YOUNGOR PK Seven Wolves &Nbsp; Ningbo Help Jinjiang Who Can Turn?

Zhou Shaoxiong is also troubled.

In fact, the contrast between the two is very interesting.

Li Rucheng, chairman of YOUNGOR, is tall and honest, elegant and modest. He is also a commercial official. Zhou Shaoxiong, chairman of the seven wolf Industrial Company, is a typical Fujian grassroots businessman. He is thin and capable, and has a strong taste of rivers and lakes.

Their temperament is also very different.

Li Rucheng loves to talk about macroscopical, talk about ideas, and have the fans of big entrepreneurs. Zhou Shaoxiong doesn't have enough ideas to talk about ideas. He even likes to talk about marketing, brand and what he is doing.

What is more interesting is that these two qualities represent the two ethnic groups in China's men's clothing industry - the Ningbo gang in Zhejiang and the Jinjiang gang in Fujian.

They are the mainstay of China's men's clothing industry, but each has its own advantages.

The former is dominated by manufacturing enterprises, covering a long industrial chain and a diversified development mode.

The latter is mostly a light asset model, and it is famous for its fast, pragmatic and enterprising way.

At the moment, they are faced with the test of enterprise pformation and upgrading, but their ideas and methods are very different.

When more and more foreign men's clothing brands occupy the best position of the market, showing a very strong premium ability, whether it is a taste of "head to eat soup" and a brilliant Ningbo help, or the rapid rise of the rapid rise of the Jinjiang help, all felt unprecedented pressure.

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But the pformation of the Jinjiang Gang is more resolute and more energetic.

"I can't help watching the aging of the seven wolf brands, and the consumers of the seven wolves will become old people."

When he saw Zhou Shaoxiong, he was thinner than two years ago.

In the past two years, he only did one thing, but he was too busy to use enough time and energy. That was the strategic pformation. He made the seven wolves into "China's POLO" and upgraded from hyenas to a noble wolf.

For this reason, he constantly broke the old ideas and old systems, and rebuilt the limbs and teeth of the seven wolves.

What is more spectacular is that there are a group of men's clothing enterprises in Fujian, including Qipai, Qipai, Li Lang and nine herd kings.

They all advance with similar posture and rhythm.

Most of them invest a lot of energy in the main industry, they are going downwards in the channel, leaving thousands of terminal stores in the country, striving to "lift up" on the brand, hoping to get rid of the "earth cap" that has been worn for more than ten years. In the capital market, they are even more staggering. A total area of 721.7 square kilometers of Jinjiang has more than 20 listed companies, and the A is also planning to enter the A-share market in the near future.

The sudden emergence of the Jinjiang Gang is closely related to their "exclusive main business".

The core values of "power tyrant men's clothing" is that "one person can do a good job in a lifetime"; Wang Liangxing, President of the company, said publicly that "unless he becomes the absolute leader in the industry, he will never go to diversify". Although the seven wolves are involved in real estate, tobacco, tea, leather goods and other fields, all these clothes belong to the seven wolf group, while the seven wolf industrial joint stock company only makes clothes.

Zhou Shaoxiong himself, and only do a good job of clothing this mission, and Li Rucheng one person in charge of "clothing, real estate, investment" three carriages are very different.

Some people describe the different styles of entrepreneurs in these two regions. "The same investment is 1 million. What the Ningbo people want is how to deal with these 1 million losses. What Jinjiang people want is how much money they will make tomorrow and how much money they will make tomorrow."

In other words, the Jinjiang Gang is aggressive in not losing, while the Ningbo Gang is more risk conscious.

As a result, the Jinjiang Gang mostly appears to be "one track" in terms of pformation and upgrading, while the Ningbo Gang is unwilling to put eggs in one basket.

In the south of the Yangtze River, every inch of land is rich in oil, which is more appropriate for Ningbo.

This land is hot in recent years not industry, but finance, real estate, those industries that can make people easy to get rich.

