How Did Semir Achieve An Average Annual Growth Of 60% In 2012?

"When the new retail era comes, we need three new and two fast. Three new refers to new channel integration, new value appeal and new interactive interface. Two, it means faster integration of resources and faster return on capital. In December 28th, at the "2016 new network commerce summit", Semir electric business channel leader Zheng Xiaomeng shared how the traditional enterprises are in New retail The era has grasped the speech of traffic dividends.

"We must go to the stage of counterattack." Zheng Xiaomeng said.

When traditional retail is spanformed into new retail, tradition Clothes & Accessories enterprise Semir How to integrate upstream and downstream supply chain resources, enhance supply chain operation capability, and promote online and offline business?

According to the world clothing and shoe net, how did Semir achieve an average annual growth of 60% in 2012 in the face of the dilemma of fragmented consumption and uneven resources?

The following is the content of Zheng Xiaomeng's speech.

The third and the third height of traditional clothing enterprises

The third is low threshold, low efficiency and low speed.

First, the entry threshold of garment enterprises is low. 35 people, a few small machines can be made into a family workshop, and now the mode of family workshop still appears in the supply chain of the whole industry in large scale, and the two is low sales volume. The size of the industry has been generated by manual and popular tactics, which is inefficient. The result of low efficiency is the excess and ultra-low gross profit margin. The gross profit margin of traditional garment enterprises is around 5%, and the three is low production speed and low turnover speed. Nowadays, many traditional clothing enterprises still adopt the futures production mode. The order is six months in advance, and the order is six months from the finished products.

Now the traditional clothing enterprises are facing three new high costs: high cost, high risk and high difficulty.

First of all, high cost is the pain point for every enterprise. Labor costs increase year by year, and young people are less and less devoted to the garment industry, resulting in the increase in the salary of old employees. Secondly, the industry faces high risks. We should all experience the splendor of the leisure clothing industry more than ten years ago and the shrinking of the leisure industry now. Finally, the difficulty of upgrading the whole channel is still relatively high.

Three new two new retail outlets

Now the new retail era is coming. What we need is three new and two fast. Three new refers to new channel integration, new value appeal and new interactive interface. The two is fast integration of resources and quick return on capital.

New channel integration: Ma Yun has put forward the theory of the new sales era, and the biggest feature of the new retail era is the integration of online and offline and the development of all channels. Some brands have taken their solid steps. I think the most impressive thing is the double 11 UNIQLO game. As for us, how to make consumers' experience and perception consistent in the consumer fragmentation habits? This is a difficult problem for us to get through online and offline systems.

New value pursuit: in the face of the enormous material nature, the demand for clothes is not limited to the product itself. We have more and more demand for added value, service, brand sentiment and individuation.

New interactive interface: in tradition, we display brand image and location to customers through shops. Now we have passed the development and application of mobile phone terminals and PC terminals to spanmit the brand to consumers.

The integration of resources should be fast: when the brand is being integrated, it often integrates its consumers, industrial chains and its layout platform. In apparel industry, the fastest integration of resources is brand name. Take the example of Han Du Yi house, it has 40% styles to turn over the list, and it can be sent to consumers in 15 days, which is completely different from the traditional half year production cycle. Now the emergence of Alibaba has integrated some cooperation among stars, movies, TV and IP, which has provided us with a very good channel for social marketing resources.

Capital returns should be fast: rapid resource integration brings about rapid capital returns. Semir electric business in 2012 to date, an average of 60% to 70% compound growth, this is our courage to cash in return capital returns.

Average annual growth of 60% counterattacks

Counterattack is the stage we must carry out. In the face of the dilemma of fragmented consumption and resource inequality, how can Semir achieve an annual growth of 60% in 2012?

On the one hand, big data, big integration and big platform support are needed.

Big data: Semir has millions of VIP people and has millions of traffic per day. Faced with such huge data and huge consumer groups, we have a professional data team to analyze consumer attributes and behavior data. These data are used in product development to make the brand more effective and attractive.

Big integration: we integrate not only supplier resources, but also Tmall platform. Cooperate with ALI fish to promote IP products, cooperate with Juhuasuan, this is the content of cooperation on our platform. This year Semir launched a fashion partner to let stars and fashion people participate in our product development and interaction with customers. To expose products and enhance brand awareness to attract our consumers.

Large platform: we are now through resource integration, and Tmall and various electronic business platform for cooperation. The early development of e-commerce brand has to rely on the rapid development of the entire electricity supplier environment.

In addition, we also achieve our internal integration and development through high efficiency, high quality and high "cock sentiment".

High efficiency: traditional clothing brands tend to rely on their traditional baggage. Though this burden may be heavy, it may be a regular function for them. For example, the brand should rely on the shop, relying on the factory and relying on the designer. The Semir electricity supplier effectively integrates the social resources we can use. For example, we use the way of buying hands to develop products.

High quality: high quality not only refers to high quality products, but also high quality services, and this service is internal and external two directions. We have improved packaging, display and customer service. We are adopting a more humane way to make our guests feel attached to our store and increase the added value of our products. In our company's internal business, we aim at altruism and win win. The above and downstream businesses serve as our partners to enhance our fluency. Altruism is also an indicator for every employee to assess.

High cock love: Cock silk feelings. Cock silk is young people, they are personality, independent, they pursue is different. But cock wires need attention. No matter how ridicule they are, they want to be respected and cared for. Semir is a brand oriented to young people. There may be many consumers with such a cock silk mentality in the Semir group. So what we need to do is not only to analyze their continuous attention and data, but also to care for them. We regularly have VIP's return visit and carry out a warm family visit.

Next, I want to conclude my speech today with Fang Xiao Ru's words. "It is not easy to be small, then enough to become a great man." On the road of attack, everything is just right. Semir has caught the traffic bonus and is going to do better.

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