"Look up, for learning a lot of objects." Zhou Shaoxiong learned from the beginning to Hong Kong crocodile dealer franchisee channel model, seven wolves to achieve the scale of expansion. However, the brand continues to go up, learning objects are constantly "upgrading." In front of the current imaginary enemy POLO, Septwolves in the channel management has chosen to continue to imitate and optimize. Learn to crocodile expansion In the mainland men's market is still in short supply, the Septwolves have earned easy money. According to the Fujian seven wolves Industrial Co., Ltd. Chairman Zhou Shaoxiong had a talk in a well-known financial talk show, when seven wolves men in Shanghai in Shanghai, Hualian one day sales can reach 80,000 yuan. Shortly after the mid-nineties of last century ushered in the rapid development of men's brand in the Mainland, seven wolves can easily be annihilated by many brands, once the risk of becoming a vulnerable brand. In fact, strategic marketing for the seven wolves, but also during this period was just beginning. As a result, changes have been made to the channels, in addition to a set of marketing programs centered on wolves. At that stage, most clothing companies are still keen on the wholesale sales model. Septwolves decisively introduced new marketing tools, using a quick turnaround circulation mode, the first wholesale channel into a general agent system, and then lead the industry in the franchise business model. Zhou Shaoxiong frankly at that time learning object is Hong Kong crocodile. "What is obviously different from the batch of enterprises that have grown up in the same period is that the Septwolves value the channels." Zhou Shaoxiong said in an interview with the media that this also determines the development direction of the Septwolves. As the leader of Southern men's clothing brand, Septwolves was the first to stand out through brand operation and dealer channels. From 1995 onwards, Septwolves began to adopt fast circulation cycle mode, the first wholesale channel into a general agent system, and then adopted the franchise business model. Similar to other Minpai apparel enterprises, Septwolves initially developed regional distributors and relied on its understanding and influence on the local market to jointly expand the market, thus gradually developing into a wholesale business and franchising business. Secondary mode. According to the company's public earnings in 2008, as of the end of the year, the Septwolves had a total of 2,769 terminal retail outlets, of which 98 were proprietary and affiliate terminals with a very small share of self-operation and affiliates. Today, seven wolves stores (counters) has exceeded 3000. Thanks to its strong channel expansion and marketing, Septwolves achieved high growth for several years in succession. Its 2007 main business revenue was 876 million yuan and its net profit was 88.7 million yuan, up by 79.6% and 77.2% over 2006 respectively. In the economic downturn in 2008, the Septwolves also achieved growth. In 2008, its total operating revenue was 1.65 billion yuan and its net profit was 140 million yuan, an increase of 59.8% over 2007. Zhou Shaoxiong once told the media at the 2007 ordering conference that the Septwolves are not willing to become one of the largest apparel manufacturing enterprises but rather become the largest apparel retail and wholesale enterprise in China. The implication is that from clothing manufacturers to channel brand transformation. In the dealer mode, store management, product display, and even though the discount promotion is suggested by the Septwolves, but still the dealer-led, Septwolves had difficulty in the channel terminal influential. In addition, wholesale and order-based sales model, in the context of accelerating the rate of fashion upgrading, it is inevitable that the market reaction and dealer feedback delay. According to its earnings report, the Septwolves still follow the ordering model dominated by large order fairs (including reinforcement conferences) and promote some of the new products designed after the fair by product tour. Ordering, reinforcement and product tour total number of orders accounted for about 90% of annual sales. Septwolves said that due to the advance ordering mechanism and the sudden macroeconomic changes in 2008 led to a certain backlog of products in 2008, the industry is facing the pressure of inventory and capital return, in 2009 the company growth rate will slow down. Finding endogenous growth variables may be a way out of the existing sales channel model. Septwolves choose channel improvement as a breakthrough. The success of the Septwolves owed much to the brand's operations. Through a series of advertising and marketing activities, which brought huge profits to distributors, Septwolves became more and more reputable among dealers. For the channel brand, the control of the terminal is particularly important. But just the external brand influence seems not enough, how to further influence to dealers and franchisees infiltration? Septwolves chose to shift from the original wholesale-based management model to the direct-sales retail management model to enhance the sensitivity of the market response while achieving refined management. Last year, the Septwolves improved the management level of the company to enhance the response speed of the supply chain, the control ability of retail terminals and the demand for market demand collection and analysis, and cost 40 million yuan to pool and upgrade the ERP system. At the channel end, the Septwolves, which have more than 3,000 retail terminals, have failed to standardize on the metrics of the product, making it hard for marketing and product teams to consistently review the order data. In this way, on the one hand, dealers can not know the more accurate trend analysis and choose the right product, on the other hand, the terminal can not reflect the Septwolves to guide the development of goods. To this end, the implementation of the category plan at the same time, Septwolves have a dedicated team responsible for the dealer's shop or counter to help franchisees plan and check their systems. In addition, seven wolves are gradually realizing the management of flattening. Last year, the Company set up subsidiaries in Guiyang and Guangxi to further strengthen the management of local channels. It plans to set up six management centers in East China, South China, North China, Central China, Southwest China and Northwest China this year and is responsible for channel management in the local area. The seven wolves through the listed company fund-raising, in Beijing, Shanghai, Guangzhou, Xi'an and other places planned seven wolves Men's Living Museum, then carry the region's image display, new product launches, service demonstrations, staff training and other functions. Last year in the sales core area, seven wolves and dealers opened a total of 22 living museum. By sub-regional stagnation, with the region closer to dealers and franchisees. Learn POLO difference management In fact, in the refinement of the channel at the same time, diversification is placed in front of seven wolves a topic. Zhou Shaoxiong once said in the media more than once that the development path of the Septwolves is quite similar to that of the U.S. POLO, with the latter as a "hypothetical enemy." PoloRalphLauren is a well-known company registered in the United States. Its products include men's, women's, sportswear, sporting goods, jean, accessories, perfumes and home accessories. It forms a multi-series and diversified brand structure. According to product type, target group and price And separated. PoloRalphLauren allows different products and brands to be docked in different channel systems to differentiate retailers. "As a fashion brand, not only the characteristic products, but the expression of a life style, the question is how to express various product categories coherently," said Zhou Shaoxiong. Septwolves only the current clothing brand system point of view, has formed the St. Voss, Red Wolf, Green Wolf, Blue Wolf, Women's and Children's Wear series. According to the company's introduction, the current mainly to red wolves and green wolves, accounting for about 93.50% of the overall sales revenue, this part of the sales of goods in its counters and stores; as a high-end suit positioning Saint-Worth concentrated in the department store counters and Living museum; women's wear and children's clothing are still "supporting life museum fullness of the main products." In addition, Blue Wolf plans to invest independently, a new growth point for the company. In addition, Septwolves upstream production subsidiary did not expand capacity plans, then with the expansion of categories and the expansion of sales, the proportion of external procurement companies will be getting higher and higher, in the last year, this ratio has reached 82%. To be a brand channel, the control of the upstream industry chain will also test the operating ability of the Septwolves.
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