Zhao Yingguang, Founder Of Han Du Yi House, Talking About Internet

In Korea, there are three policies to support the breakup of the group to create new brands.

First, the group members will be the founders of the new brand.

Second, your income will not be lower than before.

Third, your assessment index will be reduced.

Now there are 20 brands under Han Du, and the strategic direction of Korea's strategy is to divide the brand by two ways, namely, self incubation and investment merger.

How are these brands born now?

Every year, there are special funds to support the creation of new brands.

For example, this year, with 1 billion dollars to support the birth of the new brand, the company has 20 brand lines. If an excellent group leader wants to create his own brand, he can apply for the quota.

The group leaders only need to write out their plans and ideals and give them to the company's special brand planning group. After approval, the brand can be set up.

The rapid expansion of brands requires bottom-up aspirations and capabilities, as well as top-down guidance and support. Two aspects need to be done well.

From the company level, the company will support you if you want to start out, and will ensure that the income of the entrepreneur will not be reduced in one year. In addition, the proportion of the new brand group will be increased. The normal situation is 1.5%, and the new brand group can raise 2.5%.

Because the new brand is a tough battle, but a dozen down is a world.

Han Du Yi house can expand rapidly to today's scale, and has been making money. The core lies in its product group system and the new brand creation mechanism.

First of all, I am a veteran of the Internet.

I have been working with computers and the Internet for a long time. Since 1987, I began to study computers. From the beginning of the first year, I spent my spare time in the computer room until I graduated from university.

Shop opened in 2001, the earliest selling cosmetics, milk powder, automobile supplies, and the establishment of Han Du Yi house in 2008, the whole process is very long.

Founded in 2008 and sold to 1 billion 500 million yuan in 2014, South Korea's clothing house has made remarkable progress.

When I talk with many colleagues who do business, I always want to say, "the Internet is not a more channel, the Internet is really a revolution."

Of course, not just the clothing industry, but also the whole business ecosystem.

I am not born to make clothes. I didn't have any experience in making clothes before making a Korean clothing house. My partner did not have any experience in this field, but a few laymen came to do this platform.

If you only regard the Internet as a channel, you may be split up and down.

But for me, I sometimes call myself an Internet believer.

In my eyes, Han Du never considered offline.

Although most people will say, "online brand line down" should be a trend.

When I talk with many colleagues, I will ask three questions first.

First of all, you are now choosing this industry and in this direction.

Which one is the best in Li?

Secondly, how do you want to make use of the characteristics of the Internet to make it competitive?

The third question is, how many years from now will you fight on the Internet?

My view is to regard the Internet as a battleground for final confrontation, instead of sharing and integrating online and offline.

I have been discussing the above question from the beginning of 8 and September in 2007. When we think that the Internet is a revolution, we decide to make clothes. Who should we choose our competitors?

Finally, we chose ZARA and H&M internally as our competitors.

Why did we not choose UNIQLO? A few of us started businesses in Ji'nan. They are not people in the clothing industry. We have no professional research on the fabric of clothing. Nor is Ji'nan a place for clothing industry clusters.

These factors make us more inclined to compete with ZARA and H&M, because ZARA and H&M are very different from UNIQLO.

It depends on the renewal speed of the style rather than the study of the fabric.

Therefore, we have chosen ZARA and H&M as our imaginary enemies, and we will fight on the Internet in the future.

ZARA has already set up shop on Tmall, and it will make its O2O online in the future to do Internet sales.

I think the current line is a lot.

Brand O2O is not Online To Offline, but Offline To Online.

It should consider how to switch the offline sales system to the online based sales system as soon as possible in a limited time to complete the pformation.

This pformation process will be very long and painful. Some of them will die if they fail to switch. Some of the handover will become an Internet oriented enterprise that will survive in the next era.

When we set up in 2008, we thought, since our imaginary enemy is a world-class brand like ZARA and H&M, what can Han, at least, be able to fight them on the Internet some day in the future, at least not?

What are the characteristics of these brands, such as H&M, ZARA and UNIQLO? They have many styles, quick updates and high performance price ratio, which is a sharp weapon for them to attack other clothing brands online.

Since they are characterized by many styles, quick updates and high performance price ratio, how can they match this point? Is there any way to achieve more styles, faster supply and higher cost performance than this? This is the starting point of our research.