V·GRASS Vignes Women: Steady Progress in Direct Mode

There were 10 stores in 2003 and 150 stores in 2009. In 2012, it quickly grew to more than 350 stores. Such a brand, only from 2010 to 2011, sales of products increased by about 61%, the highest single-store sales in Nanjing Central Store last year created about 12 million in sales throughout the year as a high-end women's brand pioneer representatives, V.GRASS is releasing low-profile edges while lush and flourishing, and its steady and rational pace of development cannot be underestimated.

At the end of March 2012, in the 2011 (Twentyth) Sales Statistics of the Chinese Market, jointly launched by the China Business Federation and the China National Business Information Center, V.GRASS entered the 2011 high-end women's clothing market share. Five. As one of the five golden flowers for sale in the high-end women's clothing market, V.GRASS is worth noting in product design, marketing channel construction, supply chain management, and talent construction.

Excellent design such as amazing magic, between the needle and the line, subtle changes in the subtle but can play the "four and two set aside" function, impeccable version, subtle soft colors, finishing touch of accessories ... ... casual Combination, but it can unexpectedly outline the body's capable body curve?? Today, slim and refined style of OL design popular in the popular T station, but for the focus has always been on the "fashion, self-cultivation" positioning of high-end women's brand V.GRASS and This is precisely the best interpreter of this “sensible” and “elegant” classic wave.

It is easy to understand why V.GRASS, which has always been low-key, was able to be selected as the "2011 (Twentyth) Sales Statistics in the Chinese Market." The top five women's top-level sales in 2011 were in the opinion of Wang Zhiqin, president of the V.GRASS brand. In the early stage of brand creation, V. GRASS, the “strategic matching” centered on product design is still the development of the king, and “balanced and coordinated development” is the rational guarantee for stable and sustainable brand management.

Wang Zhiqin, a low-key producer, believes that it is too early to decode the secret of V.GRASS, but he is willing to share two key words: "balanced, coordinated"? "Only the brand's operational ability, channel's ability to expand well, and organizational structure The balanced and coordinated development of comprehensive factors such as management models, human resources supply, brand culture, etc. can make brand management more stable and robust, and it is the brand's life that extends the value space."

Use "value creation" to extract

In the past two years, the continuous rise in raw materials and labor costs has become the “new normal” for apparel brand companies. Under the cruel test of survival of the fittest, many companies have collapsed due to unsustainable pressure.

For V.GRASS, how to resolve the real and potential risks of cost risk squeeze on profit margins? Wang Zhiqin frankly stated that the current labor cost and raw material cost probably occupy about 20%-30% of the cost structure, and the cost factor has not caused significant impact on V.GRASS itself. The real pressure comes from the weakening of consumer demand driving force, and the concentration of women's clothing industry. The promotion will become the realistic environment that the future industry development must face.

However, Wang Zhiqin also said that the weakening of the driving force of high-cost era and consumer demand is not a deadlock that can not be bypassed by every brand. It should not be avoided by blindly raising product prices to avoid operating risks. The essence of brand is to carry out “value for consumers”. create". Although the price increase is an expedient measure for many brands to face pressure, it can be completely resolved through an effective brand operation and management model.

For V.GRASS, Wang Zhiqin believes that, first of all, it should change the extensive selection and utilization mode of talents in the past to further enhance the quality of human resources, especially the active introduction of high-end business talents; secondly, it should further conform to the needs of consumers and guide the adoption of product design. With the improvement of quality, injecting new soul and gold content into the product to ensure that the brand has a certain premium basis, the core competitive advantage can not be replaced. Finally, the rhythm of brand operation in the future will be faster and faster. The effective balance between “fast fashion” and “slow exquisite” needs to help the brand build a rapid response capability system through the supply chain management and optimization, and intensive brand operation costs. It responds to the diversification and upgrading of demand.