Bosideng Greets Pformation With Zero Mentality

< p style= "text-align: center" > < img border= "0" alt= "" align= "center" style= "" width: ";

< p > there seems to be a "ten year iron rule" phenomenon for Bosideng International Holdings Limited.

< /p >

< p > "our country's < a target=" _blank "href=" //www.sjfzxm.com/ "> clothing < /a > industry has gone through the development history of the international clothing brand for more than 30 years, and the way is also very extensive.

But over the past few years, the market environment has undergone tremendous changes. The economic downturn has affected the purchasing power of consumers, and the cost of raw materials and labor is on the rise, plus the impact from online, traditional clothing enterprises are not very well off.

< /p >

Gao Dekang, chairman of the board of directors of Bosideng headquarters in Bosideng Industrial Park, Changshou City, Jiangsu, has accepted an exclusive interview with P.

The founder of China's largest down garment brand is dressed in fashion and speaks fast. It has no doubt about the "winter" of the local clothing brand. It talks about the future development blueprint of the clothing industry and Bosideng. It also rises to show the details of the shoulder line and waist line of Bosideng double breasted black suit.

< /p >

Gao Dekang talked about "pformation and upgrading" several times in the conversation < p > < strong > /strong >.

< /p >

< p > "next year is an important milestone of Bosideng. We will start a comprehensive pformation and upgrading from within the enterprise."

At the beginning, Gao Dekang elaborated on Bosideng's planning in four aspects: business expansion, internationalization, brand value enhancement and lean management reform.

< /p >

< p > < strong > break through the brand "ceiling" < /strong > /p >

At a recent business dinner at P, Gao Dekang introduced the development of Boston to the European headquarters and flagship flagship store in London, UK, to the neighboring British Prime Minister Cameron. The latter highly praised Bosideng's business expansion strategy in the British market.

< /p >

< p > what Gao Dekang said happened in Boston London flagship store.

On the day before the opening of the London Games in 2012, the first overseas flagship store in central London business opened.

< /p >

"P" Bosteng is pushing the "Chinese brand, local design, global sourcing and localized marketing" mode in the UK, and even to spend heavily on the UK's "a target=" _blank "href=" //www.sjfzxm.com/ "designer" /a "Ash Gangotra and its partners. I hope his designs can help Bosideng become an international brand that can rival Hugo Boss, which is not far away from the shops in Oxford street and Bosideng flagship store.

< /p >

< p > however, such positioning has attracted many doubts. Because of the big investment in the early stage and the difficulty of producing scale benefits at present, it is expected that the flagship store in the first three years will be in a state of loss.

< /p >

< p > for this reason, Gao Dekang has never publicly talked about Bosideng's international business. He admits that the biggest pressure of "going out" is that he can't make profits immediately. "Most people are eager for quick success and instant benefits, but it takes time to understand the local market, cultivate consumers and enhance brand awareness."

< /p >

"P", but he also said that Bosideng went out of the country and opened the shop directly to Europe, the more important thing is to learn from the advanced experience of local style design, fabric development and supply chain management, and use international resources to enhance its brand value.

< /p >

< p > Gao Dekang is very clear that although a href= "http://fz.sjfzxm.com/" Bosideng /a has been committed to becoming a "world brand" in recent years, it is far from reaching this goal to expand the domestic market alone.

"If a clothing brand wants to be famous, it must show its talent in the world and take the opportunity to understand the world better."

< /p >

< p > in fact, after experiencing the development process from OEM to self created brand, most domestic garment enterprises are faced with the problem of building brand image and enhancing the added value of products.

< /p >

< p > "there will be more Chinese clothing brands going out of the country in the next 5~10 years, and more convection will occur in the international and domestic markets."

Gao Dekang made a gesture of overlooking, indicating "see farther."

< /p >

Less than P, the international layout of Bosideng is continuing this year.

In October, Bosideng bought the issued share capital of Greenwoods 96%, the British clothing brand for men at 40 million yuan.

{page_break} < /p >

< p > < strong > Road lean management < /strong > < /p >

In 2014, Gao Dekang was called "very critical" year by P, because it will be a year of "comprehensive pformation, upgrading and deepening reform".

< /p >

< p > in the management system upgrading, as early as the beginning of this century, Bosideng became the first clothing enterprise to adopt ERP system in China. After that, OA and CRM systems were gradually launched, but the effect was not satisfactory.

< /p >

< p > the root of this is that there is no establishment of a management system that matches the IT platform.

< /p >

Machiavelli, a political scientist in Italy, said, "there is nothing more difficult and dangerous than changing order". This sentence also applies to enterprise management. P

As a traditional garment enterprise with a history of over 30 years, management reform is more difficult.

< /p >

< p > but facing the trend of low consumption and increasing competitors, especially in recent years, the fast growth of fashion brands has slowed the growth of Boston's revenue from 45% over the years to 11.3% last year. The revenue that has just been released up to September 30, 2013 has dropped to 8.8% year-on-year.

< /p >

"P > is the same as coping with the first two" ten year challenges ". In addition to the meetings that must be attended, Gao Dekang has been behind closed doors for a while and declined all the invitation to devote himself to thinking about the direction of the development of the enterprise.

< /p >

< p > "the old methods can not solve the new problems now. We must change our thinking from the beginning, and build the platform to assign responsibilities to people and carry out meticulous management."

Gao Dekang spoke with such a tone of voice that he had the courage to go back and forth between Changshu and Shanghai with 28 bicycles and nearly 100 kilograms of clothing at the beginning of his business.

< /p >

< p > strategy, platform and mode are the three core parts of Gao Dekang's planning for Bosideng. "Strategy is the core, the mode is the implementation of landing, and the most important thing in the middle is the platform. All the participants in the supply chain must fulfil their responsibilities and play their talents on the platform."

< /p >

< p > take Bosideng's multi brand layout as an example. Since the beginning of this year, Bosideng has operated several of its down garment brands separately.

"Separate the brand positioning, commodity planning and terminal channels from each other. They should be responsible for each other. The supply chain in the middle should be integrated and the platform resources shared."

Gao Dekang said.

< /p >

< p > "to face the pformation and upgrading with the mentality of returning to zero.

Although the division of powers and responsibilities is clear and the implementation of the standard system is not easy, I believe that as long as the platform of modern lean management is built up, Bosideng will renew its vitality and be more confident to extend its brand to the century. "

Gao Dekang concluded.

< /p >