Aging Reflection Vanity

Abstract: About two years in a row this time, where the founder of Aging, will be related to the media and the reflection of communication. This time this year is a little different from the past, it is not old want to take the initiative to disclose information, but in a default supplier payment, Lei shot to save all

About two years in a row this time, every customer founder aged, will be related to the media on "reflection" of communication. This time this year is a bit different from the past, is not the old want to actively disclose information, but in a default supplier payment, Lei shot to save the public opinion of the storm, aging had to come out to explain what the guests are doing. He admits that there have been 60 hours of deep communication with Lei, and the success of Millet has really touched the age: In the past, and management vanity, the pursuit of scale and growth rate of the practice is not correct, and now every customer is returning to the product.

Old

This interview is arranged in the new headquarters, located in the southeast of Beijing also Zhuang, even from the international trade hitchhiking past, also probably need more than 40 minutes time.

The interview was 8 o'clock in the evening, before the interview began, the office used to interview a pile of clothes, aged in the meeting with the guest team, the interview is probably at the end of 9:30, and after this aging and another team has a product of the meeting, estimated to continue into the early morning.

Such a high intensity of work, from every guest headquarters moved to the village in August this year, the original move plan at the beginning of the discussion, is scheduled in October, the original Canton drainage Gate headquarters contract signed next May, now still able to use the office.

Suddenly such a rapid change is due to the old by the situation of the Lei deep sting, and in the depth of communication with 6, 7 times after the brand and products have a new understanding, and as an example to make changes.

The interview lasted nearly 2 hours, starting from rumors around the outside world, such as why the supplier owed money, the fact that the old has been the external interpretation, because of the V strategy to adjust the optimization, and the merger of the special sale and joint ventures, resulting in the interface is not clear, is now in the settlement.

And for Lei whether as chairman, aging no positive response, just laugh said "he returned to do the chairman is also very good", can again use 60 hours to brand and product deep thinking and every customer team communication, is also a good thing.

For the outside world rumors that it does not do the CEO, Aging said, now so many public opinion point to themselves, if not to do the CEO is very easy to choose, "If this is the truth you will not be here to see me." Of course, where the customer brand adjustment things, aging frankly and the board had many exchanges, he does have a certain pressure.

In fact, aging in 2011 began to reflect on the external, the most important thing is the blind expansion led to the backlog of inventory, the wrong decision, so that every guest these two years have been miserable, has been dealing with inventory problems, even at this time last year, every guest is still 5 times times today.

Aging frankly, inventory is his most painful problem, "inventory swallowed everything." Talk about the mistakes of the past few years, aging is because of their own and team too vain, and has been to the traditional clothing brand learning, the pursuit of scale and high growth rate. But these facts proved to be wrong, too much value for SKU and scale so that every guest and the traditional brand, like the plight of the difficult situation.

Lei small rice thinking, gave a deep touch, "do products or to return to product quality." Old age only wear every guest brand, now he will take turns to wear different brands of clothing, to feel the difference in quality. Aged also with the assistant in every guest on the season all new products to buy back to try to wear.

Where does the future go? Aging is still in the planning, but the core is to reduce the SKU, emphasis on the basic section, return to the simple collocation, such as all color control within 30.

In the personnel structure, where the customer is the overall planning, such as in the past, where the design scattered in each line of business, each line of business is set up internal control, now to unify. These adjustments have also led to the optimization of personnel, aged revealed that the number of optimization staff reached 20%. At the same time, every customer has adjusted the hierarchy of similar bureaucracy, the original more than 20 Vice President + Assistant President, has been changed to head or director.

Go to the KPI, go to the profit is also old from Lei there learned the train of thought, for the future of old hope that all customers realize: First, there is no selling inventory, second, can make money. The former is realized by reducing the size of the rapid turnaround, the latter is expected to be achieved in November, where the goal is to profit for the year 2014.

On the other hand, where the new round of financing also entered the finishing work, the old revealed if the smooth will soon external disclosure.

Aged: Every guest chooses to change voluntarily

60 hours of conversation.

