War Wolf family cancels the traditional order fair to implement cloud ordering

According to the World Apparel and Footwear Network, in recent years, local clothing companies such as Jiu Muwang, Carbine, Hudu, and Wolves have invariably reformed the original ordering model, or increased the frequency of ordering to reduce the order of single order. Proportion, or weaken the proportion of the order system in the enterprise, or directly cancel the order system in a new form.

Local clothing companies such as Jiu Muwang, Carbine, Hudu, and Wolf Family will invariably reform the original ordering model, or increase the frequency of ordering to reduce the proportion of order in a single order, or weaken the proportion of the ordering system in the enterprise. Or cancel the ordering system directly in a new form. The wolf family belonging to the latter has tasted the sweetness in the process of making new attempts at the traditional ordering model.

In fact, the weak economic environment and the impact of online shopping channels continue to force apparel brands to carry out business model reforms. In the "bubble" extrusion period, garment enterprises, in the face of increasingly fragmented market competition, gradually realized the problems of funds, inventory, reaction speed and other defects under the original order system, and began to make changes to enable enterprises to maintain rapid response. Market capacity.

Cancel the traditional ordering meeting

A few days ago, the reporter learned from the War Wolf family that the "Wolf Mall" B2B ordering system was launched for nearly a year, and the recent performance has been significantly improved. Shi Hairong, the chairman of Wolves Family Clothing (Fujian) Co., Ltd., told reporters that with this platform, the Warrior family has now canceled all the ordering meetings, and dealers order orders directly on the system as consumers can shop online. .

In this ordering system, purchase, warehousing, order, and delivery can be done with one click, while financial, logistics, and statistical analysis of information can be collaborated in an orderly manner.

“It’s very troublesome to go to the new product after the order is finished, and the sales situation of the dealers in the ordering meeting is not known to the headquarters. This has caused a large inventory backlog in the hands of the franchisees. As a result, there is a large backlog. Inventory, corporate capital pressure, product turnover rate is low, it is very passive, in the economic downturn situation is even more difficult." Shi Hairong said that compared with the traditional ordering method, B2B orders break the time and space constraints, customers can At any time and anywhere in the order cycle, the brand is selected by the online ordering website to report the ordering requirements and complete the ordering business.

The digital network ordering method realizes the online transaction of the whole process, thus avoiding the occurrence of the wrong single slip, the whole transaction process is clear and transparent, and the customer trust degree is significantly improved. In the new mode, the Wolf family can master the big data in real time, analyze it, understand the most cutting-edge sales, and arrange production according to the best-selling style. For a men's wear brand with a fashion trend as its lifeline, it is undoubtedly a model that can keep up with the trend and grasp the trend at the source.

“We put the picking center in Guangzhou, relying on the local perfect supply chain and spot to meet the customer's demand. In other words, even if the customer only needs to place a small order of 200~300 pants, they can satisfy. In addition, the buyer The team collects information on the market every day, buys the right products, then takes photos and uploads them. The platform will be new every Tuesday and every Friday, and the new speed will be fast, which can keep the products attractive to consumers." Shi Hairong said.

Based on big data, the War Wolf family can also carry out regional transfer. Because consumers in different regions have different preferences for styles, the Warrior family allows agents to make judgments within 15 days, transfer products with less optimistic sales, and exchange regionally in the shortest time to achieve terminal Digest, increase the turnover rate of goods, rationally revitalize goods, and reduce inventory risks.

Responding to the market “fragmentation” is one step closer to fast fashion

In fact, the War Wolf family is not the only one of the local clothing companies to reform the traditional ordering model. Jiu Muwang and Kabin also tried their best to reform the ordering model. Among them, Jiu Muwang changed the ordering system to “ordering and distribution”, and the carbining part was transformed into a consignment model. Hudu increased the ordering frequency by increasing the number of ordering meetings. , increase the proportion of the replenishment.

