Septwolves transformation strategy: to break the entrepreneur's own ceiling
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(In these two years, Zhou Shaoxiong is like a painter who can not find a good tool, filled with fresh pictures of endless brains). The challenges and confusion in the transformation process of the Septwolves men's clothing are of great challenge to a group of Jinjiang clothing enterprises , Have meaning. "What has frustrated me most of the last two years?" Zhou Shao-hsiung, chairman of Septwolves Industries Co., Ltd, with a wry smile, "that's what I'm most afraid of seeing, and many of them are not what I want." For the past two years, Like an artist who could not find a good tool, Zhou Shaoxiong could not show his satisfaction with fresh pictures filled with endless brains. In a hurry, he will shout with his subordinates: "You have ideas in mind, can not light I have you do not have!" Zhou Shaoxiong admit sometimes radical, "I am most impressed in recent years a piece of advice is: Do not rush to success , And do not think it can be done immediately. "Since 2007, Zhou Shaoxiong annoyed seven wolves into a" midlife crisis. " Aging brands, low added value, an endless stream of competitive brands, foreign brands even more high-priced ability to grab huge profits, the Chinese low-end brands one by one out of the mall. At the same time, seven wolves rely on agents and franchisees to sellers day is no longer easy to understand the lack of a market, a direct result of loss of brand awareness. Without change, in less than a few years, seven wolves will become "Grandpa" clothing, into the "antique brand club." Zhou Shaoxiong can not stand the decline of seven wolves, he decided to fight back. He estimated that POLO, GAP and other foreign men's brand has achieved nearly 20 billion, while China's good men's business, but 2 billion, 3.0 billion, a lot of space. Moreover, the fashion category, quality class will be the new growth point for Chinese men. "This is not an improvement, it is a revolution," said Seven Wolf employees. The company is not at the forefront of fashion in Guangdong, Shanghai or Beijing. It is known in Jinjiang, a medium-sized city in Fujian, by a group of popular brands in second and third tier cities. Most enterprises here are ambitious, but not enough understanding of the brand upgrade, they are good at the marketing model is to ask the spokesman for exaggerated advertising. For example, the impressive slogan: "For the first time in the Louvre brand - Rimula Men." Zhou Shaoxiong's subversion, starting from breaking the three ceilings. "The first to break is the entrepreneur's own ceiling." Zhou Shao-hsiung to take their own surgery. Week is very clear about their own short board. When developing a transformation strategy, he draws nutrients from other businesses, consultants, and books, missing something. Most of Jinjiang entrepreneurs have weak cultural foundation and not enough understanding of culture. Due to the long-term extensive management, they are not familiar with the modern enterprise system. He went to EMBA. "The impact of my thoughts has given me a lot of emotional inspiration, but unfortunately I did not have a good foundation for my studies, and computers and English were not familiar with me. Unlike the Jin Zhiguo from Tsingtao Brewery, I can learn nowadays." He self-mocked the "Chinese entrepreneurs." Through exploration, Zhou Shaoxiong finally has a preliminary strategy - seven wolves to transition to retail management mode, on the one hand to further enhance the image of Septwolves brand, improve the brand premium ability, on the other hand to expand the number of shops and increase sales. At the same time, constantly improve the proportion of self-owned stores, franchise stores improved, through the standard terminal management delivery seven wolves brand concept and image. After the strategy, Zhou Shaoxiong tried to break the second ceiling - the system and system. A relentless Jinjiang man, the first thing to do in the change, is to high-level management "big shake-up." Zhou Shaoxiong frankly "very helpless." "I have no idea, their thinking or ability has been behind the development of the Septwolves. For example, before we do wholesale is relatively simple, managing a dozen regional distributor on the line. Now need is to do retail, brand talent. As a result, almost all directors, including brands and marketing, have been replaced. Many of them follow the old department of Zhou Shaoxiong many years. And his request to the new director is an international horizons, many of whom are ZARA, Dell and other international companies. Next, the change exceeded the staff's imagination. Week hired a number of consultancy companies, from all angles to help reset the business sector. Based on the suggestions of all parties, he started to organize the organization. According to the Septwolves insiders, almost all departments are changing. In 2009, the Septwolves had the first "strategic department" in history, which would be ridiculed as "very virtual" in the management of the past. But at this time, Zhou Shaoxiong no longer hopes to make decisions by taking the brains. He needs a "think tank." He needs more rational and detailed data and analysis to reduce the risk of making decisions. Soon, seven wolves and new product planning department, set up channel director, the channel classification management. In the past, Septwolves responsible for sales department called the Ministry of Development, the task is to shop. After the reform, Septwolves re-classified channels, according to different channels to design different investment programs.