Fashion Buyers: Professional Profits

The buyer model has become popular all over the world. It has a huge impact on the original enterprise model with its advantages of simplicity, high efficiency, sensitivity and professionalism. The companies that adopt the buyer model have a common characteristic, that is, all operations and developments are centered on buyers and services for buyers. Because only in this way can we really grasp the market and grasp consumers. This chapter describes how the world's leading apparel brands, ZARA, GAP, etc., use the buying model to get back to life, or from weak to strong.

The secret of ZARA's continued success In 2005, it was rumored that the Spanish apparel brand ZARA will enter China. This has caused a strong "earthquake" in the Chinese dress industry, which has caused apparel practitioners to face enemies. So, what is a clothing company that can actually make China's fashion industry colleagues who are used to the big scenes so scared? Let us first look at a set of data:

On February 23, 2006, ZARA's first branch in Shanghai was established. The store’s first day turnover is more than one million, equivalent to the total daily sales of 100 Chinese brand clothing stores.

The average storage period for Chinese branded apparel is 180 days, and ZARA can use 7 to 12 days to complete the design of the most popular clothing and send it to distant Chinese consumers.

The average profit rate of domestic apparel companies is 5% to 6%, while ZARA can sell clothes with a cost of only twenty or thirty yuan to hundreds or even thousands of dollars, and the profit rate can reach tens or even hundreds of percent.

What a shocking difference this is!

Tips ZARA's cost formula for each item of clothing can be summarized as follows: surface accessories (6 to 8 yuan per meter) + processing costs (ZARA's garments sold in the Chinese market are processed in the Chinese market at a cost of 8 yuan Left and right) + operating fixed cost sharing (estimated value for each item of clothes will not exceed ***5 yuan) ≈ 18 to 25 yuan. From this formula, it can be seen that the cost of clothing in ZARA stores rarely exceeds 25 yuan; the cost of individual fabrics with high-end and complicated crafts may be more expensive, but the average price will not exceed 25 yuan. The retail price of each piece of clothing is at least 80 yuan (the price of the tag is very rare in their stores, and occasionally may be a small ride, small jewelry and the like), the highest number of thousands Yuan (the cost of thousands of clothes is also counted, not more than *** 100 yuan).

Compared with domestic apparel companies, ZARA's biggest advantage is the adoption of the buyer model. The buyer mode makes it lighter, more flexible, more direct, and more effective, so that the competitor can be easily and neatly eliminated.

Then, how does ZARA use the buyer model to achieve rapid development and become the world's number one clothing retailer? We all know that for apparel companies, product development is the soul of the process. The ZARA is through the thorough development of the entire development process, to ensure that its design can keep up with the trend of the times, has always been sought after by the market. The entire development of ZARA focuses on the needs of buyers and serves the buyers. This development model can be called a buyer development model. This is the secret weapon of ZARA.

Below, we will briefly explain the ZARA buyer development model.

First, ZARA development process 1   ZARA development steps First of all, ZARA shop staff according to the needs of the store where the market, the store wants to appear in the next quarter, the product requirements of the store product development plan, reported to the charge in charge of regional buyers; Based on the store product development plan in charge of the region, the regional buyer's supervisor organizes, refines, and summarizes the product plan that represents the needs of the region and reports it to the headquarters buyer.

Secondly, the headquarters buyer conducts an overall analysis of product development plans reported by the regional buyer supervisors, determines the structure and direction of development of the next quarter's style, and determines the basic direction of good color and display.

Thirdly, after the headquarters buyer drafts a product development plan, it passes it to its design copy makers and design drafting staff, allowing the latter to carry out more specific product development, and then pass it to the technical department for cartography and process standards. Production.

Fourth, after the product version and style are selected, the production committee decides to place orders. Before the order is placed, the cutting truss is determined by the technical department, and after the drainage is completed, it is submitted to the tailor's workshop for tailoring.

Fifth, the required fabrics are simultaneously deployed to the cutting workshop. The tailoring workshop can cut the maximum number of single items in the 500 new trusses per day.

Sixth, carry out the finishing work of the finished products at the later stage, and at the same time, carry out the inspection work before the products are put into storage.

Seventh, the final product packaging, at the same time, affix the trademarks of different countries, determine the retail price on the tag.

Eighth, shop replenishment. According to statistics, the transportation center of ZARA can handle 2.6 million pieces of clothes a week, that is, each ZARA's store will generally enter the goods twice a week. For ZARA buyers and developers, only the developed products are perfectly displayed, and the work is only temporarily completed.