The industry is squeezed into the corner, and industrialists are like "bitter ha ha farmers".

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Farming is better than buying land, and harvesting is not as good as investment.

YOUNGOR and Shanshan, the leading enterprises in Ningbo, which are very influential, have taken the lead in the fast lane of development because of their superior resources. They are red flags in diversity and become the idols of Zhejiang enterprises.

In early 2008, this magazine used the invisible wings to analyze YOUNGOR diversification.

Zheng Yonggang, chairman of Shanshan Group, has repeatedly said, "I don't care about clothes now. I invest."

But can they really escape their main business? Li Kailuo, Dean of Guangdong Institute of fashion industry economics, thinks they are unwilling to give up everything and want anything.

"It's better to say that you are an investor.

But in fact, they are eager to re-establish their leadership in the men's clothing industry.

The multi brand strategy of YOUNGOR and the multi brand internationalization route of Shan Shan are all because of this.

And YOUNGOR has repeatedly stressed, "we have been working hard in the field of clothing.

Clothing is the foundation of other industries. "

The two way, who is more likely to succeed in pition?

Li Kailuo said the Ningbo gang was much more tempted than Jinjiang.

Li Rucheng, Zheng Yonggang and so on, the energy scattered in different business areas, it is better to concentrate on one thing.

"It can be said that the biggest enemy of Ningbo brand upgrading is immediate interests."

Li Kailuo said.

However, compared with the Jinjiang Gang, the Ningbo Gang also has the advantages of broader vision and strong control over upstream resources, which will increase the chances of upgrading their brands.

The core advantage of the Jinjiang Gang is "fighting spirit".

"When the Wenzhou enterprises, such as news birds, Metersbonwe and other enterprises, suddenly gained momentum with the outstanding marketing capabilities, the Jinjiang bosses who started to rely on wholesale circulation began to be stimulated. Following the Wenzhou enterprises, they learned to invite celebrity spokesmen and advertise a lot in CCTV and other media."

Li Kailuo said.

In his opinion, boldness, love, unity, and exchange of needed goods are prominent features of Fujian businessmen.

Therefore, the Jinjiang Gang is basically at the same level, and goes all the way up. They usually have their own unique business concepts and secrets, which will also reflect a very grassy side.

The weakness of the Jinjiang Gang is as obvious as its advantages.

Jinjiang brand homogenization is more obvious.

At the same time, because enterprises are not in the first tier cities, they are at a disadvantage in attracting talent.

Because most of Fujian's enterprises are family businesses, they attach great importance to clan relations, making it easy for professional managers to get involved in these family businesses.

All this adds difficulty to their pformation from wholesalers to retailers.

In response, the Jinjiang people's strategy is "no conditions, create conditions must be".

As a result, Jinjiang gang in the two or three tier cities to attack the city to pull out the village, and constantly expand the number of terminals.

At the same time, it will be listed for financial support.

While Jinjiang people are willing to dig heavily for talents, they are often accused of "breaking the rules".

But this is undoubtedly effective. Millions of annual salaries and BMW cars have indeed attracted many international brand management talents.

In addition, many companies have moved their headquarters to Xiamen to create a better working environment.

No matter what kind of route, the proposition before Ningbo gang and Jinjiang Gang is the same: whether we can cross the brand upgrade and break the hovering of sales volume of Chinese men's clothing enterprises around 2 billion or 3 billion, it is difficult to make big circles.

Wolf evolution

The challenges and perplexities in the pformation of the seven wolves are of great significance to a group of Jinjiang garment enterprises, which started from the big circulation and wholesale markets.

"The most frustrating thing for me in the past two years?" Zhou Shaoxiong, chairman of the seven wolf industrial Limited by Share Ltd, smiled bitterly. "That's what I fear most about my shop, and many of them are not what I want."

In the past two years, Zhou Shaoxiong is like a painter who can not find a good tool. His fresh picture is full of endless ideas. He always shows no satisfaction to him.

