- Interview with V. GRASS Brand President Wang Zhiqin

10 stores in 2003, 150 stores in 2009, the rapid development in 2012 to more than 350 stores. Such a brand, only from 2010 to 2011 product sales revenue increased by about 61%, the highest single-store sales in Nanjing Central Branch last year to create about 12 million in sales - as a high-end women's brand pioneer, V · GRASS is lush low-key edge is released, its steady, rational pace of development should not be underestimated.

At the end of March 2012, in the "2011 (Twentieth) Statistical Report on China's Market Sales," jointly launched by the China Business Federation and the All China Business Information Center, V · GRASS entered the 2011 high-end women's market before the overall market share Five. As one of the five golden flowers in the forefront of the high-end women's market, V · GRASS is commendable in product design, marketing channel construction, supply chain management and talent building.

维格娜丝 - V.GRASS

Outstanding design, such as Variety magic, between stitch, subtle clever changes can play a "big and powerful" function, impeccable version, subtle pastel colors, finishing touch accessories ...... Inadvertently Combination, but can unexpectedly outlines a lot of workplace capable body curve - Today, Slim refined style of the OL design popular in the popular T-Taiwan, and has always been focused on "fashion, self-cultivation" position of high-end women's brand V · GRASS Words, it is this "intellectual" plus "elegant" classic wave of the best interpreters.

It is not hard to understand why V · GRASS has always been low-key selection of "2011 (twentieth) China's market sales statistics results" in 2011 the top five women in high-end sales - V GRASS brand president Wang Qin Qin seems to go After V · GRASS in the early stage of brand creation, "strategic matching" centered on product design is still the development king, while "balanced and coordinated development" is a rational and sustainable brand management.

Wang Chih-Qin, who is a low-key student, believes it is still too early to decipher V · GRASS's success story, but he is very willing to share two key words: "Balance, Coordination" - "Only brand operation capability, sound expansion of channels, organizational structure Balanced and balanced development with comprehensive factors such as management mode, supply of human resources, and brand culture will enable the brand management to become more stable and stable, which is the life span of the brand extension of value.

Use "value creation" to extract

In the past two years, the continuous rise of raw materials and labor costs has become the "new normal" for apparel brand enterprises. Under the cruel test of the survival of the fittest, many enterprises collapsed under pressure from the overwhelming pressure.

For V · GRASS, how to resolve the risk of cost squeezing the reality of the profit margins and potential risks? Wang Zhiqin frankly said that the current human costs and raw material costs account for about 20% -30% of the cost structure, the cost of the V GRASS Itself did not cause a significant impact, the real pressure comes from the driving force of consumer demand weakened, the degree of concentration of women's clothing industry will become the future industrial development must face the reality of the environment.

However, Wang Zhiqin also said that the era of high cost and the driving force of consumer demand weakened, not every brand around the "knot", but should not blindly upgrade product prices to avoid business risks, the essence of the brand is for consumers "value create". Although many brands face the pressure of expediency, but can effectively resolve the brand management mode of operation.

For V · GRASS, Wang Zhiqin believes that, first of all, we should change the extensive model of talent selection and utilization in the past, to further improve the quality of human resources, especially the introduction of high-end business professionals; second, we should further comply with consumer demand-oriented, through product design With the quality improvement, the intrinsic injection of new souls and gold content to ensure that the brand has a premium basis, the core competitive advantages can not be replaced. Finally, the rhythm of future brand operation will be faster and faster, and the effective balance between "fast fashion" and "slow sophistication" will need to help the brand building rapid response capability system construction and intensive brand operation cost through supply chain management and optimization , To respond to multiple, subdivision and evolution of the needs of the upgrade.

Direct mode of steady progress

Really want to summarize the experiences and experiences of V · GRASS this way to come, Wang Zhiqin frankly, V · GRASS on Direct Channel quality, more than the number of channels to expand the scale of the brand is able to withstand the temptation and test of an expression .

In his view, V · GRASS adhere to the direct mode, although the management of goods is very demanding, but as long as the operation properly, the price, the resources will be a significant advantage of goods, the distribution of goods is very efficient; the same time, direct marketing model Able to fully interpret the brand concept, display brand image and service standards, making the image of unity.

