After Losing Money, Everyone'S "Clothing Brand" Road.

"I swayed between the two roads of platform and brand, and swayed the development of the company very badly."

In a conjoined little building near the empty streets of Yizhuang in the six ring of South Beijing, this is what they say.

In his office, there was a row of cupboards stuffed with books, occupying a whole wall, and seven years old.

Together, reading may be one of the few remaining years of persistence.

He was half an hour late. He even said he was sorry, then lit a cigarette and began to sum up the biggest change in the past year.

"From last year, I began to arrange business trips for myself, and visited every link of the supply chain, and the fabric, plate style and garment making did not drop.

Before I was too far away from the product, I realized that I could not walk alone. "

The same person, who claimed two years ago, "buy LV as a fan," has also deliberately planned to put a large outdoor advertisement on the opposite side of the flagship store in Shanghai before opening it.

"At that time, I looked down on UNIQLO, but now, UNIQLO is full of streets and alleys, where are the customers?" Chen told reporters on the interface.

He is humble now, saying that he had blown too many cattle at the time, but without products, all marketing was "useless".

In his small building, there are two floors in the five storey building.

In August 2013, Chen decided to move all visitors from the Yonggui center in Beijing's southern Second Ring Road, and at the same time, nearly 8000 people were laid off.

At its peak, there were 12000 employees.

"Now that there are about more than 300 people in the van, they are much more relaxed. In the present situation, these people are also enough."

After that, he vomited a sigh of relief.

In August 28, 2014, Chen and his guests had made a rare high profile for two years, and the theme was set as "a shirt".

In the workshop of 798 D Park in Beijing, he wore the classic three piece of black guest, black collar, short sleeves, jeans and canvas shoes. He introduced his achievements over the past year: 80 non iron shirts with Japanese team participation, and 100% Xinjiang Akesu long staple cotton at a price of 129 yuan.

He also used complex molecular formula to explain the ironing principle, split the small square collar, hawk claw button, and so on.

Over the past month, the shirt has been selling well.

According to the old saying, it maintains nearly 10 thousand sales per day.

He expects everyone to have this.

This year will exceed YOUNGOR, reaching 300 to 5 million sales, which means that customers will become the largest brand of shirts in the country.

However, fabric cost and process requirements result in a net loss of tens of dollars for each gross zero shirt.

But Chen now plans to stick to it.

"UNIQLO was the first few such items.

It's good to be the best. "

He continued to explain that after the 85 generation, the new generation had more and more attention to the quality of clothing, even higher than the pursuit of style.

After a year's silence, Chen and his customers are walking on another road that goes against their past and even with the clothing business.

In 2009, with the explosive growth of van customer's revenue, Chen had been caught up in the blind pursuit of continuous expansion.

He recalled that he later ignored the product, and only looked at PPT's work report every day.

At that time, the KPI was random.

First think about how many sales, how much SKU, and then ask to do the following.

"Now it seems too outrageous to follow the market at all."

The lesson of the "great leap forward" expansion from market demand is painful.

At that time, customers in addition to clothing, there are more than 20 non clothing categories, up to 190 thousand of SKU, more than a billion yuan of inventory, eventually leading to the chain of funds broken, suppliers door-to-door chasing debt, and even heard rumors of investors forced to leave the CEO.