The System Design Strategy Of Han Du Yi She

First, the establishment of a large number of

Through the competition mechanism and reward mechanism, we can achieve fast and diversified purchases and enhance the probability of success in trial and error.

The two is to integrate purchase, production and quality in the group.

All kinds of professional staffs, such as retail management, form a small business unit. At the same time, they also carry out cost control and retail promotion design.

The three is the recruitment of young people who are quite or slightly higher than those of the target group, such as age, education, region (level market), and build up the final team of buyers through at least 1 years of practical training.

The four is to start with the selection of mature suppliers and their successful styles, and then to develop their own designs and look for domestic foundries.

Despite the fact that

Compared with UNIQLO, Han Du Yi house still has great deficiencies in the supply chain organization and control. For example, because it is far away from the industrial base, it can not quickly cooperate with the buyers and sellers in the buying team, but its mode can still be the target of all the buyers who want to be a buyer retailer. Although for a department store, although there is no easy conversion space like the online retailer, but in the region with relatively abundant commodity resources and human resources, the Korean three models can be tried in any regional market.

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Generally speaking, the "retailer" retail enterprises waiting for the supplier to come to the market, though there are still in the market, unless they have a particularly good shop site and have a monopoly in the local market, they will eventually be eliminated by the market; those retailers who are willing to go out to purchase can gain more advantages and profit margins.

Some supermarkets and department stores developed from the end of the last century to the beginning of this century, because of their earlier layout and better location, have become rather lazy in the "initiative procurement", thus losing a large number of market opportunities.

Many people forget that in the early days of WAL-MART's development, its founder Sam Wharton even used to drive hundreds of miles to find new products, stock items and specialty products to increase the attractiveness of his shop.

However, if a simple retailer retailer does not intervene enough in commodity management, it will still be unable to get higher gross profit and quality.

Therefore, we will see that when mature WAL-MART and other international supermarkets, their merchandisers must learn to consider the material from the raw materials to the technology in depth, so as to judge their sales space and their own profit space. From a professional point of view, there are some excellent retail buyers who can judge the commodities better than most of the manufacturers under the category, so they have an advantage in the negotiations.

IKEA is a model of deep commodity management.

First we need not control what it sells, but we should first see that it is a retailer.

But it is this retailer who can specialize in providing deep guidance to the upstream suppliers of their timber sources and processing technology, which makes most suppliers lose their negotiating advantages in front of them, or even rely on IKEA to get their own factories' development and upgrading.

In commodity management, the biggest challenge for retailers is not to find out the ins and outs and technical details of the one or two commodities, but how to provide effective supply management in the broad category width, and to ensure that the basic characteristics of most commodities meet the needs of customers.

Only in this way can we maintain a balanced return on profits under the collection of thousands of single products.