Why Did The Last Entrepreneurs In The Us Fail?

The core of the problem is product positioning.

Attribute

The brand is not fast enough, but also divorced from the aesthetic preferences of the young group after 00. The product is large, and a series of business problems behind it are trivial.

But last night, I just resigned.

Zhou Chengjian, the founder of the chairman and President of clothing, issued a letter to the entire staff, explaining the reasons for the recent adjustment of personnel and appeasing employees "how worried do you have their son, daughter and son-in-law to do."

This, the reporter wants to say is, this kind of thought is really worth worrying about, not the young people take over the week Sir you are old when you are old, you can go to a better tomorrow. The essence of the problem is that you don't get the best of the day and find the most outstanding new generation of new generation clothing management talent, only by the next generation of young Zhou's young people, or can not solve the core problem of "this entrepreneur can not".

Then the question arises. How can the last entrepreneurs of the US state fail? Let's look at what kind of business capability the US state belongs to.

Copying Giordano is easy. Learning to do Zara is hard.

In the early 90s of last century, Hong Kong's clothing brands such as Giordano, Baleno and JEANSWEST entered the Chinese mainland market with good sales performance.

At that time, the mainland's clothing brand was still a big blue ocean, and many people with foresight began to create their own brands.

In 1995, Wenzhou businessman Zhou Sir took the lead in imitating the Hong Kong clothing brand in Wenzhou to set up a store. The business was not good enough. As a small workshop, clothes were always in short supply, but there was not enough capital for large-scale factories.

When it comes to trouble, Zhou Sir learns that Giordano does not have its own production plant. It is carrying out the virtual operation of "light assets". It shows that white dots are borrowed from chicken and eggs, fishing by nets, because they do not need to produce clothes themselves, but only need to integrate resources.

Since then, Sir has worked with many processing plants in Guangdong to earn money.

In the first ten years (2000 - 2010), when the time came into twenty-first Century, it was called the golden age of American bond expansion. The portrait of Jay Chou, the spokesman, and the slogan of "not taking the unusual road" were once overwhelming.

At its peak in 2012, Metersbonwe had 5220 stores throughout the country.

But in fact, when the United States was developed into the 2010, it was obviously weak.

Since 2008, the United States is facing the strong impact of the fast fashion trend of Zara and H&M. Its high-end brand ME&CITY ME&CITY has not been established, and its operating income is only 350 million yuan in 2009.

It can be said that the mainstream men's clothing market was basically eaten up by fast fashion brands, Slade, JACK&JONES and other brands abroad.

Then, how did the United States lose this fast fashion war? The reason is very complicated, but the elder brother wants to provide a perspective for us to think about: at that time, no matter how the men's dress was positioned, almost all of the clothing brands in China were B. Why do Korean brands such as clothes shed rise? The key is to achieve the synergy between the quick reaction of the market and the ability of the supply chain.

From the point of marketing and design, the clothing industry after 2010 realized the importance of diversified selection. Many clothing companies are in line with Zara, and every year 10000 kinds of clothing are everywhere.

However, their production and supply chain systems remain in the era of "economies of scale". They are guided by the lowest cost, with slow response and long response periods, resulting in shortages and backlogs.

It looks like two different problems, but the root is the same: the product adopts the differentiation strategy under the "breed economy", and the supply chain is a cost oriented economic supply chain, and the two can not match.

Ryui Masa, CEO of UNIQLO, said well: "in general, the clothing industry is not a continuous improvement or production of flawless fabrics, but a trend of pursuit", which needs quick response supply chain support.

The success of Zara, H&M and other widely known garment enterprises lies in its ability to respond quickly to the trend, and is also a global supply chain response capability.

At that time, the strong and big American state undoubtedly became a typical garment enterprise that was torn by this new trend. The supply could not match the consumption, resulting in a large amount of inventory, and then a discounted inventory, a vicious circle.

At the beginning of 2012, at a high-level meeting in the United States, executives gathered to discuss the development strategy of the US state, but Zhou Sir was more concerned about the 2 billion of American stock.

Because executives did not give enough inventory, Zhou Sir went on the spot and scolded this group of professional managers as "nonfeasance". Their work style was simply "asshole, bastard and nonsense".

After the abuse, there was a large-scale personnel turmoil in the United States, and about 20% of the top executives left the US state, including the old ministers at the beginning of the American state business.

Brother guess, perhaps after that, Wenzhou businessman Zhou Sir has completely lost confidence in professional managers, which may be the trigger for today's high-level personnel in the United States.

If we want to have children, we must first have "money and power".

In 2016, for the United States, the crisis was further expanded.

In the 2015-2016 quarter of the three quarter, the United States has been losing money, and if it does not make any profit in 2016, the United States will face the risk of "wearing a hat".

In order to turn around the losses, the United States has begun to sell subsidiaries.

The announcement revealed that the United States intends to pfer the 100% stake in Shanghai Metersbonwe enterprise development limited to Cambridge industry at a price of 983 million yuan.

