Fashion Marketing Expert Wang Xiaolin

It is hard to imagine that in this way, twists and turns in the clothing circle spent 18 spring and autumn.

Someone asked him, "how do you evaluate yourself?"

At work, 100% is put into work, and 100% is devoted to life after work.

Wang Xiaolin said.

"Guangzhou is the starting point of my career."

Say.

On the phone, he told reporters about the fate of him and his clothes.

In 1995, when he became a soldier, he worked as a copywriter in Guangzhou TV station. He was mainly responsible for copywriting of TV feature films and large party programs.

The pace of life is not slow, but plain as water.

In 1996, SANTA BARBARA POLO & RACQUET CLUB entered China and recruited 2 advertising planner in China.

"At the beginning, more than 200 people applied for the job, leaving 2.

One of them is me. "

Wang Xiaolin is very proud of this.

Because at the beginning of the interview, there were many people who came from different classes, and there were also many people who worked in the field of clothing for many years.

Wang Xiaolin's analysis of why he chose himself may be his own copywriting, his ability to control his artistic conception, his ability to plan and organize, and his ability to respond to interviews.

In this way, Wang Xiaolin successfully pformed into clothing enterprises, engaged in art, display, shop staff training and space design work.

Take part in the whole process of the brand of a Hongkong company, how to start from zero to the completion of the market construction. As the first batch of SANTA BARBARA POLO & RACQUET CLUB employees entering China, they participated and implemented all the work from zero to more than 100 stores.

Cut interest

Because of his good communication skills, a chance Wang Xiaolin entered "Matt" to do the market.

Department Manager.

Perhaps their real potential was discovered, and only after a year, that is, in 2000, the company sold back the amount to 78 million yuan.

In the past, the company received only 40 million yuan a year.

For this amazing achievement, Wang Xiaolin used his own innovation and redefined "2:8's law" to optimize resources and carry out specific optimization and integration plans for special key customers, so as to solve and complete the sales promotion.

Wang Xiaolin always likes to meet challenging tasks.

In 2002, XTEP began to expand the product line, promote the clothing products in full scale, and formally began to prepare the clothing management department. At that time, Wang Xiaolin officially entered XTEP, responsible for the clothing operation Department, and comprehensively managed the clothing commodity organization, the commodity deployment and the commodity sale.

There were only a few million sales and only 2 staff members.

When Wang Xiaolin got to know the situation at that time, the breakthrough he sought was the management of "goods".

As a responsible person in charge of the project, after 1 months of deep thinking and investigation, the three basic principles of "people, goods and markets" have been used to lock the "goods", that is, merchandise as a breakthrough.

"At the time, in the whole industry, I first put forward a commodity plan, planning and closing all the accessories, and when it comes to the appearance of a systematical integration product, all customers and distributors alike win the praise."

Wang Xiaolin said that it is not the problem of products, but how to plan and close commodities.

Only integrating and stereoscopic sales and operation to organize commodities is the absolute principle of enterprise development.

At the beginning of the company, as a manager of garment department, clothing has helped the company to earn more than 2 billion yuan in 2 years. When it was the manager of the Northern Sales Department, the northern market also made a lot of achievements, and it was completely red. In less than 1 years, it also received nearly 200 million yuan.

After gaining outstanding achievements, he was appointed to build and operate the spare parts department in 2005 because of his special environment and special adjustment.

When XTEP entered the formal stage, Wang Xiaolin rushed back and decided to quit.

In 2007, Wang Xiaolin built and created the "Arctic monkey" brand. Its success was excellent. In one year, it completed all construction and opened 15 Direct stores and 20 franchisees.

Rapid breakout

The domestic market environment, due to the great leap forward mode of previous years, has led to the oversupply of clothing brands in commodities.

After years of struggle, Wang Xiaolin has become an old "proficient" in the garment industry, and knows how to run a new brand.

"Specifically, if we want to break through in the market, we must rid ourselves of the burden, clean up our inventory as soon as possible, and put it in light, so as to reduce storage costs, speed up cash flow, make room for enterprise development, streamline institutions, reduce overstaffing, minimize business processes, operate office management succinctly and efficiently, avoid barriers and intensify personnel struggles."

Wang Xiaolin said that we should also comb out channels, stop invalid terminals, combine cost with product flow, reduce useless negative assets, concentrate resources, and strive to cultivate advantageous channels and channels.

In addition, integrating supply chain and strengthening health control is also a key to success.

Start with quality and cost, improve the price performance and core value of goods.

Build fist products and marketable products, and do well in the frontier "weapons".

To strengthen and speed up brand remolding, as the brand will gradually become old and the new generation is not loyal to the brand, the promotion and remodeling of culture must be strengthened in the connotation of brand promotion.

"The most important thing is to do a good job early warning plan."

