The Growth Path Of Clothing Enterprises: "EQ" To Balance The Winning Market

The development process of the international garment industry tells us that the famous enterprises started from the great recession of the 30s of last century.

What is more noteworthy is that most of our garment enterprises may survive in the "financial turmoil", but if they do not keep pace with the times, some enterprises are likely to disappear in the next wave of crisis.

Therefore, EQ plays an important role in the growth of an enterprise.

For example, the EQ factors such as rationality, taste and quality become more important in the later stage of enterprise development. And the growing Chinese clothing enterprises need to win at the starting point through "EQ".

Dr. Wang Xiangsheng, a senior expert in many garment enterprises and executive director of the international fashion brand development and management center, will take part in the guiding ideology of the growth of clothing enterprises to interpret the important role of EQ.

Entrepreneurs are the biggest obstacle to enterprise development: breaking through thinking.

When I joined the industry 10 years ago, a forum was held in Shenzhen. At that time, the bosses of several garment enterprises that had developed very well told me that the brand competition in the Chinese market was very fierce. I replied, "you have no market strategy, no business mode, and internal management is not perfect. Such enterprises can not die. Do you still think the Chinese market is not good?"

Though they were very uncomfortable, they later called back and said they really did not know why they were successful.

In the past Chinese clothing market, because of the particularity of economic development, the success of enterprises was too easy. The first group of gold diggers realized their original dream in unconscious, which affected their understanding of the true success of the brand in the subconscious.

In fact, a successful clothing brand must have many conditions, which need careful planning, such as commodity positioning, overall planning, brand marketing, marketing methods, profit making mode, internal management and human resources, and so on. Besides, there should be a complete set of commodity management methods.

Some clothing enterprises earn more than two billion a year, but there are 500 thousand backlogs of inventory. This is the lack of basic property management capabilities. According to this standard, today's brands can only do one or two of them.

The boss of a clothing enterprise asked me that he had been digging up a lot of people from a large enterprise. He had done a good job, but why did he do it badly in the new company? I politely said, "maybe this is not the man's problem!" in fact, the biggest problem of brand development is the enterprise.

The evolution of the competitive advantage of clothing brand has experienced the advantages of commodity, promotion, marketing management and image. Now it has entered the stage of competitive advantage of innovation. At this stage, the activity of leaders' thinking plays a key role. It has a direct bearing on whether creativity can be implemented, whether talents can exert their potentials, whether corporate culture can form cohesiveness, so that enterprises can form an intrinsic value that can not be duplicated.