"Not only that, direct sales stores can quickly recover the single, integrated and coordinated. Direct-mode recovery can be shortened to less than 20 days to avoid the backlog of information due to asymmetric logistics and inventory backlog caused by the risk of backloging." Wang Zhiqin said.

Many people think that to do high-end women's clothing will enter the first-tier cities of high-end shopping malls, but the current domestic first-tier cities due to fierce competition, growth slowed down and showed the basic state of saturation, compared to the second and third tier cities department stores, shopping malls Rapid increase. As a result, the strategic concept of "making the first-tier cities a reality and benefiting the second and third-tier cities" became the strategy of V. GRASS - focusing on the four major first-tier cities such as Beijing, Shanghai, Guangzhou and Shenzhen and targeting the second-tier cities such as Nanjing and Hangzhou City, in the third-tier cities choose high-quality, high-end market presence. In the long run, tier-2 and tier-3 cities will make more contribution to the brand, with more stores, more sales, lower costs, fewer activities and higher payback rates, which are worth the strategic resources.

Advice-based service "micro-innovation"

If we say that the esteem of direct sales channel mode reflects the channel strategy of V · GRASS in the next stage, then active exploration of consultancy-based service means that "details determine success or failure" and "minimally invasive New "strategy.

Wang Zhiqin positioned V · GRASS's consultancy service as one of the company's key strategic projects in 2012.

"From the welcome to serve the entire service process should be standardized, unified terminal service standards." Wang Zhiqin said that the current consultative services have been integrated into the daily training system, regardless of staff induction training, store daily exercise, regional training in the region Must carry out consultative service module training; from display, collocation and other professional ability to cut in, improve shopping guide clothing with consultants ability. As you can see, the current V · GRASS terminal service standards more uniform; staff pay attention to with the service process, improve the joint-stock sales; VIP membership and repurchase rates increased significantly.

According to reports, in order to ensure the implementation of consultant services, the company also set up a special inspection team to conduct a monthly "flight check" throughout the country. During the inspection, on-site training was conducted on the problem of insufficient shops. In addition, the assessment of the implementation of consultant services in all stores was conducted, and the results of the examination were linked with the performance remuneration of managers at all levels. Through the training - inspection - assessment of these three management tools, recycling, to ensure that this work effectively implemented in the terminal.

Try the new channel of water network operation

At present, the high-end women's brand from the physical battlefield to the virtual battlefield extension is the trend of the times, V · GRASS also Taobao Mall in 2011 test the official flagship store.

After Taobao's annual sales reached 12 million yuan, V · GRASS's e-commerce has also been the initial release of potential - in the absence of any online advertising, based on customer word of mouth to achieve such a stable online store growth, must To some extent, the popularity and reputation of V. GRASS have been rapidly spread at the consumer level.

Of course, like many real-world brands, V · GRASS also encounters such objective problems as consultant services can not be well experienced, poor user experience and so on. The most sensitive one is to coordinate the channel conflict between online and offline.

V · GRASS brand executives believe that on the one hand, high-end women's brand keen on Internet marketing has a deep reason. First, grasp the future development trend, to seize new sales channels. Second, the characteristics of apparel products for network sales, with inherent advantages. Third, lower online sales costs and higher efficiency. Fourth, we can more easily and effectively grasp the market conditions and customer needs, and all technical means, the relative cost is lower. E-commerce must be the future direction of development.

On the other hand, to avoid the conflict between the two, V GRASS adopted the practice of product differentiation. At present, V · GRASS's online channel mainly as one of the channels to digest inventory, and strive to not have a direct conflict with the physical store. The future will seek more suitable for their own development model of e-commerce, the network channel effect to maximize.

It is under the strategy of "Balanced and Coordinated Development" that V · GRASS is at the both ends of the "smile curve" of product design and marketing mode, between the intensive cultivation of traditional channels and the opening-up of new channels, Rational strategy and implementation of micro-innovation between ease, releasing a low-key and eye-catching light.

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