The innovation mode of Han Du Yi she can find better products for him.

Ideally, in the process of docking with the outside designers, it needs to find some core ideas that conform to the Korean clothing house in many differences, and then precipitate and internalize these excellent things into a part of the brand and remain on their products.

Zhao Yingguang divided the planning of Han Du Yi house into four stages: 1 times, making brands; 2 times, doing more brands, 3 times, doing hatching platforms; 4 times, doing ecosystem.

Zhao Yingguang believes that building a fashion brand ecosystem is the future of South Korea's future.

In the multi brand stage, Han Du has consciously developed towards the external hatching platform, greatly expanding the clothing type and style.

Zhao Yingguang's consideration is to force the supply chain to adapt to the multiple needs of external entrepreneurs.

"Han Du only had to collect these differences himself.

First, produce quantity and find out a way before you can talk with the supply chain.

Handedly built "

It is also an experiment and exploration for future designer entrepreneurs.

At present, there are more than 200 product groups in Korea, which are responsible for the operation of 20 brands.

There are 2-3 people in each group. The main tasks of the group are clothing design, page design and inventory management.

Independent accounting and independent operation within the group.

This is just another fashion creation mode for garment enterprises. In traditional enterprises, the product group system is inefficient.

Compared with departmental division of labor, resources are dispersed.

But in Zhao Yingguang's eyes, the group system is compatible with the Internet, and every product produced under the group system is "going to the heart".

。

But in the group system, the members are entrepreneurial mentality. Zhao Yingguang called the more than 270 groups of Korean and Korean "ant corps". Although the single sale is not necessarily outstanding, but the overall combat capability is very strong.

At the same time, the exchange among entrepreneurs makes the platform more and more full of vitality.

Zhao Yingguang turned the interior of Korea into a laboratory.

The value of internal staff is about to put new ideas and ideas into practice, and constantly put forward new requirements for the system.

Through the internal product group, the contents of the past rely on artificial communication to rise to system behavior, including supply chain system, IT system, storage system, customer service system.

But Zhao Yingguang also admits that the challenge of Korea's future lies in how to make the unified system meet orders of large or small size.

Taking warehousing as an example, how should the storage system be matched by 20000 single enterprises and 20 single businesses a day? Many problems need to be considered in the future.

Administration