Is Youngor's suit good?

Youngor and Shanshan are both listed clothing companies and well-known trademark owners, but they have embarked on different personalized roads respectively.

In the past 20 years, there is a popular saying in China's business circles: "Famous enterprises" are all produced by the mountains and rivers, and they have been in charge for two or three years, which shows that the life span of enterprises in China is very short, and many "famous enterprises" that suddenly appeared soon declined.

What is the reason? Most of them are strategic issues, and the road to diversification has gone astray.

In my opinion, the first element of enterprise survival is strategy.

If there is a strategic mistake, everything will be in vain.

Therefore, the first discipline faced by enterprises in China is to take their own personalized road.

The so-called personalized road is simply to find the irreplaceable advantages of others, use this advantage to build the core competitiveness of enterprises, tailor their own measures, design and adhere to a set of their own development strategies, which is the magic weapon for enterprises to last forever.

Case: the dispute between Youngor and Shanshan

We can see how important it is to choose a strategy that suits the enterprise itself through an example around us.

A few years ago, there was fierce competition between Youngor and Shanshan. At that time, the two companies had too much in common: both were in Ningbo, only five kilometers apart; They are the leader in the clothing industry, with clothing and real estate as the leading industries; They are all domestic listed companies and well-known trademark owners, and they have strong financing ability.

But since 1999, the situation has changed subtly: Youngor has become more and more solid, and Shanshan has become more and more empty.

The reason for this change is that the bosses of their two companies have different personalities.

Zheng Yonggang, the boss of Shanshan, and Li Rucheng, the boss of Youngor, are my friends and have a lot of communication with each other.

People who are familiar with them also know that these two personalities are diametrically opposed.

Zheng Yonggang, a soldier, is generous and enterprising, so his car is the best in Ningbo, and he only wears top brands like giorgio armani, so he can play the leading role on any occasion.

Youngor's boss, Li Rucheng, is just the opposite.

He is introverted and likes to be quiet. He often says that he is a farmer.

In the evening, I basically don't accompany people to eat, so I have some Ningbo food and porridge with my daughter and wife.

So how did Youngor do it? Youngor first positioned his products in the middle and high end, emphasizing "quantity" and having no intention of being a top brand.

In order to control the marketing channels, Youngor has established more than 65,438+0,000 chain stores nationwide, and has been developing to the county-level market.

Their advertisements are basically placed on CCTV, supplemented by a large number of outdoor advertisements. Li Rucheng said that this is a combination of "air deterrence" and "ground forces", and he should firmly control the whole marketing terminal and production source.

Shanshan is not.

Shanshan thinks Youngor's practice is old-fashioned, and it is a farmer's practice to produce and sell by himself. Therefore, Shanshan should tap the core values, make brands and make investments.

Zheng Yonggang believes that Shanshan's development direction should be to become an investment industrial company around clothing, all production links can be outsourced to OEM (OEM) and only do brand management.

In the meantime, Shanshan hyped two top designers and gave them a high annual salary to design and make concepts.

Comments: Tailor-made.

Therefore, the two companies do not understand each other's development strategies and do not agree with each other.

Zheng Yonggang once laughed at Youngor, saying that they should also go herding sheep, because wool is the best they produce themselves.

Youngor is also proud to say that we not only won the first place in the shirt field from Shanshan, but also won the first place in the suit field. It turns out that we are winners.

At the same time, Youngor also insisted that it is not the time to outsource the production process and do OEM work for China brand clothing production.

Youngor is not unable to do OEM, nor is he short of money to hire top designers. The level of China's clothing industry is obviously not "top-notch", and it can only reach the level of "beauty" at present.

Western fashion industry has a history of hundreds of years, and fashion design has a profound historical origin and rich modern elements, so they can guide fashion through design.

We have no intention to evaluate the final situation of these two enterprises. Of course, they also have their own problems.

Let me cite this example to illustrate that there will be less and less common ground between enterprise development and brand strategy, and more and more personalized things, which we must attach importance to.

In any case, our strategic foundation should be the personalized comparative advantage that I have and others don't. Enterprises should design a unique road that suits them and make personalized strategies for themselves.

Solution: Reject temptation+Specification details

For enterprises in China, it is worth noting that we should grasp our strategic direction and stick to our own personalized road: we should not only refuse the temptation, but also standardize the details.

Look at temptation first.

I have met many successful entrepreneurs, and they usually have two materials on their desks: certificates and feasibility reports.

The award is to show the brilliant past of the entrepreneur, and the feasibility report is that his subordinates are telling him where to invest 5 million to earn 50 million, just waiting for him to sign it.

I made an analysis. It takes five years for entrepreneurs in China to get tired of their industries. Due to too many temptations and decreasing interest in the industry, too many enterprises can't resist the "five-year itch" and take the road of diversification, while few highly specialized enterprises.

I admire Wang Shi, the founder of Vanke. After deciding to be a professional real estate enterprise, I resolutely withdrew from Wanjia Department Store with good performance at that time.

I also appreciate Zhang Ruimin's words: "Light up the east window, light up the west window." Many people say that the east window is not bright and the west window is bright, but the east window is not bright. Why is the west window bright? Just as a small tree has many branches, it is difficult to grow up.

Sun God, who was once in the limelight, spent 654.38 billion yuan on advertising in the best year, but they felt that the annual advertising agency fee was as high as10 million, so they opened an advertising company, which produced a very interesting phenomenon: the combination of giants and dwarfs.

The parent company is a giant and the subsidiary is a dwarf. A completely unprofessional advertising company will eventually bring down the parent company.

Therefore, my suggestion is that enterprises should not rashly take the road of diversification before they have professional ability.

Secondly, as the company grows bigger and bigger, the standardization of management becomes a problem again.

Just like the concepts of specialization and diversification, entrepreneurs should also handle the relationship between personalization and standardization.

As we all know, the appearance of CEO in the west has its own reasons.

Because CEO not only has the function of the president to direct the enterprise, but also has the function of some professional committees of the board of directors, it is the product of careful division of labor and reintegration, and emphasizes the standardized personality.

However, in China, irregular thinking habits are still deeply rooted.

I have repeatedly stressed that no matter how many systems and rules a company has, it may not be well managed, because it is the top leader of the enterprise who often breaks the rules, because only he has "courage" and "energy".

We need to keep in mind that the quality of enterprise operation is more important than speed, and quality is reflected in management norms and details. Without these, personalized management is impossible.