How is the business done?

The beginning of a legendary story is often subtle, casual and difficult.

/kloc-in the winter of 0/989, the cold wind in Beijing was like a knife. The heavy laminate made Deng Shenwei, who was 17 years old, panting, and the exhaled gas immediately turned into white fog in the cold air. He misses his hometown, which he left for half a year, a small mountain village around Fushun County, Zigong, Sichuan.

In the late 1980s, when Deng Shenwei left his hometown, the first wave of domestic entrepreneurship was driving the first wave of working. Sichuan, which is relatively backward in economy, is a big labor export province. Thousands of migrant workers in Sichuan, like migratory birds, go to work in the "Northern Guangzhou" area in droves. 17-year-old Deng Shenwei is just one of the weak.

I worked as a porter with my uncle in Changping District Materials Bureau, Beijing. I took a van to the railway station at 9: 00 every morning, hoisted the laminated plates from the train skin to the van one by one, transported them back to the warehouse, hoisted them down one by one, and carried them into the warehouse to be neatly packed. A large laminate weighs more than ten kilograms, and a person can only move it by bending his back and then hooking it with his hands. Every day, Deng Shenwei and his uncle each have to recite 500 boards, and each earns 60 cents a day to earn 30 yuan, but they are busy until three o'clock the next morning, and finally they are too tired to squat down in the toilet.

On those miserable nights, my homeless uncle and nephew was lying on the stacked floor, and the warehouse was filled with the pungent smell of formaldehyde. Young Deng Shenwei always looks at the ceiling with a frown. There is a question in his mind: Where is my future?

The opportunity came unexpectedly. Due to his hard work, Deng Shenwei won the appreciation of Yin, the timber company of the Bureau of Materials. 1993, secretary yin asked Deng Shenwei to contract a Dongfeng truck, mainly to undertake the business of timber companies and pull timber from the northeast to Beijing. After one year, Deng Shenwei earned more than 200,000 yuan.

At the age of 24, with more than 200,000 cash, Deng Shenwei suddenly floated up. I heard that many bosses in their hometown in Sichuan made a fortune by supplying Wuliangye and selling feed. He decided to stop being a truck driver and go back to his hometown to collect sorghum and resell it to Wuliangye. In order to keep up with fashion, he bought a 40,000 yuan Beijing Jeep, a 1 10,000 yuan mobile phone and a pager hanging around his waist. The funny thing is that when the pager didn't page for two or three days, he called himself. "This thing is really loud!" "

Deng Shenwei proudly returned to his hometown to harvest sorghum. Who knows that due to lack of business experience, he ignored the credit problem of farmers, and the capital chain was quickly broken. Selling the car can't make up the deficit. Back to the night before liberation, he wanted to cry.

Everything can only start from scratch. Deng Shenwei had to come to work in Fushun County. In the most difficult time, he helped people drive dump trucks to build roads and could not go home for a week. He was so tired that he had to sleep in the traffic jam. His wife set up a tobacco stand at the station to support her family.

Finally, relying on their own savings and the support of relatives and friends, the couple started the business of taxi and leather goods store respectively. Two or three years later, the couple had a savings of three or four hundred thousand. And this leather store opened in a remote town laid the groundwork for Deng Shenwei's later life.

Nothing can stop a restless heart, even if it has failed, even if it is rich.

1998, Deng Shenwei decided to gamble again and invest 500,000 yuan to open a hot pot restaurant. It took many years for his family to get better, and now he suddenly wants to open a hot pot restaurant that he has never set foot in. Friends and relatives all think he must be crazy.

Deng Shenwei is not hot-headed, and his experience and lessons have made him more and more rational. In the early stage, he spent a lot of time and energy on site selection and decoration, and invited a hot pot chef from Chongqing to name it "Chongqing Fresh Eel Hot Pot City". Before opening the business, he racked his brains to think about how to become an instant hit. See across the street

The old yangko team, who was practicing dance, was inspired at once and let them walk from the East Gate to the West Gate for three days in a row. The reward is free hot pot.

At the same time, he cleverly found China Resources Lan Jian Beer, which has just entered Fushun and is eager to open the market. Under the condition of selling only their beer, he got a discount of 200 yuan per day for three days before opening, which was enough to support the reward activity of "free drinks for three days after opening" Although these marketing strategies are very common now, they still made people in the small town shine at that time, and quickly made hot pot restaurants popular in the local area, and 40 tables were turned over almost four times a night. In just three months, his hot pot restaurant earned 500 thousand.