This is a second month subsidiary of Smith Barney, which sold 100% stake in Shanghai's Mdt InfoTech Ltd in October.

This shows that the United States and costumes in the "broken arm to survive", reorganization and sale are for light load.

It is worth noting that the announcement shows that even in the first half of this year, the United States has increased investment in advertising, and has paid up to 74 million 190 thousand yuan in advertising fees, which has increased by 55.18% compared with the same period last year, compared with 126 million yuan last year and only 36 million 240 thousand yuan in 2014.

The company's momentum for the spread of its brand and the promotion of App are not diminished. In this cost, "fan" has been named "wonderful flower" for a long time.

This phenomenon is also a paradox in the past few years in the United States. Many traditional enterprises fail to attach importance to the electricity supplier, which leads to a decline in their performance.

This involves the exploration of the United States on the Internet, not late, but no substantial progress has been made.

In 2013, the United States began to build O2O platform.

However, the concept of O2O slowly subsided, and the state buying network has experienced ups and downs.

In 2015, the United States launched the "fan" App, the state shopping will eventually be integrated into the norm.

The passenger flow and 10 million of the hundreds of millions of passengers brought by the 4000 stores under the group line have been converted into platform users, and they have been divided into profits by entering the brand and picking up points with sellers.

Fan passed the sponsorship of the three quarter of "wonderful flower" to enhance its popularity, but there was no obvious breakthrough in the commercial progress.

In fact, Zhou Sir hopes that through the vertical integration of resources with the fan APP, the company will shift from the large-scale shop wide distribution channel mode to online precision marketing, so as to solve the problems of high cost of shops and lack of attractive products.

Sponsorship of "wonderful flower" has quickly launched the market name for fan APP. Many people remember the program is very noisy and Ma Dong's wooden fish. The most profound memory is fan APP. It can be said that the marketing of American state is relatively good.

But advertising has only completed initial contact with users.

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The United States and the United States launched a fan appears to be exceptionally stiff, giving people a hard feeling for the electricity supplier.

The business logic of fan is very simple. Besides selling clothes, the other idea is that users will very well wear it, then share it with others. If others see it and buy it, users will be divided into it.

This idea has been rotten in the Internet field. From the vertical platform, it is said that mogujie.com is beautiful, what is worth buying, little red book to big platform Taobao, Jingdong has similar or identical places.

In 2016, such a thing can be solved by a net red.

The pattern of clothing e-commerce platform has been very stable. Apart from advertising marketing, fan has no innovative mode to challenge predecessors.

According to the League index, the total downloading of "fan" App is less than 1 million, and most sales of single products are less than 10.

In addition to the factors of the market ceiling, the operation of fan itself is also crowded.

After experiencing it in detail, he found that his structure was very loose and his location was also very vague.

There are relatively few categories in the platform, and there is a large span between brands, which can not catch the core user group characteristics.

Although there are some big international brands, such as Nike and Adi, the product lines are very short, and they are all old products.

In short, the main shopping style of shopping platform is very unfashionable.

In addition to these slot points, fan also has a hard injury, that is, there is a big deviation between positioning and actual operation.

Since fan is a fashion sharing platform, we should encourage more people to share with others in the structure design, and form UGC to match the community instead of using authoritative recommendation to guide users.

In other words, a fan's energy should not pay much attention to sales and category, but concentrate on enriching and building content, creating a perfect ecological chain, and strengthening the aggregation of fashion buyers, buyers and brands.

However, fan did not do so.

All these, the introduction of fan is simply a misunderstanding of the US internet. It is just a tool that is temporarily remembered in the face of the difficulties of the enterprise, and has never thought of what this tool can change from beginning to end.

At this year's China retail conference, Zhou Chengjian also began to reflect on his Internet path.

He said he was wrong in "too much emphasis on the Internet". The pformation of the United States has gone through many twists and turns along with the wrong way. "In fact, the Internet is only a means, not a goal."

We can continue to have the norm, but first we must make good products.

The rise of the United States is due to the market dividends 20 years ago, and product issues are now recognized by Sir. It is not too late.

Speaking at this year's retail conference, he said, "the opportunity for the next 20 years is greater than that of the previous 20 years, but we need to restructure brand competitiveness and take quality as the core to show life attitude and lifestyle."

Well, that's right. As long as Zhou Sir's next generation of relatives and children can become an excellent entrepreneur in the clothing industry, the only question is whether the United States should consider whether or not to follow up the fashion of fast fashion, because this consumer can not be, more self and willful, and willful to think that life is the most important thing.

In other words, consumers' tastes are becoming more and more critical, and everyone's "good intentions" are different.

Different brands also have different positioning, with different ages, different levels of consumption of the audience.

And the elder brother thinks that it's the most important thing that everyone can buy the clothes that he likes. Is that right?

So I hope Zhou Sir and his Zhou family can reflect on how to produce clothes that everyone likes to see. Four, no four fashion is not hot. It's important to let a group of people cut their hands and cut them very much.

In addition, it is also worth exploring how to help you find better clothes that you like. It's also a good idea for Semir, a good friend of the United States.