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Locking In The "Virtual Management" Mode, Smith Barney Opened The Capital Door.

2008/8/28 16:10:00 27

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Marketing Strategy Virtual Operation American State

　　借網捕魚的美邦

In April 1995, when the first franchised store opened in Wenzhou, YOUNGOR also occupied the first place in the market share of similar products in China.

At that time, YOUNGOR, with its abundant capital, was ambitious, with East China and Southern China as its main battlefields, from east to west, and from south to north.

But the foundry Metersbonwe has encountered a real problem: the casual wear market is expanding, and only by buying machines and expanding production lines can we meet the demand.

"The production of factories is hard to keep up with the rapid development of sales, and the management of product quality and process is very troublesome, so we decided to look for factory OEM in the Pearl River Delta."

Wang Quangeng, vice president of the United States, said in memory of the past.

From the foundry to the OEM, it comes from the simplest business thinking.

Although it was a foundry for many enterprises before making it, it dreams to create its own brand.

At that time, there was not much energy. Later, after thinking, we decided to focus on limited financial resources, outsource production and sales, and strengthen brand marketing promotion and style design at headquarters.

This has become the "virtual operation" that has been talked about later.

Zhou Chengjian, who wrote the story of net fishing (franchising), admitted, "actually, I didn't think so much."

Later, Zhou knew that the model of Nike was similar to that of Nike. So he decided to take the virtual operation as the leading thought in the development of the US state: outsourcing all the two links of ready to wear production and sales, leaving only the core part of the product, including product design, brand promotion and a few outlets, concentrating on product design and enterprise management.

Now, the design team of the United States can launch more than 7000 new models every year.

The use of external force mode is also used in the sales link - taking into account the rental of the store, staff salaries, taxes and other investments are very huge, it is difficult to solve the problem by the weak power of the US at the time, then eventually adopted a franchise chain operation strategy. Franchisees pay 50 thousand -35 million royalties to the US respectively annually, according to the different districts, and all franchisees carry out duplication management.

This way of "net fishing" has not only saved us $about one billion investment cost, but also expanded the US bond store at an alarming rate.

As of March 31st this year, the United States has 2211 stores in all provinces, municipalities and autonomous regions except Hong Kong, Macao and Taiwan.

Who can ignore the franchisee's wings to the United States?

In the 2005~2007 year, the compound growth rate of US bond net profit reached 604.05%.

Behind the rapid growth is the upgrading of the state logistics, information system, process reengineering and the comprehensive quality of enterprises.

Three years ago, the United States of America in Nanhui, Shanghai, 130 acres of land acquisition, with a total investment of more than 100 million yuan, the construction of more than 20 thousand square meters of logistics centers and leisure industry design village.

From 1996 to now, the information system of mus bond has been upgraded three times.

Zhou Chengjian's ideal is to allow 300 to 500 factories to directly connect with more than 2000 stores, and the shop orders will go directly to the factory, and the factory's goods will be directly subcontracted to the shops.

All through virtual network to measure, analyze and manage, to achieve real "virtual".

　　雅戈爾用三條腿走路

Unlike the US state, YOUNGOR President Li Rucheng did not deny the company's three leg walks in clothing, real estate and equity investments.

In his view, YOUNGOR is even fully qualified to become a national real estate enterprise.

"Since 90s, we take YOUNGOR brand as the main business, trade and real estate as two wings, and divided into 3 industries."

Li Rucheng pointed out that YOUNGOR has already formed three major industries: brand clothing, real estate and equity investment.

"YOUNGOR is different from other enterprises. First, it has a complete industrial chain.

The branches and outlets, as well as brand management and retail management are all dominated by YOUNGOR. Two, our products are made from their own factories, from 80% to above, with quick reaction capability.

Li Rucheng said.

In the view of YOUNGOR employees, the advantage of controlling the whole industrial chain from raw materials to production and sales is that the ability to resist risks increases.

"For example, this year, the raw materials have risen sharply, we control the upstream, will not be subject to the raw material suppliers, can ensure the quality of YOUNGOR clothing and materials, but also to other manufacturers to provide products, and cultivate new profit points."

Some critics think that it is quite risky to carry out short and fast speculation in some non principal business investment projects. Once the market is substantially adjusted, it will easily lead to investment losses and even lead to financial crisis.

YOUNGOR has its own view on this question.

Relevant person in charge told reporters: "YOUNGOR is built up by industry, and industry can not grow geometrically.

And real estate is a growth type, phased, there will be some risks, capital investment is also relatively dense, is now extended to the Yangtze River Delta region.

In the first half of this year, there was a good growth in textile and clothing, but it would not be a big increase.

In terms of investment, the market value has shrunk, but it is normal that the exploratory industry is definitely risky, but it can be balanced through management. "

Li Rucheng said, "if we did not enter real estate and financial investment, today's YOUNGOR can not have about 20000000000 net assets."

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