Insiders pointed out that with the advent of the era of "fragmentation" of customers, the demand of consumers has entered a personalized era, the mass market has been shattered, and the market has re-differentiated. Consumers are more personalized and rational, with higher requirements for products and further market segmentation. Due to the long-term implementation of the "order system", the domestic clothing enterprises' response to the market is relatively lagging behind, and it is not completely oriented to the needs of the end consumers. In the face of increasingly fragmented market competition, the traditional ordering model reform is imminent.

Lin Congying, chairman of Jiu Muwang, said that the individualization and diversification of consumer demand requires clothing brand enterprises to establish a more flexible and rapid response supply chain, but in the traditional two-season ordering mode of the middle and high-end menswear industry, products from order to actual sales The cycle is long and there is a risk of inventory backlog due to low marketability. Due to the use of more unconventional fabrics by medium and high-end brands, the production cycle is longer and the fabrics have a certain amount of order. Therefore, some clothing brands, especially medium and high-end brands, are difficult to achieve a complete flexible supply chain in the short term. The mode of the game is difficult to change fundamentally in the short term.

To this end, some apparel brand companies began to try to increase the frequency of ordering, increase the proportion of replenishment, etc. to shorten the product cycle and improve product turnover. This is the case with Tiger Capital, which believes that the frequency of trade fairs will increase from twice a year to six times a year. Next, three trade fairs will be held for the autumn and winter product series and the spring and summer product series to accelerate the response to market demand.

"It is also worth noting that canceling the order meeting and borrowing the B2B ordering system can achieve a quick turnaround." Shi Hairong told the reporter that under the B2B ordering system, the products that are sold well can be replenished in half a month. Selling. This can't be done in the previous ordering mode: the previous product took at least 5 months from R&D to physical store, and now it takes only one week to pick up the goods.

Need to gradually test the comprehensive strength of the enterprise

In fact, many clothing companies are aware of the drawbacks of the traditional ordering model, but it is not easy to completely change. For most clothing companies, it can be said that "the ship is difficult to turn around." This time, reforming apparel companies are not faced with the adjustment of a certain module, but the transformation of the entire business model. To change the order system, it involves the development of design, product procurement, channels and other aspects. Traditional business habits and business methods are the biggest enemies of change. If you choose to adjust quickly, you may increase your business risk.

“The bigger the company, the more difficult it is to reform, and the longer the cycle needs to be adjusted.” Shi Hairong told reporters that it is difficult for garment companies with large volume to adopt this model because they are “inflexible” and they produce There are many goods, the production cycle is long, and the reaction speed is generally slow. Moreover, without the general understanding of the company's annual situation, many companies have no ambition to arrange all aspects of the year. How to choose, how to advance will test the enterprise. The drastic reform of the War Wolf family has been brewing for a long time. It took a year to develop the test system in the early stage, and then explored it for nearly a year. It has been proved by practice that with the efficient system under the new Internet technology, the market pace of the War Wolf family is light. A lot.

In Shi Hairong's view, this process is a test of the "internal strength" of the enterprise. Only when the design, supply chain, and internal management are relatively solid, can the company run smoothly. As long as one of the links is wrong, it may become the "life and death" of the normal operation of the model.

“For the Warrior family relying on the Guangzhou industrial chain, the comprehensive strength of the buyer team in the procurement center greatly affects the sales performance. Buyer team

Products must be procured with a sensitive touch based on a thorough understanding of the target group and market. Shi Hairong said that based on the buying and selling environment of independent designers, most buyers need to look at the ready-to-wear patterns, fabrics and styles when purchasing clothing, and they need to discuss the design direction and mass production with the designers. The problem of “tailor-made” product strategy for the regional market, to meet the requirements of dealers in various regions, refined marketing does bring great benefits to the brand in terms of market development, but behind these, Jin enterprises also face a series of The pressure. For this reason, the company has established a commodity planning system, and the forecast of the goods is very high.

In addition, the new model puts higher demands on internal management. “Keep close communication with agents, understand the sales situation and consumer preferences in various regions, and quickly complete the deployment work. This requires the company’s team to have 'specialists' who are good at these aspects.” Shi Hairong said that once the company manages internal management If not, it may bring confusion to business operations.

For more exciting reports, please pay attention to the world clothing and footwear network.

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