Hong Kong crocodile-shirt cashmere strong landing-Hangzhou Jue Ju Clothing Co., Ltd.

A Brand Profile Crocodile Shirt is a clothing trademark registered in Hong Kong in 1911 by Germany. In 1945, Germany was defeated and the brand of the Crocodile Shirt was confiscated by the Hong Kong authorities. In 1952, the Chinese family of Chen took over the crocodile brand and officially named the "crocodile shirt." The Crocodile Shirt is now part of the Lim Group Group of Hong Kong Lai Sun Group. The company entered the Mainland China clothing and leather goods market in 1987 and has now achieved impressive results. In 1952, when Hong Kong was a small colony of the British Empire, crocodiles were born. He experienced a gentle typhoon and witnessed the 1967 riots. The Hong Kong economy has almost entered the brink of collapse. In 1986, when a huge wave of emigration took place in Hong Kong, many people lost their confidence in China and Hong Kong and emigrated. Chinese entrepreneur Mr. Lin Baixin went upstream and purchased huge amounts of crocodiles to make it grow stronger and enter quickly. Global market. After 45 years of struggle, Hong Kong has become a pivotal financial center in the world. Crocodile shirts have also become world-famous clothing.

2. The establishment and introduction of the Jue Jue company. Our company used to be an export-oriented foreign trade company. It is a one-stop process from raw materials, spinning and dyeing to finished products. It has 20 years of production experience and has strong production advantages. In recent years, due to the rapid development and success of foreign luxury goods in China, the domestic market for high-end and high-end products has proved to be huge. Under this opportunity, the President of the company and the Hong Kong Lixin Group General Manager Lin Zhe jointly create Hangzhou 壹. Jue Garments Co., Ltd., Hangzhou Jue Jue Garments Co., Ltd. is the sole agent of Crocodile-shirted cashmere brands and has a strong presence in the mainland market. In January 2008, the contract was formally signed. The first phase of the contract was 10 years and it truly achieved strong alliances. Our product positioning is noble, stylish, warm and comfortable. The consumer groups are positioned as mature ladies and successful men aged 25-50. The price is positioned in the middle and high grades and is an excellent choice for the working class.
The company's purpose in the Binjiang District, a high-tech development zone next to the Qiantang River, is: Unity, efficiency, innovation, and pragmatism.
Corporate culture is: Implementing humanistic management under a gradually sound system.
The business philosophy is: Taking the consumer market as the direction, investing heavily in market research and the development and design of new products, under the premise of guaranteeing high quality, the designed products will be closer to the needs of the customers, and the products will be produced on demand; Gradually implement differentiated services in store operations.
The business model is: Based on the model of buyout and distribution, according to the dealer's strength (business philosophy, operating years, experience, local market conditions, consumption level, etc.), it is appropriate to give provincial and municipal government preferential policies.
The company's short-term goal: to exceed 150 million in sales within 3 years.
Mid-term and long-term goals of the company: The top five players in the cashmere industry within five years.
The company's ultimate goal: to lead the cashmere industry.
3 Sales Overview in 2008 Successfully held the first ordering meeting in Longxi Hotel in 2008. At the same time, it launched a brand conference to the society. There are quite a large number of participants in the meeting, and there are quite a few agents who order, for various reasons (agents do not meet The company's requirements or financial difficulties caused the actual order quantity to be small, and the actual order operation market was only a few provinces such as Shaanxi, Hebei and Shanxi. In this case, the company once again spent 10 million to personally operate the market, choose Zhejiang, Nanjing, Beijing and other important cities as base areas, and opened a total of 33 stores (including supermarkets), in the absence of adequate preparation, Under the dual pressures of the global financial crisis, the company achieved sales of 28 million yuan. The sales of regular-priced goods were about 24 million, and the discounted goods were about 4 million. Actually, the number of agents has already exceeded 30 million in sales. Based on the observations and conclusions of the various markets in the past year, we actually entered three major misunderstandings:
1. The proportion of male sales in the company was 51% for the whole year and 49% for females. However, according to market rules, the sales are mainly based on sales from September to November. Women’s wear accounts for approximately 67% of total sales. In the earlier period, male-to-female models were mainly used for distribution, and 70% of men’s products were distributed. In fact, women’s models had missed a sales opportunity when they went to the counter. Otherwise, the performance would be better.
Second, due to the lack of preparation for the previous period, the subsequent workload increased, regional differences in goods did not adjust in time, and some of the best-selling models were not sold in the best-selling areas. Missed sales opportunity.
Third, because the preliminary plan was not ready to operate the self-operated market, the number of sales personnel in each region was not large enough to keep track of changes in the market, resulting in a strategic inferiority to the actual home.
The combination of the above three factors has actually had a considerable hindrance to our sales. We thought that the company would be in a loss state in 2008, but after the financial calculation, it was basically in a profitable state. The company has passed 08 years in this immature mode and has gone through a huge financial crisis. From the side also reflects the fact that our president chooses the business of the domestic market is correct, and the choice of crocodiles is more correct. Just met with minor setbacks in the immature mode of management.

IV. Company Restructuring and Planning in 2009 Invited the former CEO of the company responsible for sales in Southeast Asia Wang Yuyu (has excellent vision and rich experience in the operation and management of the company) as the general manager of Shujue Garments Co., Ltd. Under the premise of change, General Manager Wang Yuyu made the following adjustments:
First, the personnel adjustment, the sound employment mechanism, the truly capable person, the mediocre person, the morality first, the staff director, avoids the person short, the fair and reasonable promotion opportunity, the rewards and punishments system, lets a large number of young qualifications high People take on important responsibilities. Under the leadership of General Manager Wang Yuyu, those who are able to do more are able to do so, and those who are incapable can do it after training. Those who are incompetent after training are eliminated. The reward bonus system was perfected so that all the company's teams can maintain a good attitude under a good system and give full play to the team and individual potential.
Second, formulate the company's 2009 total strategic goals. The goal is to exceed 60 million in 2009 sales, put Beijing, Tianjin agents, new markets in Liaoning, Shandong, Wuhan and other markets, the number of self-operated stores as 36, there are Targeted development, good shopping malls must be maintained, and as a key management target, poor performance stores will be eliminated, and other high-quality shopping malls such as Shenyang ZTE and Commercial City will be opened to optimize market resources.
Third, set up a strategic plan for each department, with a clear division of labor, clear goals, standardized market operations, and arrange production procedures according to market rules. Zero time response to the market, sales report on the day and night, timely detection of market regional differences, timely adjustments.
Fourth, vigorously support the design and R&D of new products, advocate winning with products, and win with scientific management and differentiated services.
After Wang Yanyu’s adjustment to the company’s treatment, the company’s turnover increased by 220% compared with the same period of last year. The average discount of single items increased by 17.8%, and operating costs decreased by 9%. Judging from the indicators of sales and the state of the company, Wang Yuyu’s decision is correct.