Wang Xiaolin said that in all aspects of the matter, it is necessary to unify the cross departmental plan and even make the role of the "Deputy card" and "second brand" protagonist and supporting role interchangeably at this level.

Learn to "overtake"

When we want to exceed the same brand, we must aim at the opportunity and step by step.

Wang Xiaolin, for example, said that the "overtaking of the curve" refers to the fact that on the track, due to the difference between its own conditions and its opponents, it is difficult to surpass the opponent at a straight line speed, but when the curve is used, the opponent's leeway is larger, and his chance to surpass his opponent is increased, so there is a great chance to surpass his opponent on this track.

Therefore, many enterprises put forward the plan of "overtaking corners" in their annual business plan, hoping to lead enterprises to break through.

As early as 2011, he was exposed to the concept of "overtaking corners".

At that time, however, it was only a slogan for promoting dealers and internal morale, and few enterprises actually operated on this concept.

"I think the current business is just a slogan operation, rather than a real" bend overtaking ".

Perhaps they do not really understand or understand this connotation. "

Wang Xiaolin said.

Simply describing "overtaking the curve" must be fast, accurate and ruthless.

That is to say, the "bend overtaking" is waiting for the opponent to make mistakes in the bend or leave a chance to make an effort to rush forward and achieve results.

Of course, the "overtaking" of enterprises must be three factors, such as market, competitors and themselves. After a quantitative analysis of the existing problems, a three-dimensional marketing integrated behavior or marketing plan can be called "bend marketing", rather than a simple "overtaking of corners", which is merely a noun explanation of single behavior.

"Overtaking the curve" is only a means, and behind the means must have the backing of the entity.

"I remember that I used to operate a brand. The market was not good at that time. The brothers in the same city were very competitive. They operated for 3 years and lost more than about 20000000 yuan, and the market shrank by 1/3.

After taking over, Wang Xiaolin took 2 months to understand and find out the actual situation, and concluded that brand positioning, brand influence, commodity integration, product homogeneity, affiliate policy, marketing method, personnel capability and cost control were not the opponents of the other side.

　　最終，王曉林在四個方面進行改革：其一，針對定位和影響力，執行“衛星式”的圈點模式，做好區域影響力，在區域上彎道超車，先做區域型的強勢品牌，超越對手;其二，在商品上，公司執行整合性和專項性促銷，區分類別銷售，在產品上彎道超速，從單一類別和單品的性價比上超越對手，做銷售冠軍;其三，在政策上靈活，執行全新的營銷政策，創新聯營政策，求同去異，團結經銷商隊伍，在開店數量上進行超越，使客戶店鋪數量增加，超越對手;其四，人員結構和日常費用簡化，執行扁平化的人員管理和常規節約型的費用管理，在利潤下滑、綜合折扣下降、成本上漲、銷售維持的局面下，提升盈利空間，做點面結合資源共用，使銷售量同等的情況下利潤增加，超越對手。

After six months' implementation of the "corner overtaking", the total sales volume of the brand increased by 35% over the same period, the cost rate control decreased by 13%, and the opening rate increased by 23%?

Experience gained

After 18 years of baptism, Wang Xiaolin's contribution to the clothing circles is still two words of "market".

He prefers to be called a marketing expert.

"For marketing experts, I divide it into two parts, namely hardware and software."

Wang Xiaolin said, in hardware, what we need is expertise and experience.

Clothing marketing experts must have relevant professional knowledge and many years of practical experience. They need to touch on this major and fringe disciplines, such as fashion design, clothing production, customer psychology, aesthetics, space design, decoration props. At the same time, they should also be familiar with market conditions, business district distribution, shopping malls, department stores, shop resources, distributors and intermediaries.

In software, we need mentality and intelligence.

Besides having many abilities in hardware, marketing experts also have certain standards in mentality and intelligence. For example, as a marketing expert, they need to involve various departments of the group. Therefore, in daily communication between manpower, market, production, finance and other departments, there must be a good mentality and intelligent knowledge so that a real marketing plan can be achieved.

"Specifically, any enterprise in the development process, a qualified trader hand is to achieve the goal of business operations, rather than just achieve business goals."

Wang Xiaolin further explained that business objectives refer to annual sales refunds and market construction indicators, and the operation objective is a combination of enterprise vision planning and current operating conditions, namely long-term goals and short-term goals.

It can be interpreted that the most important indicator of assessing or measuring a trader's hand is to do well in company planning and current operation, not just sales.

A single sale is a measure of the sales director's standard, not a trader's standard.

A boss only promotes the sales of the company without increasing the number of stores, lowering the inventory, increasing the comprehensive discount, reducing the comprehensive operating cost, controlling the turnover rate, raising the financial cost, and controlling the development of the enterprise. It can only be said to be a qualified sales director, but not a qualified trader.