Junguang do?" co founder everyone is one of the strongest opponents. Zhang Hongxia, another co-founder, also analyzes the possible risks from the perspective of finance. They think more about how to deal with the undesirable crisis.
Liu Junguang recalled: "if there is no financing, there must be a plan, otherwise it will directly affect the business."
Before the creation of Han Du Yi house, Zhao Yingguang of Shandong has been working hard for 7 years in the electricity supplier industry.
From cosmetics to maternity dress, from eBay to Taobao, he did not miss any opportunity, but the result was not as good as expected: he sniffed the market changes sensitively, but the shop development was very slow. What kind of products had market? How to achieve differentiated competition?
At that time, he was also a member of the Shandong international economic and technological cooperation company (the largest trading company in Shandong), and was responsible for receiving orders from Korea to produce in China.
In 2007, he received an order from tricycle fashion company.
This order is different from the past. The general company is to give the manufacturer three or four kinds of clothes, each production tens of thousands of pieces, and this company is directly to the manufacturer 700 clothes, the specific production of which styles, decided by the manufacturer.
Although the style is many, but single order quantity is few, few are hundreds, thousands more, good return list.
Many styles, fast updates, and quick returns, Zhao Yingguang felt that he had finally found the model for many years.
In March 2008, the brand of Han Du Yi house was formally established, with South Korean clothing as the breakthrough point.
Zhao Yingguang positioned Han Du Yi house in the "Korean purchasing expert", first buying the buyer through purchasing.
He put most of the company's resources on the buyer and set up a buyer team of 50 people. From 1000 brands in South Korea, 8 clothes were selected per person per day, and the daily update of Han Du Yi House reached 400, and the cost of running a new garment was 10 yuan.
At that time, Taobao search was arranged according to the new time. Originally Zhao Yingguang just wanted to expand the product, but did not expect to win the traffic.
From the perspective of the present, Han Du Yi house at that time is undoubtedly "a tree growing in the desert".
Ji'nan
Where the Internet is insulated, there are no resources, no experience and lack of funds.
In contrast, Beijing's rip and silks and Guangzhou's Yin man have been exposed to the light of regional superiority. The founder's gale is the fashion designer himself. Fang Jianhua, founder of emann, is an old hand in the clothing industry, while learning Korean Zhao Yingguang doesn't know anything about clothes.
This is not enough.
Zhao Ying Guang
He has found five partners who are not related to clothing: Liu Junguang, Zhang Hongxia, Du Tingguo, Wu Zhentao and Near East, and six different professional partners are responsible for each other.
"This founding team is formed according to the requirements of professional managers."
Zhao Yingguang said frankly, the founding team adopted an average shareholding structure, and the six partners had similar shares.
Thus, a fast and effective communication mechanism was established between the six people.
They have a QQ group. They will communicate with others in the first place.
Important matters require more than three directors to agree.
Moreover, the cafeteria of Han Du's house specially set aside a room. Apart from a business trip, six partners will have meals together every day, half an hour for dinner, 1.5 hours of chatting, and quick consultation of the company's large and small matters. This habit has been preserved so far.
They have different work experience, have different ways of thinking, and are responsible for different business departments of the company. When faced with problems, they will discuss and make decisions quickly. Such a partner system makes Han Du Yi house fail in making major decisions so far.
In Korea, most of the people like to talk about it, I am afraid that is a group system as the core of the single product whole operation system.
In 2012, the group system of Han Du Yi house matured, and a basic product group consisted of designers, page production commissioners and merchandise management commissioners.
The responsibilities, rights and benefits of each product group are clearly defined: responsibility lies in sales target, including sales volume, gross profit margin and inventory turnover; the right is to determine the style, size, depth of stock, benchmark selling price, participation activities, discount rhythm and depth; interest is derived from the gross profit.
At present,
Han Du Yi she
With more than 300 product groups, and around the group system, Han Du Yi house has gradually developed 11 functional departments to provide services for the group, including the operation Department of Amoy and Amoy, the overall planning department, responsible for the production and storage department of the supply chain, photography, technology, customer service and other professional departments, plus financial, human resources and administrative back-end departments, forming a huge energy management structure.
Behind the group system, the complete set of IT system developed by Han Du Yi house is one of the heroes that can not be neglected.
In 2015, the office area of Shuang 11 and Han Du Yi house was brightly lit, and everyone was watching the numbers on the screen nervously. Brand leaders needed to allocate resources in real time. The management team was sleepless. In a tense atmosphere, there was only one person who was drinking coffee leisurely. He could also stroll around Taobao to see what items worth starting.
He is Zhao Hongliang, director of the information center of the Han Du house, and is also the behind the scene hero of the whole group system. He has developed 11 IT systems related to the main business for Han Douyi house.
From his point of view, the development of Korea's clothing house was from operation to operation in 2011, and from 2011 to 2014, the rhythm was controlled by planning. After 2014, the IT system intervened at all levels of the company, and was no longer a simple tool role.
In the early years, the Korean household clothing company, like other electric business companies, uses the external OMS, ERP and WMS. The advantages of these systems are universality, which can meet the needs of most businesses. But when the group system runs smoothly, the body size of Korea has reached tens of thousands per day, and the short board of the IT system is exposed. When meeting regular activities, the system will have the situation of card and ton, not to mention the promotion of double 11.
In addition, the industry's general system is unable to meet the individual needs of Han Du Yi house. In January 2014, the Korean family began to invest in R & D resources. In April 2015, the new system was fully launched. This year's double 11 is the most relaxed and robust year of Han Du Yi house. Zhao Hongliang laughs, "this is the first time I bought anything in double 11 after I came to Korea's clothes house."
The group system of Han Du Yi house decided that the rights, responsibilities and benefits of each group should be allocated clearly, while the old ERP had many loopholes, and the process of checking the documents was too long. In the new system, Zhao Hongliang led his team to make a structured combing of the whole process, which was equivalent to reconstructing the supply chain.
Speaking of the IT system developed by Han Du Yi house, Zhao Hongliang told reporters confidently that Han's OMS is the strongest in China's electricity business, and none of them.
He said that some of the products of domestic counterparts are limited to 180 thousand orders per day, but for today's South Korean clothing house, the order of 11 million can be stabilized even if it is doubled.
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