Semir Apparel Is Planning To Acquire Internet Projects.

O2O's construction of e-commerce platform is very popular with investors.

The company said that the sale of Semir shares in the e-commerce platform will continue to grow rapidly this year. The company will combine the advantages of the existing supply chain and channels with the Internet, and continue to make bigger and stronger online businesses.

In terms of foreign investment, Semir shares revealed that in the 2014 year of the year, the company acquired a 49% stake in Yu Han, Shanghai, and the company is currently doing some sort of work.

This year, the company will be well-known in the children's education sector and in China.

Increase cooperation.

In addition, in terms of mergers and acquisitions, apart from the related fields of children's industry, the company also inspects some projects, including the direction of the Internet, high-end brand clothing and so on.

At the same time, some innovative projects may be hatched in the future.

In addition, this

Research records also revealed that Semir shares are developing fifth five year plans, which mainly include the following directions: first, focus on existing brands, integrate global advantage resources, make Semir apparel the first and the world's leading multi brand apparel group; two, to the Fifth Five Year Plan final period.

To achieve the sales scale of 500 billion yuan, three, to promote the construction of O2O business mode combining online and offline, so that the company can develop into a world-class fashion consumer and leading enterprise in the mobile Internet lifestyle.

Semir shares said that the company's future profit growth point is mainly reflected in four aspects, namely, to consolidate the development of Semir and Barbara two brand leading edge; build Semir and balbala brand O2O business mode of all channels; promote the existing e-commerce business development, while creating the ultimate experience of the Internet business platform; make full use of capital advantage, through investment in the future may form large business areas of investment.

Related links:

The innovation mode of Han Du Yi she can find better products for him.

Ideally, in the process of docking with the outside designers, it needs to find some core ideas that conform to the Korean clothing house in many differences, and then precipitate and internalize these excellent things into a part of the brand and remain on their products.

Zhao Yingguang divided the planning of Han Du Yi house into four stages: 1 times, making brands; 2 times, doing more brands, 3 times, doing hatching platforms; 4 times, doing ecosystem.

Zhao Yingguang believes that building a fashion brand ecosystem is the future of South Korea's future.

In the multi brand stage, Han Du has consciously developed towards the external hatching platform, greatly expanding the clothing type and style.

Zhao Yingguang's consideration is to force the supply chain to adapt to the multiple needs of external entrepreneurs.

"They only have to assemble these different suppliers first, and then they can produce a quantity and find out a way before they can talk with the supply chain."

The product group system built by Han Du is also an experiment and exploration for future designer entrepreneurs.

At present, there are more than 200 product groups in Korea, which are responsible for the operation of 20 brands.

There are 2-3 people in each group. The main tasks of the group are clothing design, page design and inventory management.

Independent accounting and independent operation within the group.

This is just another fashion creation mode for garment enterprises. In traditional enterprises, the product group system is inefficient.

Compared with departmental division of labor, resources are dispersed.

But in Zhao Yingguang's eyes, the group system is compatible with the Internet, and every product produced under the group system is "going to the heart", and the staff under the cooperation of traditional departments may be a part-time worker.

But in the group system, the members are entrepreneurial mentality. Zhao Yingguang called the more than 270 groups of Korean and Korean "ant corps". Although the single sale is not necessarily outstanding, but the overall combat capability is very strong.

At the same time, the exchange among entrepreneurs makes the platform more and more full of vitality.

Zhao Yingguang turned Han Du into a laboratory.

The value of internal staff is about to put new ideas and ideas into practice, and constantly put forward new requirements for the system.

Through the internal product group, the contents of the past rely on artificial communication to rise to system behavior, including supply chain system, IT system, storage system, customer service system.

But Zhao Yingguang also admits that the challenge of Korea's future lies in how to make the unified system meet orders of large or small size.

Taking warehousing as an example, how should the storage system be matched by 20000 single enterprises and 20 single businesses a day? Many problems need to be considered in the future.

Administration