When he is in a hurry, he will shout to his subordinates: "you must have ideas in your mind, not only do I have you!" Zhou Shaoxiong admits that sometimes he will be radical. "The most impressive advice I have had in recent years is: don't be anxious to get what you want. It's not that you think you can do it right away."

Since 2007, Zhou Shaoxiong has been annoyed by the seven wolves falling into the "midlife crisis".

Brand aging, low value-added, competitive brands emerge in an endless stream. Foreign famous brands take huge profits with high premium capability and drive China's low-end brands out of shopping malls one by one.

At the same time, the seven wolves rely on agents and franchisees to sell goods, and the days are no longer easy. The lack of understanding of the market directly leads to loss of feeling when making brand.

Without change, it will take a few years before the seven wolves will become "granddad" clothes and enter the "antique brand club".

Zhou Shaoxiong could not bear the decline of the seven wolves. He decided to fight back.

He reckons that POLO, GAP and other foreign men's clothing brands have achieved nearly 20 billion, while China's good men's clothing enterprises are only 2 billion, 3 billion, and the space is very large.

Moreover, fashion and quality will become the new growth point of Chinese men's wear.

"This is not improvement, it is revolution."

Seven wolves employees described this.

The company is not in the forefront of fashion in Guangdong, Shanghai or Beijing. It is known in Jinjiang, a medium-sized city in Fujian, which relies on a number of popular brands in two or three tier cities.

Most of the enterprises here are ambitious, but they don't have enough understanding of brand upgrading. They are good at marketing spokesmen and exaggerated advertisements.

For example, the impressive slogan: "for the first time, the brand name of Le Louvre museum is" strong man's men's clothing. "

Zhou Shaoxiong's subversion begins with breaking the three ceiling.

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"The first thing to break is the entrepreneur's own ceiling."

Zhou Shaoxiong first took his own operation.

Zhou is very clear about his short board.

When formulating a pformation strategy, he draws nourishment from other enterprises, consultants and books, and lacks anything to supplement anything.

Most of the entrepreneurs in Jinjiang are weak in cultural foundation and lack deep understanding of culture. Due to long-term extensive management, they are not familiar with the modern enterprise system.

He went to read EMBA.

"The impact of thought gave me a lot of emotional inspiration.

Unfortunately, my learning base is not good enough. My computer and English are not familiar. Unlike Tsingtao Brewery (31.21,0.00,0.00%), Jin Zhiguo can learn and use it now. "

He made a mockery of Chinese entrepreneurs.

Through exploration, Zhou Shaoxiong finally had a preliminary strategy - seven wolves to pform into a retail management mode, on the one hand will further enhance the image of the seven wolves brand, enhance the brand premium capability, and expand the number of shops and increase sales volume on the other hand.

At the same time, we should constantly improve the proportion of proprietary stores, improve franchisees, and pass the standardized terminal management to convey the brand idea and image of the seven wolves.

After the strategy, Zhou Shaoxiong tried to break the second ceiling system and system.

A Jinjiang man with a sense of loyalty is the first thing to do when he changes.

Zhou Shaoxiong said frankly "very helpless".

"I can't help either. Their thinking or ability has not kept up with the development of the seven wolves.

For example, before we do wholesale is relatively simple, manage a dozen regional general agent on the line.

What is needed now is to be a retail and branding talent. "

As a result, almost all directors, including brands and marketing, have been replaced.

There are many old Zhou Shaoxiong who followed him for many years.

And his requirements for the new director are internationalized. There are many talented people in ZARA, DELL and other international companies.

Next, the change is beyond the imagination of the staff.

Zhou employs a number of consultants to help reset business departments from all angles.

On the recommendation of all parties, he began to organize his knife.

According to the words of the seven wolves, almost all departments are changing.

In 2009, the seven wolves had the first "strategic Department" in history, which was ridiculed as "very empty" in the extensive management of the past.

But at this point, Zhou Shaoxiong no longer wants to make decisions by beating his head. He needs a "think tank" and needs more rational and more detailed data and analysis to reduce the risk of decision-making.

