What will never change is "change"
In 2004, the Reds sold 450 million yuan, ranking first in the Han women's wear, and selected 20 major events in the Hubei business community in 2004 for over 3 million consecutive years; and entered the list of top 100 Chinese garments, ranking 75th in sales. , Total profit ranked 52nd, jumped into the double hundred ranks.
On April 2nd, China Women's Wear Expo opened in Beijing. As the only representative of Wuhan Women's Wear, the Red Man attracted a lot of attention with its novel design, bright colors, and exquisite workmanship. Distributors and franchisees followed.
From the family workshop with only 20 people to the leader of the new generation of Hanpai costumes, Tang Guanzhou, general manager, said: “The red people will never change, but only such red people can be evergreen.â€
Feel red toilets also have "culture"
“After finding the right soil, the business will be rejuvenated.†A similar motto can be seen everywhere in the aisles, offices, and even the restrooms of the Red Mansions office building.
On May 10, when the reporter interviewed Tang Chuanzhou, the general manager, it was just past the big conference room on the fourth floor. The director of the office whispered: “The company revised the employee handbook and it was being tested.â€
In the general manager's office, Tang Guanzhou handed the reporter a red cover employee handbook, company profile, brand interpretation and brand strategy, employee service guides, and codes at a glance, and a song entitled “The Song of the Reds†was also attached to the back cover.
As early as May 2000, the Reds invited experts from the Wuhan University Business School to participate in business management and formulate a “red person management model†to promote the transition from family management to modern business management, while corporate culture construction It is the most important thing.
“We need to be a century-old shop and ever-green company, which needs to be inherited through culture,†Tang Guanzhou said.
Looking back at the red bike to sell goods to Hanzheng Street
When starting in 1992, the Reds only had 20 employees and the clothes they made were sold by selling bicycles to Hanzheng Street. At the time when the domestic new generation of clothing industry began to develop, with the courage and determination of the founder, the Reds seized the opportunity to complete their own capital accumulation.
In 1997, in the face of new changes in the market, the Reds began to pay attention to the internal management of enterprises and the introduction of talents, from the Guangzhou "digging" to a professional pattern-makers and technical personnel, from large companies to introduce financial, administrative and other management personnel.
By 1998, the Redskins had had more than 100 employees and an annual production value of 10 million yuan.
"Making" clothes with money-making items
After excavating the first barrel of gold, some of the leading companies in the Han School began to diversify—real estate, performing arts and entertainment, hardware and plumbing, and football. The Reds also face the same temptation. However, it finally decided to work hard to liven up women's clothing, and at the same time set up a red person group led by the red costumes to conduct diversified operations.
Group Chairman Huang Hui told reporters: “This is a system innovation. Red costumes belong to the group, but they have considerable autonomy. We must use money-making items to accumulate funds to ensure the effective operation of apparel companies and establish A hundred years brand."
The Reds began to exert their power: established design studios in Shanghai, Shenzhen, Hong Kong, Paris, etc., created a product design and development center consisting of more than 30 designers; invested 2 million yuan to establish an information management system... Reds As far as possible, put its human, material and financial resources into the operation of clothing.
Information management, the first to eat crabs
In order to stand firm in the tide of the market, the Reds moved three times and expanded their production scale. Since 1999, the Reds have also used half of their annual revenue for enterprise management and construction, successively invested tens of millions of yuan, and introduced a large number of international first-class production equipment to carry out technological transformation, resulting in a qualitative change in the level of product technology.
In the use of high technology to improve corporate information management, the Reds can be regarded as the "first to eat crabs" in the Han school. In 1997, the company purchased the first set of invoicing software, and the database file increased by 20MB per year. In 2000, the company reintroduced the sales of software, adding 2G to the library file every year. Each set of software, from the introduction to the maintenance, the company must invest hundreds of thousands of dollars.
Interpretation of the Four Principles of the Reds
After years of accumulation, Tang Guanzhou summed up the four rules of operation, that is, the "red martial arts Cheats."
The rules of the farmstead: To run a clothing company is like operating a farm. Only planting can achieve harvest and perseverance can keep moving forward. Only by persistently adhering to one thing, can one get specialization.
Forest Rules: Develop high-, medium-, and low-level multi-brand operations. Reds are mid-range brands, more popular. The company already has a low-end brand and marketing is more successful. "We plan to launch a brand again and take the high-end route. Brother and Masfil are our examples."
Lose weight rule: Regardless of whether to use or manage, we must learn to decentralize. Leaders can't manage everything. It seems that they have suffered a loss. In return, the employees have greater enthusiasm for work. "It is much more efficient than you alone."
Willing to rule: willing, willing to have it. Sometimes giving up can have greater gains. "Of course, this depends on personal sentiment."