In the second year, with the encouragement of friends in Yunnan, Deng Shenwei did the catering business in Kunming, which was also a great success. After experiencing the most primitive commercial baptism, Deng Shenwei finally knocked on the door of modern commercial civilization.

The inspiration of that moment

The famous British writer Swift said: If someone can make two grasses grow where only one grass grows, then he has reason to be more useful than a thoughtful philosopher. The young Deng Shenwei does have such potential. Let's just call it tossing skills.

The weather in Kunming in autumn of 2002 is pleasant. Deng Shenwei, who is doing the catering business in full swing, received a bad news: his younger brother opened three franchisees of a leather brand in Kunming. When the business was good, there was a problem with the capital chain of the leather brand headquarters and he was told not to supply the franchisees. My brother was in a daze and found Deng Shenwei.

Deng Shenwei can't watch it with nothing to do. Years of business experience, he began to calm analysis:

The supply chain of catering industry is difficult to manage and develop. At that time, Sichuan and Chongqing brands such as Little Swan, Sister Su, Dezhuang and Tanyutou had formed a climate and the market was relatively saturated. At that time, the high-end leather goods market was luxury brands such as LV and Gucci. The middle end was basically occupied by imported goods, and the low end was full of brand-name leather goods, but there was no China leather goods brand. There is a huge market space.

Just like the cheetah in the jungle found its prey, Deng Shenwei did not hesitate to entrust the catering business to his friends and turned to the leather goods business. However, how can we bring my brother's shop back to life first?

The first is to solve the problem of supply. Deng Shenwei invited several veteran artists from Guangzhou to open a small leather factory to supply three stores in Kunming. In view of the large number of local ethnic minorities in Yunnan, he specializes in female bag products with primitive ethnic styles, and the average price of each product is set at 150~300 yuan.

Then, Deng Shenwei decided to launch a brand with China characteristics in order to stand out among many peers who seemed to be full of foreign flavor. With a brainwave, the word "red valley" jumped to the page. "Simple and easy to remember, but also ethnic customs, reminiscent of the artistic conception of the rising sun in the valley."

At the same time, he changed the store decoration into a national style of returning to nature, and even carved the word "Red Valley" on the original board as a signboard. In this way, the storefront of Red Valley is unique among the shops on both sides of Qingnian Road in Kunming, and it is easy to stand out.

The market gradually verified Deng Shenwei's analysis, and the red valley of Guofeng was gradually accepted by consumers. A store can sell more than a dozen bags every day, earning more than 3,000 yuan, and the monthly income reaches 80,000 to 90,000. Deng Shenwei, who was still a little embarrassed, suddenly got excited. "To find the right way, we must hurry!"

In order to realize the chain development, he rushed out more than a dozen investment promotion brochures overnight, which were printed with the decent slogan and investment promotion phone number of "from exotic customs and embellishment of self-style". With the psychology of giving it a try, he put the brochure in the shop and waited. I didn't expect that although there were many typos in the brochure, I brought wenshan city's telephone number the next day.

The name of the caller is Zhang Yang. I came to Kunming from my hometown Wenshan at the age of 22, thinking of finding something to do in my hometown. Walking to the youth road where shops are gathered, he was immediately attracted by the shops with unique decoration in Honggu, and then he visited the shop and held a brochure for investment promotion.

After returning to Wenshan, Zhang Yang thought for a while: Red Valley, a handbag shop, is still a blank in Wenshan. In addition, its ethnic design and back-to-basics shop decoration are likely to be very popular in Wenshan, where ethnic minorities gather. So he dialed the number in the brochure.

Deng Shenwei was very excited when he received the phone call. He quickly told Zhang Yang that he had arrived overnight. As soon as he finished the meeting that afternoon and had no time to go to the toilet, he went straight to the station. He took the bus 12 hour overnight, and he actually went from Kunming to Wenshan after taking a piss.

Zhang Yang was secretly surprised by Deng Shenwei's positive and enthusiastic attitude. Previously, he also contacted many franchise brands, but the response was either to fill in the cumbersome registration form or to wait for a long approval process. Like Deng, he arrived overnight and was the first one.