Soon, seven wolves added the new commodity planning department, and set up the channel director to manage the channels.

In the past, the seven wolves responsible for sales department called Expansion Department, the task is to open shop.

After the reform, the seven wolves re classified the channels, and designed different investment schemes according to different channels.

Outside the headquarters, the seven wolves also set up a regional branch, giving the general manager of the branch a greater power and carrying out the regional management.

In addition to the organizational structure, the seven wolves are adjusting their performance management, salary system, information system, financial reimbursement system and other aspects. The core goal is to establish a standardized modern enterprise system.

However, after all, Zhou Shaoxiong crossed the river by feeling the stones.

Many problems are often more difficult than he imagined.

Behind the great changes is the concentrated outbreak of contradictions.

For example, many departments are not used to the strategy department. In the past, departments did their own planning, budgeting, assessment, and then waited for leadership instructions.

Today, all must be led by the strategy department, according to the market situation to make the plan, and then to the business departments.

This makes many people feel uncomfortable, and communication is not harmonious.

More importantly, the strategy department itself has problems. The information of the strategy department should mainly come from the market, but the seven wolves have no market department at all.

No way, Zhou Shaoxiong had to set up a brand center to try to understand the market.

But this is also a problem.

He found that brand centers focus on brand building, not on the market.

So he set up an independent marketing department and let the marketing department take the lead in brand upgrading.

"In this way, there are more and more departments."

Zhou Shaoxiong smiled bitterly and said seriously, "I can't think clearly at once. I have to adjust and make adjustments at the same time."

Moreover, the Department's cooperation has also made Zhou Shaoxiong headache.

"The biggest problem is the formation of information islands, and communication between departments is not smooth."

Because the management structure is not perfect and most of the personnel are just in place, there is friction between people, departments and departments.

In this regard, Zhou Shaoxiong often emphasized to his subordinates that he should communicate more positively and not to speculate on others' ideas.

If we always guess whether the other side has opinions on ourselves, then we will show our attitude from the usual tone, but increase the contradiction.

At the same time, he encourages everyone to organize various kinds of parties and activities to enhance understanding.

Besides, the affiliate system is also a severe impact on the seven year old wolf's agent system.

This makes veteran dealers reluctant.

In their view, they are simply "laymen in charge" and have frequent conflicts.

At the very beginning, the branch company was virtually useless, and it did not command the distributor at all.

Zhou Shaoxiong is also distressed, lack of retail talent, the existing staff is very difficult to become a professional talent in a short time, and even for staff training, it is difficult to find.

"First of all, I don't know what to train, even the content is not clear."

In order to solve some problems, Zhou insisted on improving the professionalism of the staff of the branch, and using the systematic process and professional competence to make the dealer feel convinced.

"Communication has been much better in recent years, and conflicts are slowly easing."

A seven wolves franchisee told reporters.

While Zhou Shaoxiong was trying to break the ceiling of the system, another invisible ceiling was placed in front of him - culture.

In the "great turbulence" of enterprises, it is usually a critical period for the alternation of new and old cultures.

If the old culture is destroyed, no new culture that meets the requirements of the enterprise is likely to become a loose sand.

The culture of the seven wolves has also reached such a juncture.

How does each new person bring different cultures? How to integrate? How do professional managers and family forces balance? How many departments have been established and how to cooperate with each other? Zhou Shaoxiong, who is just 43 years old, is facing a great challenge to control complex relationships.

Some people say that the seven wolves have been changing horses in the past few years.

Some people were even removed shortly after taking office.

The reasons are not excluded from cultural integration.

Zhou Shaoxiong is not shy about this. "I will judge whether stability is more important in a certain stage.

In that case, I would prefer to use trust and tacit understanding to protect orderly operation.

Of course, some people have to change because they are not suitable.

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Of course, he is also considering how to retain talent.

For example, material incentives, millions of high salaries, good cars.

