The Loss Of Talent In The US State Company Has Become A Problem.

In recent days, Cheng Weixiong, micro-blog's former vice president of the United States, has frequently seen the slogan "Bosteng is not just a down jacket", but it also shows that he has already had a new battlefield.

For Bosideng, which focuses on the development of non down garments business, it is a lucky thing to attract such an experienced and experienced person. For a troubled state, the loss of a hard worker who worked hard for 13 years is undoubtedly a blow to Chairman Zhou Chengjian.

In fact, the brain drain in the US has risen to a problem of equal status with high inventories. Because many of the resignation elite are active in the new "site", many domestic garment enterprises are active in the finished talent from the American state talent production line. Mei Bang has also won the title of "Whampoa Military Academy of Chinese costume (7.22,0.00,0.00%)", but this title may be five miscellaneous to Zhou Chengjian.

Before the listing of MP in 2008, Zhou Chengjian had witnessed six large-scale personnel shocks, including 5 management departures in 1997, 19 managers leaving in 2002 and 2 vice presidents in 2004. In 2008, Lu Xiaohu, director and chief financial officer of the United States, resigned. In 2009, vice president Yang Geling also submitted a written resignation. Since then, Min Jie, vice president of information system, has left. In July 2012, Cheng Weixiong, vice president of the United States for 13 years, submitted a written resignation report.

"It's normal to point to people's nose and roar at the table. His management mode simply says," you don't need your idea, you can only help me implement it. " A member of the United States government briefed reporters. "However, in recent years, Zhou has tried to control his emotions and changed a lot. His temper is much better than before."

He commented to reporters that Zhou's advantages and disadvantages were obvious. He had passion, intelligence and execution, but he was rude, conceited and partial.

At a media conference, Zhou Chengjian once said that he most hated his bad temper. "He was so angry that he was like a tyrant several years ago. He often scolded everyone for no reason."

And for Cheng Weixiong, the founder of the mountain, Zhou Chengjian is also full of discontent. He has publicly stated that he has a good relationship with Cheng Weixiong and is a good brother in private. Cheng Weixiong's departure is a personal choice of mutual respect. After a year and a half, it is entirely possible to cooperate with Cheng Weixiong again.

When Cheng Weixiong left the office, he also claimed that he said "it's hard to say and sad," but it was "helpless" for both sides.

What Zhou Chengjian did not expect was that he joined in two months after Cheng Weixiong left. Smith Barney Boston, a strong rival, serves as vice president and is responsible for China's emerging business unit. And Bosideng is expected to learn from the fast fashion elements, speed up the laying of its product line and the establishment of domestic retail channel platform.

In addition to using people's "loss", Zhou Chengjian Radical style also led to the strategic mistakes of me&city brand.

Me&city set the target of selling 2 billion yuan in 2009, but sold only 350 million yuan in the end. Soon, the American dream of imitating fast fashion became a bubble. Cheng Weixiong, who was appointed me&city executive vice president of the brand, was depressed.

For the brand of me&city, Zhou Chengjian did not deny that it was a mistake after the hurricane. "The pursuit of scale should not be the top priority of enterprises. The root of the problem is that there is not enough risk awareness because the cost is not there and the profit is not achieved." He often uses me&city to remind himself that he does not want to be big and aggressive.

Now, apart from dealing with the high inventory of Smith Barney, Zhou Chengjian is also facing deeper and deeper problems with the franchisees.

Smith Barney Clothes & Accessories A franchisee in Zhejiang told reporters that, like most clothing brands, Smith Barney also squeezed profits from channel operators. The discount of franchisees was much higher than that of Direct stores, and the order index was higher year by year, but the ability to digest inventory was declining. "For a long time, franchisees may prefer to give up orders."