United States Does Not Act As A "Fitting Room" Brand.

　　 Organizational upgrading

"I firmly believe that it took ten years to popularized China. Clothing brand There must be opportunities to dominate the world market. " Zhou Chengjian, chairman of Shanghai Metersbonwe fashion and apparel Limited by Share Ltd, yesterday released a keynote speech at the third China listed company leaders summit, showing strong confidence in Chinese clothing brands.

What kind of strategy has made Zhou Chengjian so confident of Metersbonwe and the popular clothing brand? Perhaps the American state costume after transformation has given the answer.

　　 The fundamental guarantee of innovation is organizational upgrading.

"Globalization" and "Internet" are Zhou Chengjian The topic repeatedly mentioned in the summit speech. "The mode and behavior of traditional retail enterprises are very closed. In the era of Internet, especially in the mobile Internet era, human capacity has been extended, all resources can be interconnected, and we must also subvert inherent behaviors and patterns." Zhou Chengjian believes that the innovation of Internet technology is far from the significance of its cultural innovation. In his view, enterprises with internet culture should be open, equal, interconnected, interactive and interactive. This is the essence of Internet culture.

Zhou Chengjian's change of thinking is also reflected in the past two years. Smith Barney The change of dress organization structure.

In 2012, the United States has experienced a series of personnel changes in costume. - Lin Haizhou, deputy director of the product supply department of P & G Greater China, joined the US state dress and was responsible for supply chain management. Gui Meiping, the former Bayer senior executive, served as the director of human resources, and Min Jie, the head of the original electric power supplier of the US bond company, also returned to the new information industry. Within two years, the company has completed the functional management structure from a vertical brand division to a level one. Thanks to the transformation of management mode, Smith Barney's gross profit margin reached 57% in the two quarter of this year, achieving a continuous four consecutive quarter of improvement.

Zhou Chengjian believes that the most fundamental guarantee for innovation is organizational upgrading. "Recently, we are more concerned about Hengda's winning the Asian crown. The Chinese national team has not been able to break through for so many years, and Hengda has created history in three years, which is the value brought by the upgrading of the organization. Zhou Chengjian said at the summit.

　　 Promoting interaction between online and offline under O2O mode

Zhou Chengjian has his own understanding of O2O mode. He once said in an interview with the media that the shop is not a discount store of its own brand, nor does the entity store become a fitting room for the shop.

"In the era of PC, pure line and pure line can be realized, but today in the mobile Internet era, the O2O mode should be a close interaction between online and offline. The carriers we used to use under the wire have not been able to develop with high-density expansion mode. Instead, we should implant life style, upgrade the experience of the store, and let the experiential shop become the carrier of interaction between online and offline. Zhou Chengjian said.

Under the influence of this concept, Smith Barney started shop upgrading in the second half of last year, and established cultural stores in several major cities, such as Xiamen's southern Fujian customs and Chengdu Kuan Alley and Zhai Alley theme store. "We try to push the O2O model in Hangzhou, and I think it has been a great success. In the next two or three years, we will upgrade the store experience and create more experience and shopping patterns for consumers. Zhou Chengjian said.