廣州市八千里貨架有限公司是快消品店貨架、服裝店貨架、飾品店貨架、服裝店道具、店面設(shè)計(jì)、內(nèi)衣店貨架、名創(chuàng)優(yōu)品店貨架、伶俐品牌貨架、超市貨架、奧特萊斯店貨架、KM男裝貨架、ZARA貨架、UR男女裝貨架、HM店貨架、迪卡儂貨架、無印良品貨架、悅詩風(fēng)玲貨架、GXG貨架、PEACE?BIRD貨架等產(chǎn)品專業(yè)生產(chǎn)加工的公司，擁有完整、科學(xué)的質(zhì)量管理體系。廣州市八千里貨架有限公司的誠信、實(shí)力和產(chǎn)品質(zhì)量獲得業(yè)界的認(rèn)可。歡迎各界朋友蒞臨參觀、指導(dǎo)和業(yè)務(wù)洽談。
Zara女裝貨架生產(chǎn)廠家,KM男裝架掛衣架,熱風(fēng)貨架展示架
如今，熱風(fēng)的品牌形象又進(jìn)行了二次改造，更有了時尚感與國際化的味道，手拎“HOTWIND"提袋行走在淮海路、南京路，與拎著ZARA、H&M的感覺沒什么檔次上的差異。 三、買手是“生產(chǎn)力"。
熱風(fēng)沒有自己的工廠，甚至連固定的代工廠都沒有，他們通過買手搜集時尚款式和產(chǎn)品，然后直接向工廠下訂單，實(shí)現(xiàn)快速反應(yīng)—就服裝而言，不到15天。這一點(diǎn)，與ZARA等“快時尚"品牌有異曲同工之處。
因此，熱風(fēng)重要的生產(chǎn)力不是車間、不是研發(fā)，而是“買手"。 四、重視對終端的控制力。 與許多服裝企業(yè)動輒招商、動輒代理的做法不同，熱風(fēng)的100多家專賣店，全部為直營模式，不接受經(jīng)銷商的加盟。
與加盟制相比，熱風(fēng)失去的是擴(kuò)張速度、社會融資能力，加大了管理成本，然而，這恰恰形成了熱風(fēng)的另一競爭力：終端掌控力。眾多中小服裝企業(yè)只所以渠道乏力，重要的原因在于，過分追索擴(kuò)張速度，過于依賴代理商、經(jīng)銷商的力量，導(dǎo)致渠道是失控的，終端是說了不算的。失去控制力的終端，連統(tǒng)一形象都難以做到，更何談渠道的品牌化。
Guangzhou Eight Thousａnd Miles Shelf Co. , Ltd. is fast-food store shelves, clothing store shelves, jewelry store shelves, clothing store props, store design, underwear store shelves, famous store shelves, brａnd shelves, supermarket shelves, Outlets store shelves, KM men's clothing goods Racks, ZARA shelves, UR men's and women's shelves, HM store shelves, Dicannon shelves, unprinted shelves, Yueshi Fengling shelves, GXG shelves, PEACE BIRD shelves and other products specializing in production and processing companies, with a complete, scientific quality management system.Guangzhou City eight thousａnd miles shelf Co. , Ltd. integrity, strength and product quality has been recognized by the industry.Welcome friends from all walks of life to visit, guide and business negotiations.
Zara women's clothing shelf manufacturer, KM men's rack hanger, hot air shelf display.
Today, the hot wind brａnd image has carried out a second transformation, more fashion sense and international taste, hand-held "HOTWIND" bag walking in Huaihai Road, Nanjing Road, and zara, H . . . feel no difference in grade.
Third, the buyer is"
First productivity." Hot wind does not have its own factory, not even a fixed foundry, they buy fashion styles and products, and then directly place orders to the factory, to achieve rapid response - in the case of clothing, less than 15 days.
This, with ZARA and other famous "fast
Fashion" brands have the same thing. Therefore, the first productivity of hot air is not workshop, not research and development, but "buyer". Fourth, pay attention to the control of the terminal.
With many garment enterprises to attract investment, moving agent shopping practices, hot wind more than 100 stores, all for
Direct mode, do not accept dealers to join. Compared with the joining system, the hot wind loses the expansion speed, social financing capacity, increased the management costs, however, this just formed the hot wind of another competitiveness: terminal control.
Many small and medium-sized clothing enterprises only so weak channels, the important reason is that, Over-recourse to the speed of expansion, too rely on agents, dealers, the power of the channel is out of control, the terminal is not counted.
The terminal of loss of control power, even the unified image is difficult to do, let alone the brａnd of the channel.
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