Internet Is Also Difficult To Open Metersbonwe Inventory Deadlock

From April 30th, Metersbonwe (Metersbonwe, hereinafter referred to as "Smith Barney") launched the "fan" App, which has nearly 2 quarters.

This application, which shines on the 20th anniversary celebration of the United States, seems to use only one data, which is enough to embarrass the United States.

From the current APP display data, Adidas brand has only 116 pieces on its shelves, but its number has exceeded 90000 times.

On the contrary, ME&CITY, the most popular subbrand in the United States, has nearly 4000 items on its shelves and only 70000 hits.

The embarrassment of host and guest shift may be the beginning of the US internet in the form of Internet + mode.

But in the past few years when it invested in O2O, there are still a lot of embarrassment in the beautiful dream.

What is the continuous loss?

The test of water O2O has become a bitter pill that the United States must eat.

In 1995, when Zhou Chengjian, 30 years old, founded the United States in Wenzhou, he did not think that his "light asset model" could eventually create a huge clothing kingdom.

According to his interview with southern weekend after his success, he chose the mode of independent design and production outsourcing, just because he once did research in the clothing market of Guangdong, and saw many garment processing enterprises doing foreign trade foundry, well-equipped and skilled workers, but the machine idling rate was very high.

By 2001, Smith Barney's sales revenue had reached 800 million yuan, 80 times the initial stage of entrepreneurship.

After that, in May 2011, the ambitious Zhou Chengjian even shouted at the shareholders' meeting that in the first half of this year, the net profit growth of 600% would be achieved.

This time, the richest Chinese garment industry, who started in Qingtian, Zhejiang, did not realize that Waterloo is near.

_ueditor_page_break_tag_

According to the financial report, in the first quarter of 2015, the state's apparel business income was 1 billion 753 million yuan, down 4.75% from 1 billion 841 million yuan in the same period last year.

In addition, in 2014, the United States apparel business income of 6 billion 620 million yuan, compared with 7 billion 889 million yuan in 2013, down 16.08%.

In 2013, compared with 9 billion 509 million yuan in 2012, it dropped by 17.03%, while in 2011, the US state revenue reached 9 billion 945 million yuan.

At the same time, operating profit in 2014 was 178 million yuan, down 65% compared with 2013, while operating profit in 2013 was 510 million yuan, down 42% compared with 2012.

In 2012, business revenue fell 33.4% compared with 2011.

"Three consecutive years of loss" has become the top of the U. S. state of the magic spell.

This is closely related to the internal and external injuries of the United States itself.

A tiger can't be turned into a "full warehouse".

The United States is also an idol. As China's fast fashion brand, its idol is Zara, the creator of fast fashion.

The quintessence is "fast". ZARA's speed can even be achieved in design, production and delivery within 15 days.

Before the study, the speed was about 70 days.

But the United States did not get up quickly in learning, instead, they filled themselves up in the process of learning Zara.

Unlike Zara's direct outlets, MP is a long-term franchisee model.

Retail expert Dai Chunhua pointed out that under the affiliate agency system, the United States could not learn the fast fashion of Zara at all.

Because the initiative of the order system is in the hands of a large number of allies.

In fact, a bottom-up group cargo system was formed.

One of the biggest features of this model is that franchisees are more willing to win the risk of bursting because they take risks, and the explosive money is destined to be a very large number of street clothes, lacking personalized elements.

Zara, on the contrary, develops products and stores must be sold unconditionally, which is the essential difference in supply chain.

This pattern enables the designers team of 200 people to make all Zara customers wear low price designers, and they choose too many and limited supply.

The Harvard Business Review points out that in ZARA, you can always find new products and provide them with limited supply.

Most of these goods will be placed on special shelves.

This temporary break strategy is too bold in many people's eyes. But think about the popularity of all limited supply commodities in the market. What people need is not products but "difference" and "uniqueness".

Therefore, ZARA can complete the whole process from design to shipment within 15 days after the emergence of the tidal current. The limited supply can enable them to empty the inventory quickly.

And it will take 2-3 months for the us to complete the entire supply chain, and the trend has changed.

_ueditor_page_break_tag_

In order to learn more like that, Smith Barney started to push the store directly at the cost of 5 times higher than the franchisee.

Soon, the revenue of the battalion stores accounted for half of the total, but the contradiction between franchisees and direct stores also appeared quickly.

In 2011, when the franchisee's inventory became a problem that must be squarely faced, the United States offered preferential subsidies to franchisees. Franchisees could sell twenty percent off of the goods in the specified ten days, while the United States would grant 8% of the subsidy, which means that the franchisees themselves still have to pay 12% of the profits and losses.

But many franchisees responded that twenty percent off was not enough, and the United States direct store not far away was directly below 50 percent off.

This makes franchisees very hurt, and the potential of each other is also in the original whole.

In a depressed environment, it becomes more serious.

And the resentment of franchisees is also affecting the decision of the United States, because the franchisees are looking forward to the explosion, so the United States will choose more clothing for each garment, so as to prevent the loss of goods.

But the speed of the supply chain is there, and many of the projected explosions become more inventory.

This is exactly what Zara is trying to avoid.

Any Zara imitator will be told that keeping low inventory in fast supply chain is the foundation of this mode of profitability.

And Zara did the same. Even if the prospects were excellent, they would rather not make money from that burst, nor produce large quantities of replenishment.

In fact, there is a good thing to do, that is, consumers do not have to worry about their clothing "rotten Street", which is also the core taste demand and consumption stimulating point of the 90s crowd.

The Chinese enterprises that have consistently dried up and catch fish often understand this, but they can not avoid the temptation of short-term interests.

At the end of the first quarter, the inventory exceeded $3 billion only when the announcement of the new brand image and the 600% net profit growth in the first half of 2011, increased by 600 million yuan compared with the end of 2010.

In this regard, Zhou Chengjian's explanation is rather strange: "more inventory is mainly caused by climate anomalies."

Is it really a climate anomaly or is it a functional disorder of its own?