When they meet, they haven't had time to be hosts, Deng; Deng Shenwei calculated an account for Zhang Yang, taking into account the traffic and purchases of these stores; "This person is reliable!" Zhang Yang was moved by Deng's sincerity; In the initial market expansion battlefield, Deng Shenwei almost rushed forward in this way; In 2003, there were more than 40 franchisees in Honggu, which set foot in Yunnan and Guizhou respectively. There is hope when you are alive; The red valley has grown bigger, but Deng Shenwei always feels insecure, but he says no; In 2004, Dao Lang, a native of Sichuan and a fellow villager of Deng Shenwei, became popular in China. This year, Deng Shen

When they met, before Zhang Yang could entertain them as a landlord, Deng Shenwei took him straight to the local commercial street to see the shop. There are two commercial streets in wenshan city. Deng Shenwei took Zhang Yang and his party from eight in the morning to four in the afternoon. Tired at noon, they took a nap on the floor of Zhang Yang's house and finally delineated two or three pedestrian walkways.

Deng Shenwei calculated an account for Zhang Yang. Considering the flow of people, purchase rate, rent, labor and other factors in these stores, he should earn more than 10000 yuan a month. In principle, in order to attract franchisees, manufacturers should describe a better profit prospect than the actual situation, but Deng Shenwei's account is conservative, even lower than Zhang Yang's calculation.

"This person is reliable!" Zhang Yang was moved by Deng's sincerity. Relatives on the side privately reminded Zhang Yang: "Look at his small eyes, be careful of being a liar." Zhang Yang waved: "How is that possible? How can a liar be so diligent? " Later, he not only opened four stores in Wenshan, but also was invited by Deng Shenwei to help manage the company because of his outstanding performance.

In the initial market expansion battlefield, Deng Shenwei almost rushed to the front line in this way and went into battle in person. In addition to giving franchisees advice on site selection and marketing, he even helped franchisees decorate together and meticulously carved the words on the signboard himself. This serious and responsible attitude has infected many franchisees and followers.

In 2003, there were more than 40 franchisees in Honggu, covering Yunnan, Guizhou and Shandong provinces. At the same time, Kunming starfish factory was established to support channel expansion from the production side. This year, the annual sales of Honggu reached 6.5438+million yuan, and everything seemed to go smoothly.

There is hope if you live.

The red valley is getting bigger, but Deng Shenwei always feels uneasy, but he can't say why. During that time, he often dreamed that a pair of huge hands stretched out from behind and woke up in a cold sweat in the middle of the night.

In 2004, Dao Lang, a native of Sichuan, the hometown of Deng Shenwei, became popular in China. "The First Snow in 2002" and "Impulsive Punishment" even seven or eight-year-old children can hum two sentences. Deng Shenwei likes Dao Lang's two songs very much, and thinks that they are an expression of emotion and pressure. However, for Honggu, the first snowstorm did come a little late, but the punishment that followed was almost fatal.

This year, Deng Shenwei moved his headquarters and factory to Yongxing, Guangzhou, taking advantage of the local leather industry cluster to expand the production scale. In terms of channels, Honggu began to adopt the second-generation store decoration scheme taking a fashionable and lively route, and expanded to Hunan, Hebei and other places, with more than 400 stores.

However, storms often originate in neglected places. Supply chain management has become a shortcoming of the red valley barrel. In 2005, Deng Shenwei suddenly discovered that the inventory backlog of Honggu actually reached 70 million! The sound of capital chain rupture almost rings in my ears, and what is more serious is that it has caused a series of problems brought about by expansion.

For example, many franchised investors have been trying to open stores, and the profits of the previous store are used to open the next store, and there is no return; The quality of employees in store sales positions is not high, and the mobility is high, so it is impossible to form a cohesive team; The growth mainly depends on opening more stores, but the profit of single stores cannot be further improved.

All the pressure is coming to Deng Shenwei. He knew that there were only two ways ahead: to fall apart or to survive. However, where is the problem?

After carefully combing the supply chain, Deng Shenwei couldn't help but take a breath. The supply chain of Honggu has long been chaotic!

It turns out that since its establishment, Honggu has been adopting the distribution system, which saves franchisees' energy in variety selection, and will not be under the pressure of funds and inventory because of blind ordering, and can quickly spread channels and seize the market.