In March 2010, seven wolves announced the equity incentive plan, with an incentive target of 22 people.

The total number of underlying stocks is 3 million 700 thousand shares, which account for 1.31% of the total share capital, of which 300 thousand shares are reserved for the reserved incentive target, accounting for 8.11% of the total number of options, and the exercise price is set at 24.83 yuan.

But in his view, the most important thing is to unify the values and unify the corporate culture.

"As long as we share the same values, contradictions can be easily solved."

"When the internal adjustment is good, we can push it out on a large scale."

After Zhou Shaoxiong's office, he went all out to expand the channel and pull the brand.

In order to enhance the control of the terminal, the seven wolves have vigorously expanded their own stores. The current number has accounted for 20%, and is expected to exceed 30% in 2011.

At the same time, we should speed up the pformation of franchised stores.

"I ask for another two years, all stores will be unified."

He said.

In raising brand image, the seven wolves are also making frequent moves.

In October 2010, Honglei Sun, Hu Dong, Zhang Hanyu, Lu Chuan and so on five popular male stars gather seven wolves new advertisements to let many people bright.

This shows that the seven wolves are trying hard to create the image of a high-end brand.

It chooses to follow the brand appeal before, and interprets men's life style and spiritual world by "men are more than one side".

At the same time, the five men were invited to join the newly created "Hall of fame", hoping to form a circle of elite men of all walks of life through the "fame hall" platform.

In addition, the seven wolves also sponsor elite elite movements such as sailing competitions and golf.

The industry has different opinions on the evaluation of seven wolves pformation.

Li Kailuo, President of Guangdong fashion industry economics research institute, thinks that the seven wolves have not done enough in designing, researching and distributing the interests of distributors.

The product style is not prominent, and there are many conflicts between franchisees and proprietary stores.

Zhou Shaoxiong's long march is just beginning. The ceiling has not yet been completely broken, and new problems emerge one after another.

He was full of questions. How could he find the right person? He summed up most of the failed projects because he did not find the right people.

How can we link the brand with the terminal sales, instead of letting hundreds of millions of brand promotion go out of the blue? So far, many things still need to be done.

"Slow down."

Zhou Shaoxiong sighed.

Ningbo Gang: a tangled upgrade

Li Rucheng's energy is still divided into 3 parts: clothing, real estate and investment.

If

YOUNGOR brand aging degree, so that these years are busy with real estate and investment Li Rucheng some anxious.

Especially in the eyes of post-80s consumers.

"Last year, the chairman personally led the promotion of garment business upgrading.

Almost all sales meetings were attended by him.

An insider of YOUNGOR told reporters.

It seems that Li Rucheng is returning to his main business, hoping to revive YOUNGOR's clothing business and renew its brilliance.

Is that so?

In 2010, YOUNGOR was still active in its investment, successively pulling out a total of up to 5 billion 500 million yuan to subscribe to as many as 10 listed companies' non-public offering shares.

In a recent land sale meeting held in Hangzhou, YOUNGOR again launched a fierce battle to take two plots of Hangzhou Shenhua area, with a total price of 2 billion 421 million yuan, and set a record.

In fact, in the year 2010, under the macro-control of real estate, YOUNGOR's momentum was still active.

This also means that Li Rucheng's energy is still divided into 3 parts, and clothing only accounts for 1/3.

This leads us to worry that other entrepreneurs can hardly succeed in their efforts to pform themselves, let alone "no specificity".

However, compared with the previous years, Li Rucheng put more energy into clothes in 2010.

"Ordinary shirts are 80 weaves, and YOUNGOR's fabrics can be made of 300 fabrics. They feel like silk, and the price is sold to two thousand or three thousand yuan each."

In early 2010, at YOUNGOR's world's first hemp store, Ningbo seascape shop, Li Rucheng proudly introduced YOUNGOR's R & D capability.

Li even laughed at the fact that he had leprosy, and he studied the hemp all the time.

In 2010, it was also a year when YOUNGOR made a strong effort in clothing.

