How To Reduce The Loss From The Annual Net Profit To More Than 1 Billion?

Playing the "fan" brand actually embodies.

Change of mind in internal innovation.

In 1995, when Zhou Chengjian was 30 years old, he was there.

When he founded the US state, he did not think that his "light asset model" could eventually create a huge scale.

Wang Guo Lai.

One of the design ideas of a fan is that every consumer can become an operator on the "norm". If you are asked to pay the bill, you will get the corresponding income sharing.

For the first time in the first half of 2015, the state owned apparel market lost its first loss in 7 years: the net profit attributable to shareholders of the parent company was -9476 million, down 152.9% compared to the same period last year.

In 4 years, how did the state's clothing turn from a net profit of over 1 billion to a loss?

What is the continuous loss?

The test of water O2O has become a bitter pill that the United States must eat.

From April 30th, Metersbonwe (Metersbonwe, hereinafter referred to as "Smith Barney") launched the "fan" App, which has nearly 2 quarters.

This application, which shines on the 20th anniversary celebration of the United States, seems to use only one data, which is enough to embarrass the United States.

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From the current APP display data, Adidas brand has only 116 pieces on its shelves, but its number has exceeded 90000 times.

On the contrary, ME&CITY, the most popular subbrand in the United States, has nearly 4000 items on its shelves and only 70000 hits.

The embarrassment of host and guest shift may be the beginning of the US internet model.

But in the past few years when it invested in O2O, there were many embarrassing dreams.

In 1995, when Zhou Chengjian, 30 years old, founded the United States in Wenzhou, he did not think that his "light asset model" could eventually create a huge clothing kingdom.

According to what he said after his success, he chose to design independently and produce outsourced products. It was just because he once went to the clothing market of Guangdong to do research, and saw many garment processing enterprises doing foreign trade foundry, well-equipped and skilled workers, but the machine idling rate was very high, so the idea of sprouting came out.

By 2001, Smith Barney's sales revenue had reached 800 million yuan, 80 times the initial stage of entrepreneurship.

After that, in May 2011, the ambitious Zhou Chengjian even shouted at the shareholders' meeting that in the first half of this year, the net profit growth of 600% would be achieved.

This time, the richest Chinese garment industry, who started in Qingtian, Zhejiang, did not realize that Waterloo is near.

According to the financial report, in the first quarter of 2015, the state's apparel business income was 1 billion 753 million yuan, down 4.75% from 1 billion 841 million yuan in the same period last year.

In addition, in 2014, the United States apparel business income of 6 billion 620 million yuan, compared with 7 billion 889 million yuan in 2013, down 16.08%.

In 2013, compared with 9 billion 509 million yuan in 2012, it dropped by 17.03%, and in 2011, the United States business income was as high as 9 billion 945 million yuan.

At the same time, operating profit in 2014 was 178 million yuan, down 65% compared with 2013, while operating profit in 2013 was 510 million yuan, down 42% compared with 2012.

In 2014, business revenue fell 33.4% compared with 2011.

"Three consecutive years of loss" has become the top of the U. S. state of the magic spell.

This is closely related to the internal and external injuries of the United States itself.