However, the management team of Honggu headquarters was far away from the front line and did not make a detailed analysis of the market demand, which led to blind orders. Some best-selling models are out of stock for a long time, and some unsalable models are accumulating, resulting in inventory pressure. What's even funnier is that sometimes when filling out a form, 100 is not enough, just add a zero after it.

At that time, the communication of supply chain information in Honggu was very poor, and the way of manual statistical data was also very backward. On the one hand, the market demand changes rapidly, on the other hand, the factory production needs a long cycle, so the sales forecast and production scheduling are almost a mess.

By the end of 2005, the serious inventory backlog caused the occupation of funds, making Honggu unable to pay employees! In desperation, Deng Shenwei had to borrow hundreds of thousands of yuan from a friend who is doing catering business in Yunnan to tide over the difficulties-one step further is the abyss.

Deng Shenwei immediately organized manpower to count the backlog of goods and the number of goods ordered but not delivered, controlled the goods ordered but not produced, and then implemented the promotion policy of bundling sales at the terminal, such as buying women's bags and giving them belts or wallets, which promoted the sales of genuine products, reduced the gross profit margin and increased the net interest rate.

Then, he changed the "distribution system" to "order system" and changed the original "production-driven" to "market-driven". Red valley headquarters holds an order meeting every quarter, releasing new products this autumn this spring and new products next spring this autumn. According to this cycle, franchisees choose the style and quantity of orders according to local consumption habits, past sales data and grasp of fashion trends, and successfully realize a major change from production-based production to sales-based production.

In this way, the total delivery of the company is the total sales, and the headquarters can control the total production and inventory more accurately, which greatly relieves the inventory pressure.

Next, he set up a supply chain management department within the company, which is responsible for connecting orders from front-end stores and back-end factories. In addition, he spent money to strengthen information communication in the supply chain.

2 million invited a professional IT team, customized an advanced ERP system for Honggu, and installed an ERP terminal POS management system in each specialty store, so that the headquarters can grasp the first-line sales information in real time.

In concrete practice, he summed up a set of nine-character classics of commodity flow management, namely "fixing, selling, saving, supplementing, leveling, adjusting, promoting, clearing and returning". Every link has real-time market data as a reference. By opening motor vehicles, the filling period of best-selling models is shortened, and the decision-making and production efficiency are greatly improved.

In the past two years, through a series of combination boxing reforms, Honggu gradually eased the deadly inventory pressure. The stock-to-sales ratio of goods in Honggu decreased from 6 to 1 in 2005 to less than 3 to 1 in 2007. At the same time, in 2006, Guangzhou Jianggao Factory, which was built according to the standards of modernization and informatization, was completed and put into operation, and more than 700 stores brought annual sales of 300 million yuan.

Terminal is king.

After more than 20 years of ups and downs in the business world, Deng Shenwei finally understood a truth: being an enterprise is always a slow process of gathering sand into a tower. You can build castles in the air with speed, but the missing bricks will eventually be made up.

For a long time, Honggu has adopted a Gome-style expansion model of "scale first". In the past three or four years, the frantic rush to open a shop, coupled with the repression of unrewarded rolling investment, has gradually left the entire Red Valley team in a state of exhaustion and mental stress. In order to open a shop, Deng Shenwei traveled all over Nanjing, Hefei, Bengbu, Jinan and Qingdao in two days. His various governors are even more terrible.

Under such circumstances, Deng Shenwei began to improve the profitability of each branch and single store, put forward the principle of "unified thinking, unified execution, unified image and unified service" and began a two-year training and consolidation.

First of all, we must unify our thinking and stabilize our military morale.

Inside Honggu, most of the salespeople in the front line of the market are around 20 years old, with low cultural quality and lack of social experience. In the past, when facing customers, they lacked the necessary sales skills and sometimes even appeared lazy in attitude. This directly led to the store's sales performance can not go to a higher level.

In order to improve this situation, Deng Shenwei opened the Red Valley Crazy Team Training Camp, and regularly convened the Red Valley teams in Guangzhou, Kunming and Beijing to organize market training. The trainer is Deng Shenwei himself. He called several senior executives, imitated the videos of Chen Anzhi, Ceng Shiqiang and other training experts that he usually liked to watch, and combined with the existing problems in Honggu, it took three days and three nights to formulate a training plan for the right medicine.

Its core content is that Deng divides employees into several groups, and these groups conduct drills to simulate actual sales at the same time. The team left behind in the competition will be silently in everyone's eyes.