At that year's China International Clothing and accessories fair, YOUNGOR launched five new brands in one breath.

These brands are built on the basis of YOUNGOR's "optimization of industrial chain", "make clothes that others can't do, and increase the added value of products."

Li Ru Cheng said.

Prior to YOUNGOR's imitation of foreign enterprises, it was divided into colors according to its color, and launched brands such as golden YOUNGOR, green YOUNGOR and orange YOUNGOR in one breath, but it was not recognized by the market.

In view of this, the Chinese preference has been taken into account this time.

At the same time, YOUNGOR set up a brand studio for 5 brands.

In order to make up for its own design and process management capabilities, it also actively cooperates with foreign companies.

For example, GY brand, and Japan W.

GAME cooperation, the introduction of the company's talent, process management, participation in product design.

YOUNGOR said that the new brand launched in 2010 has achieved initial success. GY's daily sales in a single store in Wenzhou exceeded 200 thousand yuan.

YOUNGOR's five new brands sold more than 100 million yuan in the first half of 2010.

However, only these appearances, people can not see the intensity of YOUNGOR's pformation.

Transformation is not as simple as launching a brand, and like the pformation of the seven wolves, it needs a tremendous change and needs to be completely pformed into a brand thinking.

But the weakness of YOUNGOR is still obvious.

"For example, how the concept of hemp is related to consumers' cognition is the most important.

Otherwise, it's just a show, which has no practical significance at the market level.

One industry insider pointed out.

In addition, it is also a big problem to push five brands at once, how to coordinate energy and resources.

More worried, but also because of YOUNGOR's whole industry chain ideas, the industry believes that this makes it difficult to get rid of the manufacturing industry in the upgrading of the brand thinking.

YOUNGOR does not recognize this problem.

"Once a group of foreign clothing brands visited YOUNGOR, they looked at our industrial chain, and they all called" you sit on Jinshan. "

YOUNGOR believes that only with the strength of research and development and the strict control of the quality of clothing can the brand upgrade be realized.

But YOUNGOR also does not deny the difficulties ahead.

For example, lack of talent, for example, it is difficult for ships to turn around.

"As an industrial brand, YOUNGOR has already formed a lot of things, which can not be changed in a short period of time."

But they believe that with the advantage of the whole industry chain, once they are successful, they will release more energy.

"In fact, the most difficult problem is how to integrate several parts of the industrial chain."

The insider said, "it's like writing articles and materials, and thinking about how to string them up well." Li Rucheng also talked about this.

He thinks this is a contradiction and needs to be balanced.

For example, textile mills and garment factories, he wants to integrate them into an enterprise, but it is very difficult, because each factory wishes to maximize its own interests.

Therefore, Li's challenge lies in finding a suitable supporting point to drive the whole industrial chain to play a positive role in brand upgrading.

The most strongly questioned industry is YOUNGOR's diversification.

Although YOUNGOR has repeatedly said that its main industry has been working hard, YOUNGOR's actions on investment and real estate are unimaginable. Li can become a stone and three birds.

Especially faced with such a big event of pformation.

What can be seen is that despite the impact of the financial crisis in 2008, YOUNGOR's actions in investment and real estate decreased, but it began to recover in 2009.

Data show that in 2009, YOUNGOR's main business income, 6 billion 900 million yuan from textile and clothing, 5 billion 200 million yuan from real estate, specifically to net profit, real estate and equity investment business net profit as high as 2 billion 800 million yuan, is textile and garment business net profit of 440 million yuan 6.4 times.

Similar to YOUNGOR, Shanshan Group is also facing brand aging, and also wants to revive. But it also wants to make money faster and easier in other fields.

Financial, real estate and even high-tech industries, Shanshan hunting everywhere, almost what fire to do.

Zheng Yonggang, chairman of Shan Shan, is very much concerned about people who say he is an entrepreneur of clothing. He often stresses that he is making investments.

"In their hearts, they say that investing in themselves is much more respectable than making clothes.