When The 97% Of The Season'S Clothing Is Sold Out, There Are No Secrets.

After ten years of development, the Korean brand clothing house, which was born in the Amoy brand, was successfully listed on the new three boards not long ago.

The label for the market is generally "clothing enterprise" and "electric business enterprise", but Han Du Yi house has been looking for its own opportunities in the entire apparel industry chain. In the process, IT has gradually become the support for the development of the new format of Korea's dresses.

In the eyes of Zhao Hongliang, IT director of Korea's clothing house, now the Korean clothing house is a group of brands that aim at a specific group of customers. IT system, like a container, takes all the business of the enterprise.

IT is the key to realizing the new pformation in 5 years.

1. the IT team successfully carried and connected all business with a container: from front-end product design to collaboration with suppliers in the middle, then to the sales and back end shipments at the back end, and all the data now.

The 2. Koreas clothing houses are basically out of stock, and the sales rate of all garments is 97% during the quarter. This figure was 94% three years ago, which is determined by the production mode of its flexible supply chain.

The following is a speech by Zhao Hongliang, director of IT of Korea's clothing house, at the 2016IT value summit, which was compiled by ITValue reporter.

The "group system" of Han Du Yi house has become a household name in the recent ten years. The first line decision-making power of the company is in the hands of the product group, and the other more than 20 departments are serving the product group, even the board members.

In general, there are only three people in each product group. The product development, design, pricing, production quantity and so on are all decided by the product team.

In addition to the "group system", there are other places that haven't been understood by the public, including how to use the flexible supply chain mode supported by the IT system, so that the sales of all garments will reach 97% in the quarter, so as to solve the common stock problems faced by the clothing industry.

10 years, from Taobao sellers to ecological builders.

Founded in 2006, Han Du Yi house has established a brand operation strategy after two years of exploration.

In the next 8 years, it was roughly divided into four stages.

The first stage is the single brand operation stage. From 2008 to 2011, Han Du Yi house built Hanfeng fashion brand Hstyle.

By 2012, the Korean family began to enter.

In the second stage, the goal is to achieve sales of 2 billion / year.

The company's operation team has assessed that it is very difficult to achieve 2 billion annual sales target by only one brand, so the strategy of running 10 or 20 brands at the same time is adopted. As long as each brand reaches 1~2 billion sales volume, the total sales volume is easier to achieve.

So, from this year, Han Du Yi house opened a multi brand operation stage, through the training of the company's internal staff, so that they can create good ideas and create their own brands.

By 2013, Han Du Yi house had hatched a number of its own brands.

From 2014 to 2015, Han Du Yi house pformed into an Internet incubation platform.

During this period, Han Du's business team has made more in-depth thinking and broader cooperation on the connotation and extension of clothing brand and the future business form, not only to hatch its own brand, but also to cooperate with brands both at home and abroad.

Beginning in 2016, thanks to the same system and method used by Han Du Yi house to manage dozens of brand accumulation experiences in the previous two years, the IT team began to build the two level ecosystem of the Korean home based on the mainstream sales platform, and worked with trading platforms such as Tmall and Jingdong to achieve the creative output of the seller through the business units in the ecosystem.

Correspondingly, the IT development of Han Du Yi house has gone through three stages.

Before 2011, during the development of Han Du Yi house, IT adopted a large number of free systems provided by the network, or limited purchase of software, which is the first stage of IT.

In 2011, Han Du Yi house started building IT team and decided to build IT system suitable for the management of Han Du Yi house.

Over the past few years, the IT team has grown and grown, and never understood business to understand business and make anticipation, immature system to mature and stable system. This is the second stage of IT development.

With the beginning of 2016, Han Du Yi she

The hatching platform has been pformed into a two level ecosystem. The IT team has also pferred to data mining and data mining, and entered the third stage of IT development. Now, the Korean home is at the beginning of the third stage.

2 mature IT makes the two eleven completely quiet.

In 2012, it was a memorable year in the history of the development of IT in Han Du Yi house. The sales volume of double eleven and Han Du house was very good in that year, but the problem followed was how to deliver the goods to the buyers quickly.

So, the whole company took part in the whole staff, went up to the director, went to the warehouse to move the boxes and delivered the goods to the warehouse, but the delivery effect was very ordinary.

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In the electricity industry, if all goods are sold in a timely manner, all sales will be in vain, and the more they will sell, the more they will lose. This is determined by the evaluation mechanism of the platform side.

