Han Du Yi She: It Is Not Enough To Rely On Mechanism Alone. The Key Is Ability.

Han Du Yi house is no longer an Internet company. In terms of capability, it is a clothing enterprise. It can be regarded as a kind of conservatism under our Internet + era and innovation, but it is guiding the practice with the new methodology. This is the innovation of our era.

Now in front of the Korean clothing house, every day is to solve the problem of how to manage and coordinate the 22 sub brands (including established brands) and the daily operation of the 267 groups, so as to promote the continuous growth of these brands.

From the perspective of the big management structure, Han Du Yi house is composed of a group of three people, three to five groups are a large group, three to five large groups form a department, and the top part is brand.

However, due to the different sizes of brands, this division of labor is not exactly the same. For example, there are four brands of HSTYLE women's clothing, but AMH has only one large part.

In the aspect of horizontal synergy, the team has a supervisor and manager, which is responsible for coordinating the relationship between the group and the group.

Zhao Yingguang attached great importance to this "forced" mechanism: first, for the group, the market pressure is fully felt. If the performance is not good, first, it will affect the income. Two, it will affect the rankings. The ranking is related to the sense of honor. The three is to affect the stability of the group. If you do not well, the team members may jump to other groups. Secondly, for the public sector, the team is interacting with the public sector and the backstage departments all day long, such as photography department, personnel department, etc., so that the pressure is pmitted to the company, so that the internal mechanism is always in the state of being activated. Thirdly, when managers and managers face the issue of overall coordination, they must give a reasonable reason, thus gradually forming the willingness and ability to manage people.

Zhao Yingguang thinks that from departmental system to group system, the efficiency curve is a process from high to low, from low to high.

Because under ministerial system, ministers make decisions, and employees perform their duties. In terms of specific business, their efficiency must be higher than that of the group system. After dismantled, each group heads are a department manager. They must worry about business problems. He will go to trial and error and need a period of pition.

But only the "forced" mechanism is not enough, and it needs to form a strong central capacity.

Zhao Yingguang likes to call the management behavior of directors and managers as "service management". According to our multi research, the company's support and service to various brands and teams are the key reasons for the continuous expansion of multi brands, which can be divided into three lines:

First, according to the size and growth, there are two groups, the brand planning group and the operation management group.

The brand planning group's positioning is to help the brand go through the "scratch" process, including early market research, trademark registration, intellectual property protection and so on. From 0 to 10 million, the brand at this stage is helped by the group to solve all kinds of things.

The function of the operation management group is "from small to large". After 10 million, it is mainly supported by the group.

This system is consistent with the company's strategy of "grasping small enlargement": when the brand is small, the brand planning group and the operation management group will provide help, and the general office will also hold a general meeting for the small brand responsible people regularly. When the brand reaches a certain scale, the adult propriety ceremony will be held, so that it can go out on its own and no longer occupy the headquarters function.

Secondly, according to the division of functions and partners' attention, it is divided into product department and marketing department. The product department is Liu Junguang, and the marketing department is in charge of Zhao Yingguang.

Zhao Yingguang said, "in fact, each of our sub brands is made up of these two departments. Each sub brand is made up of 15 people, 10 people make products, 5 people do marketing, that is, product team plus marketing team, and products are useless. For the incubation of sub brands, the marketing ability of them is very critical. How do you refine the selling points and how to make product planning? This is a set of capabilities, and the division of sub brands is also mainly responsible for the two of us. He divides me into several parts, and other partners do not directly manage the sub brands."

Zhao Yingguang said several other partners, Zhang Hongxia is mainly responsible for the financial center and customer service center, Wu Zhentao is mainly responsible for Personnel Center, and Du Tingguo is in charge of production center.

Zhao Yingguang once talked about small sharing, and the most important thing is the partnership system.

He said, "I have a principle for people to find only those who are better than I can, and in principle he should not cooperate with me."

On another occasion, Zhao Yingguang once said, "I really don't feel great about myself, but what I know most is that I am not very strong.

Partners are superior to me, and I will respect them as much as I can in terms of fame and wealth (four partners' shares add up to about 39%). I only care if I can do anything.

Third, provide professional support from the planning department.

There are nearly 100 people in the planning department of Han Du she's house, which is astonishing compared to the total number of employees of 2600 people.

The planning department is responsible for making detailed plans, so as to grasp the product structure and sales rhythm of brands and categories, and provide professional advice for the brand planning group and operation management group.

Jia Peng, chief executive officer, introduced to us: "in Korea's clothing house, product design is to plan for the planning cycle, because we have a special planning department, the product has a life cycle, when you want to go on what products you want, when you want to place orders, you have to be strictly stuck.

There is also a commodity ratio, you can not be too biased, not because of the designer's personal preferences lead to a category too large.

This is equivalent to giving some boxes, such as giving you 100 tops and 50 pants. If you want to design your coat and finish 100, you just want to design 10 pants. That's not good. You can go to 30, that is to say, make the sales curve right, and make the merchandise ratio right.

"This is actually a rule of law, from no planning to planning, it is a systematic project.

The planning department is actually a big data analysis team, whose experience comes from us.

Because it has gone through two or three lifecycle, it has gradually become knowledgeable.

Of course, the plan is just a reference, which means that it will be better, and then the designer will fill in according to his idea, but not too far, "Jia Peng said.

The founding team of di kuina was incorporated into the Han Dasai system in February 2014, after which the team has worked for 7 years in the middle-aged and old women's wear market. The brand name is "Ai Mo", and the shop level is five crowns. After joining the Korean capital, it has been renamed "di kuina". Since April 2014, it has used less than 1 years to achieve 16 million sales.

This is satisfactory.

I asked him what he thought of the planning department. Li Tao said, "product planning is actually a prediction of the whole market, and a control over brand growth. It tests your team's product capabilities, sales capabilities and comprehensive management capabilities.

We didn't understand this before, and the result was that we didn't know whether to sell or sell.

If I refer to my previous practice as "the eight roads of the earth", now the planned and rhythmic practice is "regular army".

Facts have proved to be beneficial.

For sub brands, product planning first accelerates its growth rate, and the two is to enhance the quality of growth.

That is to say, the Korean group has two sets of logic that goes hand in hand, one from bottom to top, and two from top-down central control.

In a sense, the planning department is equivalent to the Korean national development and Reform Commission and data center. According to the historical data, the target is set up according to the annual crest and trough rhythm, and then decomposed into the group. Each group has subdivided indexes in monthly, quarterly and annual terms.

It can be said that the effective control of the planning department is crucial to the coordination of the entire supply chain. Otherwise, tens of thousands of products are ordered by the group system every year, without rhythm control and pure death.

As HUAWEI often wishes to mention, "business is not successful, only growth".

The same is true.

As far as our research experience is concerned, the management team of Han Du still has a strong entrepreneurial spirit.

As Zhao Yingguang said, O2O is not Online To Offline, but Offline To Online, and so on, and finally one day when competing with the traditional enterprises on the Internet, I hope the Korean clothing house will not fall.

This may be the "evolution of the environment" that we are facing: the entrepreneurial innovation and wealth creation in the field of electricity business has gradually entered the substantive stage after the initial excitement period, and the real contest may just begin.

People can understand more and more: what is important is not the Internet, but the further return to the essence of business through the Internet. Ultimately, those who will stay in the essence of this business will be left behind rather than those who are more knowledgeable about the Internet.