In fact, in the first half of this year we do a third-party platform, I also chat with a lot of partners, they are also own brands, we are very distressed how to do the next step, the sale of sales to the SKU is the usual idea, but can not go down.

So a lot of more than 10 years, more than 20 years of big brands are panic, or closed shop do not do, or to do real estate, or the money to deposit the bank not to do new goods, the whole industry did not see life.

At this time Lei provided to every guest a different way of thinking. Before the September Millet 3 release, summed up a lot of experience lei want to communicate with me, he proposed to go to the KPI, to go to the gross profit margin, to organize the structure, is to my past management method, even if it is in the past I and he managed the remarkable method completely subversion, I began to think he is nonsense, this set of theories in my past management, who dares to do so, So I come up to think that Lei is wrong, it is impossible, do not management layer?

Lei just started talking to me. The reason is that I can not accept, but I and he chatted before and after 7, 8 times, a total of more than 60 hours, I did not realize that will talk so long, his approach to my stimulation is relatively large, for every guest after drastic adjustments have a direct impact.

This most important change for every guest is mainly to return to the product, from the user's point of view to think about products.

Of course, a few years before the customer is also looking at the product, but a few years ago to look at product ideas, particularly like traditional enterprises, this year to do a large scale, according to historical experience to calculate the SKU, category, that is, first consider how big the store, and then consider the store needs to put how This has been proven to be wrong, and when you put the sales in front of you, it means you're only going to push the product, in fact, that's what we used to do.

This is also related to our mentality. In the past, everyone grew too fast, we can not get rid of the impact of the time, I and the team will be vanity, not from the brand to think, but from the ability to maintain a certain growth to think, even if we see the traditional brand encountered such a big problem, but still did not adopt a better approach

This way of defects in fact in the beginning, but every customer in 2011 before the scale is very small, so the price is small, when the scale to achieve a certain degree, decentralization is too powerful, it will inevitably mixed.

A new round of transformation

After repeated exchanges, the first step is to move. Also Zhuang this side has 10,000 square meters empty, in fact, before moving the office contract to next May, where the customer team is determined enough and fast enough, moving is to quickly correct, we so many shareholders, we are all discussing the future of every guest, all have expectations. This is also the customer initiative to change the process.

The next thing to do is to return to the product. I bought all the products of every guest back, the assistant tried to wear every day. In the past, what kind of mistakes did the guests make? For example, I recently looked at every customer is very important products T, patterns and colors too much, no like just come out when so concentrated, really put our own look dizzy, there are many colors are approximate color, for users, but also make users dizzy.

Another example recently I want to see white shirt, our department's people gave me 8, incredibly is 8 white. This is the problem, although we do can be 8 white shirts, but did not do a correct color, not a correct style, let me the most uncomfortable is that I can not find the 2007 sold the best white shirt.

Recent special reflection is that the product should return to the simple collocation, there is a certain fashion degree, the quality really do go up. Today's guests are doing a unified planning, white shirt can only have one, color can only have a white. These standards are then divided into production lines.

Implementation of specific products, is to return to the basic basic color of history, color control within 30, to do what it could, the business and growth on one side, such as the past few months after integration, where the entire home clean simple, no longer so fancy.

Next is the inventory, last year at this point in time I am most distressed, inventory is today's 5 times times, pay the cost of blood, at a very low price to sell, which has hurt the brand.

Inventory will devour all things, including gross profit margin, usually do 5 billion yuan size of the clothing company, will have 20% inventory, equivalent to 1 billion yuan of inventory, but the enterprise's net profit only how much, put in any enterprise can not bear.

For the future I hope that every customer has no stock to sell. Recall that every customer in 2007 years of 2010 years, will not consider the inventory problem, because never sell goods. 2011 after the customer in order to solve the problem of not buying, usually if the second year can sell 1 million pieces, 800,000 has been first warehousing, now where the guests will only do 100,000, and then a small batch of rapid turnover through the supplier.

Another point is that I hope that every guest can make money. In fact, in the reduction of the size, the adjustment of the strategy of the visitors, the expected November will be able to achieve profitability, we hope that visitors in 2014 will be able to achieve full-year profits.