Leave by yourself. This simulation exercise not only tells employees the cruelty of market competition, but also instills the importance of team spirit.

"At the end of the Beijing training camp, more than 200 people cried at the scene, and after crying, they went to the battlefield." The crazy training camp that Deng Shenwei painstakingly built is tantamount to a baptism for the sales team of Honggu.

The second is to improve marketing skills.

While the iron is hot, Deng Shenwei introduced the "Golden Trilingual" of Red Valley sales, that is, three sentences that must be said when receiving customers: The first sentence "China people's own leather brand" is to let customers know what Red Valley is from the brand perspective; The second sentence, "handmade leather", is to let customers feel the unique value of Honggu from the perspective of products; The third sentence, "nationwide supermarket 1000 chain stores are cleaned and maintained free of charge for life", is to reassure customers from the perspective of service.

While training shop assistants to use "Golden Trilingual", Deng Shenwei also promoted some advanced experiences in regional markets. For example, free cleaning of any brand of leather products brought by customers; For example, remember each customer's birthday, send text messages and send small gifts on the birthday. These marketing techniques quickly narrowed the distance between Honggu and customers and established the consumption stickiness between them.

In order to improve the overall quality of employees in Honggu Wharf, Deng Shenwei invested tens of millions to invite famous experts and scholars at home and abroad to set up Honggu Business School, which consists of seven disciplines, including leather research and development department, marketing department, financial management department and supply chain management department, and has delivered thousands of elite talents to Honggu system in recent years.

At the same time, Honggu Headquarters has strengthened market supervision and management, and formulated a terminal inspection system with 80 dimensions in six major items, namely, heaven, earth, wall, people, goods and light, and a standard operating manual of five elements, namely, customers, goods, people, stores and finances, so as to strive for a thousand stores.

Through systematic personnel training and unified terminal management, Honggu finally completed the transformation from a wholesale enterprise to a brand operation enterprise, from pure commodity export to export a complete set of terminal store operation management technology.

The third is the collaboration between stores.

Before 2006, all dealers had a mindset: only a completely blank market was an opportunity, and areas with Red Valley stores were afraid to increase the number of stores. Many regional managers always complain about market saturation when improving their performance.

Deng Shenwei doesn't think so. He always thought that the main commercial street of the city could accommodate many Red Valley shops at the same time. The advantage of this is that the store itself is an advertisement of the brand. When a street goes from one street to another, you can always see the storefronts of Honggu, and consumers' awareness of Honggu brand will be strengthened several times, thus generating more actual purchasing power. He decided to personally take Lijiang, the birthplace of this brand, as a pilot.

Before 2006, Honggu invested 2 million yuan to open four stores in Lijiang, and has been circling around the breakeven point. The local manager always complains that Lijiang market is too small to support the sales of four stores. He came to Lijiang for a careful inspection and came to an amazing conclusion: there are too few shops in Lijiang, so more shops should be opened! In the eyes of everyone's surprise, Deng Shenwei rearranged in Lijiang and opened more stores.

Miracle appeared, with the landing of the new Honggu store, the total performance of Lijiang area began to climb. It turns out that Deng Shenwei believes that there are a large number of tourists in Lijiang, and people's desire for consumption when traveling is always stronger than usual. The loss before Honggu was not because Lijiang market was not big enough, but because its own brand influence was not enough and its influence on consumers was not enough. Nowadays, tourists can see the brand of "Red Valley" wherever they go, and the word "Red Valley" impacts their eyes all the time.

Deng Shenwei also found that even at night 1 1, the streets in Lijiang are still crowded with tourists, and people's spending power is stronger at this time. He tried to postpone the closing time of Lijiang store from 9: 00 p.m. to 1 1 p.m., and the working hours of employees were changed from regular shift system to shift system accordingly. The result turned out to be that the performance of the extended two hours reached the level of the previous whole day, which means that the benefits of a single store directly doubled!

Up to now, Honggu has grown to 1 1 stores in Lijiang, with the highest annual sales of a single store reaching more than 4 million yuan. Lijiang market has also become one of the best markets for Honggu in small cities across the country. Deng Shenwei's tactics of "one street and many stores working together" were gradually spread in other markets in Honggu, and achieved good results one after another.

