BELLE Is Different.
On the surface, BELLE is not a light company. It has been involved in every aspect of product development, procurement, manufacturing, distribution, sales and so on. It has nothing to do with most traditional Chinese clothing enterprises that have traditionally adopted heavy assets.
The light companies that people usually know are pursuing light weight and simple line, focusing on one or two links and outsourcing all the other aspects. But according to the quality of assets, BELLE is a typical light asset company. According to its 2007 annual report, its fixed assets accounted for only about 12% of all assets, compared with 19% a year ago and 8% of intangible assets.
In the 90s of last century, BELLE spent nearly ten years accumulating capital and experience in footwear manufacturing. In the following years, we seized the trend of overcapacity in textile industry, and began to implement the "light" strategy: slow down the development of manufacturing industry and fully enter the sales link of footwear. Its business model is to set up an efficient platform of operation anywhere between global garment manufacturers, including brand owners and consumers. In 2007, BELLE's direct retail outlets reached 6143. Only a year ago, there were 2280 new retail outlets, including 700 outlets owned by itself, and the rest grew by Millie s and other brands.
ITAT group, a superficial chain store operator similar to BELLE's business model, chooses to "re" in physical channels and "lighten up" in other sectors. It pfers or partially pfers business volatility or bad risk to shopping malls and suppliers, and at the same time lowers the cost of opening stores. This enables it to be able to reduce the occupation of funds and achieve another level of "lightness" at the same time of "heavy". In the less than four years since its establishment in 2004, the trend maker of the light company has set up more than 800 stores in the whole country (all stores are all direct stores), with a business area of over 1 million 600 thousand square meters, and sales from about 5000000 yuan in 2004 to billions of dollars. If these data are true, it is undoubtedly one of the fastest expanding chain retailers in the world.
But unlike ITAT, which is "heavy" in physical channels and "lighter" in other links, BELLE has not adopted a targeted "light" and limited integration strategy instead of being light and light. Like throwing away the burden, BELLE started investing 500 million yuan to build BELLE Industrial Park in 2006. The purpose is to "make the manufacturing in hand, to make efforts in the rear end of the supply chain, and to assist the front end to cater to the market". When ITAT is unable to provide the suppliers, the ITAT and the real estate developers three large enough market benefits due to the lack of key market capabilities, and faced with the commercial credit challenges that the suppliers and developers are expected to lose, BELLE has always relied on the BELLE's "extreme supply chain", which is hidden behind thousands of ubiquitous BELLE retail websites, and enhanced the added value of its "heavy" retail channel. When most light companies can't wait to make manufacturing links
Heavy links of Light Companies
Every morning, the salesmen of BELLE store in Beijing Pacific department store will turn on the computer to check the sales system and find out which new products the headquarters provides to their counters. Like the BELLE counters in the Pacific department store, for the more than 6000 retail outlets that BELLE distributes throughout the country, new products will be delivered every day. The number, style and number of new shoes in the computer will be clear at a glance.
Not only is the daily distribution information checked, but when the salesperson of each retail outlet of BELLE closes, the sales date will be recorded in the IT system, and the supply department will make up the bill and distribute the goods. Generally speaking, the number of new goods delivered to each node is relatively small, and each shoe code only comes to one pair. Once the sale is sold out, the salesperson of BELLE will deploy the same city through the IT system. If the BELLE counters in the same city are not available, the salesperson will issue an application in the IT system, which will be pferred from the headquarters of BELLE headquarters to the whole country.
This is not the whole supply chain of BELLE. The secret is that compared with other shoe enterprises, BELLE has strong control over inventory, which makes BELLE's stock in a very light state. In the clothing and footwear industry, inventory is the natural enemy of enterprises, and almost every enterprise tries to reduce inventory. "Fashion products can only be sold as salted fish after the season." Sheng Bai pepper said.
Each brand of BELLE launches an average of 300 to 400 new shoe styles every quarter. Each brand has its own design team, composed of designers and product development teams. They should not only grasp the fashion trend from various fashion exhibitions, but also determine the overall design concept based on past sales situation, market conditions and competitors' situation.
"A shoe from production to rack, the fastest there are more than 20 days." A BELLE designer revealed. In BELLE, the first order of any product is always 50%, and the rest is done through supplementary forms. When the first product is put on the rack, the product manager of each department will forecast the sales of the remaining 50% according to the sales situation and issue the replenishment order every week. When the factory receives the replenishment order, it will prepare the raw materials as soon as possible and complete the production.
Designer behind
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