In this case, the management of Han Du Yi house realized that if the IT system fails, there is no way to support the company's future development.

So the first thing before the IT team is to solve the problem of the delivery side.

At that time, the entire Chinese electricity supplier was growing in barbarism, and the software service market based on electricity providers did not catch up quickly. The IT team of South Korea's clothes house was always in the state of "extinguishing fire" for business needs.

The IT team solves the problem of the shipper under this premise. Compared with the electric power volume of Han Du Yi house, it is like changing the tire to the high speed car, maintaining the old system on the one hand, and completing the new system on-line on the other hand, and making smooth switching between the old and new systems, and keeping the function and performance stable.

Then the IT team solved the problem of the supply chain end, and established the Korean home clothing flexible supply chain system with the manufacturer of Han Du Yi house.

In the process, the IT team has also grown rapidly.

By 2015, double eleven was different from the hustle and bustle and fatigue of the past years. Han Du Yi house was very quiet. All the posts were running in an orderly way. In only 3 days, the 1 million 500 thousand parcels were delivered out of the warehouse. This speed was gratifying for the company.

And this kind of silence inside the company means the maturity of the system, which can support every post to play its desired performance.

Behind this, the IT team successfully carried and connected all the businesses of Korea's clothes house with a container: from the front end product design to the collaboration between the middle and the supplier, then to the sale of the back end and the delivery of the back end.

After completing the horizontal efficiency improvement, the IT team continues to optimize the business application in depth - striving to make decisions more scientific.

Through a large number of models and algorithms, depending on the data deposited by each subsystem, the IT system will enable each business node to operate more scientifically and make the system smarter like human beings.

The IT of Han Du Yi house is known as "Korean intelligence" in the interior. It is the foundation of Korea's nine major business support sectors. Others include Korean capital manufacturing, Han Du image, Han Du storage and pportation, Han Du University, Han Du customer service, Han Du power, Han Du finance and Han Du media.

These nine business support sections jointly serve the product group of Korea's clothes house, supporting the smooth operation of the Korean clothing house.

The above is the architecture diagram of IT system.

The IT team built the private cloud of Korea's clothes club at the physical level, and used a part of Ali cloud. The upper data layer also had relational databases and non relational databases, and built some research environments at the big data level. There were service buses in the IT system on the platform of ecosystem services.

The application layer is the summary of the work of IT team in recent years, and all the IT systems are all developed by Han Du she IT team.

97% how did it sell out in the quarter?

There is basically no stock in Han Du Yi house, and the sale rate of all garments is 97% in the quarter, which is determined by the mode of Han Du Yi she.

Any clothing from the Korean clothing house starts from the decision to start production, and finally completely off the shelf. The middle process is completely controlled by the IT system.

The system is controllable for every garment, from original creativity to the whole design, production, rack, sale and delivery.

Taking the production and sale of summer clothing as an example, let's look at how the system of Korea's clothes house works and help the business achieve a 97% quarter sales.

The summer wear of traditional clothing enterprises is a second year summer order meeting from 10 to November each year. After the meeting, materials are arranged, production plans and collaborative production are arranged, and the production and sale are finally completed in March of the following year.

Then about four months or so, we will start clearing up and start preparing for the upcoming autumn.

Too much inventory pressure is a major problem facing the clothing industry. Excessive inventory often brings various problems to clothing enterprises.

The system of Han Du Yi house is flexible supply chain and flexible production.

Han Dali house almost planned the summer dress with the traditional clothing enterprises at the same time, but planning is not a one-off, but a continuous small batch planning, and even in any season now, it is storing the future styles of spring, summer, autumn and winter.

The first production of each garment has the smallest production volume, for example, it only produces 20 pieces now. After the goods are sold on shelves, the system will quickly determine its sales status through a model containing dozens of dimensions and indicators, namely, explosion, flat or stagnation.

Finally, the system will tell the clothing group what the future arrangement of the clothing is, whether it is additional order production, or the implementation of sales promotion.

Han Du Yi house operates such a flexible supply chain mode to run the production and sale of each garment. When the whole production cycle is over, the best selling clothing will be added to more than ten orders in a single season, and eventually, the Korean house will achieve a 97% quarter sales rate under the support of the system.

Han Du Yi house is striving to build the Korean intelligence into a fully open and capable ecosystem. It can support the development plan of 1000 brands in the next ten years, so that every smallest business unit on the front line has the ability to invoke the most powerful resources in the middle and the backstage, and this capability is well controlled.