The information-based supply chain system, coupled with the terminal with great marketing combat effectiveness, has driven Honggu, which is both internal and external, onto the fast lane of benign development. In 2008, Sichuan Zigong production base with an investment of 200 million yuan was put into production, and the number of Honggu stores exceeded 1000, with annual sales exceeding 600 million yuan.

Partner endogenous power

From the appearance alone, it is difficult for people to associate Deng Shenwei with the first local leather brand in China. This step-by-step climber from the bottom of society is still a "peasant entrepreneur."

What strength does the Sichuan man living in Sichuan rely on to support the Red Valley? From the perspective of economics, entrepreneurs are the integrators of social resources. As early as 2003, Deng Shenwei put forward the enterprise chapter of "home partner"; "Our entrepreneurs have worked hard for many years and lived; Yin, who helped him in Beijing that year, became a consultant of the Beijing branch. ; The next expansion needs more talents; Xia Yan, a classmate of Kong Fanming, used to be the manager of Red Valley. She is very good at management. Deng Shenwei was overjoyed and quickly put forward a plan that had already been prepared.

What kind of strength do Sichuan men living in Sichuan use to support Honggu, a leather kingdom with more than 400 stores and annual sales of 1 100 million?

From the perspective of economics, entrepreneurs are the integrators of social resources, and Deng Shenwei is really good at integrating an extremely important resource-people.

As early as 2003, Deng Shenwei put forward the corporate culture of "home partner", in which "home" represents harmony and warmth, and "partner" represents * * * to create * * enjoyment. In fact, it is not uncommon for private enterprises in China to regard family culture as corporate culture. However, for entrepreneurs like Deng Shenwei, the word "home" has a deeper meaning.

"We entrepreneurs have been working hard outside for many years, living a wandering life and especially longing for the atmosphere at home. Workers who work together and suffer together are really brothers. " Deng Shenwei does have a kind of charisma, and several brothers in those days have become today's partners.

Yin, who helped him in Beijing that year, became a consultant of the Beijing branch. Kong Fanming, who opened a hot pot city in Fushun that year, opened up Qujing and Guizhou markets for Honggu; He Jinhu, the current general agent in Guizhou, was a neighbor of Deng when he opened a restaurant in Kunming. There are many such stories in Red Valley. Similar experiences and long-term friendship make it easy for this entrepreneurial team to twist into a rope, and Red Valley can gain a foothold.

The next expansion needs more talents. And how can we gather more excellent partners and give full play to their abilities? Deng Shenwei designed a model for selecting talents from within.

Kong Fanming's classmate Xia Yan used to be a manager in Red Valley. She is very capable in management. In 2004, after listening to Kong's introduction, Deng Shenwei immediately found He and asked them if they wanted to start a business. The two replied that it was crazy to watch TV at home all day, but there was not enough start-up funds.

Deng Shenwei was overjoyed, and quickly put forward a business plan that had already been prepared: it needed 600,000 yuan to open up the Shandong market, Xia Yan and his wife contributed 30,000 yuan, the company lent them 270,000 yuan, and the couple had 300,000 yuan, and then the company invested 300,000 yuan to set up a Shandong branch with the couple, each holding 50% of the shares.

With 30,000 yuan to incite the market of 600,000 yuan, who will refuse such an opportunity? The couple went to Jinan with their belongings. In the end, their efforts won them the top three in the Red Valley Shandong market, and the annual sales of 201/kloc-0 exceeded 100 million.

Within the Red Valley, employees above the manager level can apply for this "four-way" internal entrepreneurial model. In this mode, entrepreneurs and companies can delimit regional markets and sign performance targets, not only can they get monthly salary and year-end performance commission rewards, but also can get dividends from corresponding shares as shareholders.

"Partners" are not just managers who are capable of independence. Employees who have worked in Red Valley for more than three years can join the store and enjoy different preferential policies according to different levels.

Employees generally can't open so much money at a time. They can freely combine internally, invest in shops in twos and threes, and then choose professional managers to operate, and they can share dividends while working in the company. In the Red Valley office, many young white-collar workers are actually small bosses with an annual income of several hundred thousand yuan or even millions of yuan.

There are excellent people in the company to join, and there are also excellent people in the franchisees to come to the company.

In 2007, the performance of Honggu Yunnan Branch has been growing slowly, but the original strong market has lagged behind other regional markets. Deng Shenwei has changed the general managers of two branches in succession, but there is still no improvement. Finally, he thought of Zhang Yang, a franchise dealer in Wenshan.

Zhang Yang, a promising young man, has created many skills in store marketing. For example, "free cleaning of any brand leather goods" came from his Wenshan franchise store. In the small Wenshan Prefecture, Zhang Yang's franchise stores have long maintained the first single store performance in China. Besides, Zhang Yang is very popular among franchisees in Yunnan, and everyone knows this young man. So, Deng Shenwei asked him to come out of the mountain and serve as the general manager of Yunnan branch.

As a result, Zhang Yang lived up to expectations. He not only promoted Wenshan's successful experience to the whole of Yunnan, but also developed many new marketing ideas, such as family marketing, putting some toys in the store to attract children to lead their mothers to the store; For example, the reverse custody mode: sending a professional team to take care of the store for franchisees, improving the operational efficiency of the store and making it convenient for franchisees to be investors.

Three years later, the performance of Yunnan branch has increased tenfold, and the sales volume has been the first among the major branches of Honggu for three consecutive years. 20 1 1 Due to her outstanding performance in Yunnan market, Zhang Yang was invited by Deng Shenwei to be the CEO of the group, taking full charge of the Red Valley brand. "Zhang Yang came from the market, managed the market well and worked as a franchisee. He can look at the problem from the perspective of branches and franchisees. The franchisee called him family. "

In 2009, Deng Shenwei persuaded several founding shareholders to set aside 15% as employee shares, and stabilized the senior management team with golden handcuffs. He said: "Over the years, the senior team has made great contributions, and they have the right to share the dividend of the company's growth, which is also part of the corporate culture of partners."

Today, Red Valley enterprises have successfully separated ownership and management rights. The investor team headed by Deng Shenwei and the professional manager team with Zhang Yang as the core complement each other. Deng Shenwei was liberated from the concrete operation of Red Valley and thought about the bigger world. In his mind, the blueprint of an international logistics and trade city covering an area of 300 mu became clear day by day, while another founding shareholder, Mou Debin, served as the chairman of the supervisory board of Honggu and also faded out of the management of Honggu. Now it has become a well-known investor in the industry. Except for major decisions, all shareholders will no longer participate in the daily operation of Honggu Leather, allowing Zhang Yang, a young marshal born in 1980s, to gallop.

20 12 is the 10 year of Red Valley. In Deng Shenwei's strategic planning, the goal of the past two five years is to survive and improve, and the goal of the next five years is to truly take off the brand.

"In the next five years, if women's handbags are mentioned, consumers can immediately think of Red Valley, then we will succeed."

During the Spring Festival of 20 12, Deng Shenwei's family drove from Guangzhou to Changsha and arrived in Shijiazhuang on New Year's Eve. I arrived in Beijing and Tianjin on the second day, went to Nanjing on the fifth day, went from Nanjing to Nanchang on the sixth day, and went back to work in Guangzhou on the seventh day. It has become a tradition for the Deng family to celebrate the New Year wherever they go.

Not to mention the green hills, not afraid of no firewood, Deng Shenwei, a "farmer entrepreneur", is still marching forward step by step. The legend of the Red Valley cobbler continues?

"Why do ordinary mineral water only sell 2 yuan, while Evian brand mineral water sells 20 yuan? Because Evian has high-quality water from the Alps. " In 2003, Deng Shenwei began to wonder: Where is the "Alps" in the Red Valley?

He walked along Xinjiang, Qinghai, Tibet and Sichuan until he arrived in Lijiang, Yunnan. Here, he finally found an excellent brand root.

The beautiful Shuhe River in Lijiang has the reputation of "the hometown of cobblers". According to legend, 600 years ago, the ancestor of Shuhe leather industry was a famous court cobbler in Ming Dynasty. He was falsely accused of insinuating Ma Huanghou's Bigfoot because he made a lantern in the shape of a big boot on the Lantern Festival, and was sentenced to exile in Yunnan, and finally went to Shuhe, Lijiang to make a living. Shuhe cobbler inherits the essence of our ancestors' traditional leather technology, and there is a legend that Shuhe cobbler "awl breaks the sky".

Deng Shenwei immediately cooperated with local cultural resources institutions to graft the leather history of Shuhe with Honggu brand, and established the brand recognition of "Honggu originated from Shuhe", which made Honggu stand out from a group of local brands focusing on returning to the original.