La Natsu Bell'S Strength To Drive To 1 000 Stores Should Not Be Underestimated.

Under the background of offline retail downturn, La Natsu Bell relied on the multi brand operation mode, implemented partnership system with shop staff, insisted on his own direct camp mode, broke the boundaries between online and offline, and tried to get out of his own "fast fashion".

In order to further enrich the brand line, in the first half of 2015, La Natsu Bell also bought the brand of seven brand and Walker's men's clothing brand.

Of course, the multi brand mode of operation provides strong support for the expansion of La Natsu Bell's retail channel.

It not only enriched its channel resources, increased bargaining chips of department stores, but also played a synergy effect in supply chain management.

Last December, La Natsu Bell intended to land at the Shanghai Stock Exchange.

After raising HK $2 billion 200 million in Hong Kong stock in 2014, La Natsu Bell returned to A shares less than half a year later.

It plans to raise 1 billion 640 million yuan, of which 1 billion 560 million yuan for network construction, and 80 million yuan for the construction of information platform.

According to this plan, in the next three years, La Natsu Bell will expand about 3000 outlets on the basis of the existing 7147 retail outlets.

Once the recruitment plan is completed, there will be more than 10000 outlets nationwide in La Natsu Bell.

This will be an amazing number of shops in the clothing industry.

According to the brand operation of many well-known clothing enterprises, many enterprises have adopted multi brand operation mode to reduce the risk of single brand operation and cover different market segments.

All brand architectures cover women's wear, men's wear and children's wear market.

Of course, La Natsu Bell is no exception.

Despite the early operation of the two women's clothing brands, including La Chapelle and Puella, La Natsu Bell has obviously increased the strength of multi brand development since she got several rounds of venture capital in the first half of 2010.

It has launched 7.Modifier and La Babite women's wear brands, Vougeek, POTE and other men's wear brands, as well as La Chapelle Kids children's wear brand.

At the same time, it also launched a fast fashion brand UlifeStyle with full product coverage.

For the first half of 2015,

The net increase in La, Babite, Vougeek, POTE, La Chapelle Kids, UlifeStyle and other retail stores contributed 51.26% of the total net increase in the total number of shops.

But with the increasing number of brands, the demand for personnel training or management system is getting higher and higher.

Operating costs will increase significantly, brand management will also lead to dislocation, and at the same time prone to internal friction.

This phenomenon makes people feel familiar.

La Natsu Bell's important driving force for sustained growth of store performance is to adopt a partnership system for shop personnel. Partners of the store participate in sharing business results according to store performance.

The design of this partnership system is compared with the traditional assessment mode, which creates a huge gap between the original incentive and the salary gap.

There are two parts in the shop appraisal of traditional clothing enterprises: the fixed wages and the Commission (that is, the so-called royalty).

This form of motivation can promote the efficiency of personnel in the short term, but it is easy to form an incentive ceiling. After achieving certain effect, it is very difficult to continue to exert incentive effectiveness.

For retail stores, independent accounting can be adopted, so many domestic retailers have adopted independent accounting and profit sharing assessment models.

Such as fat Dong Lai, Yonghui supermarket partner mechanism, and Huarun Wanjia's "fresh partner" mechanism.

Secondly, in the traditional form of shop assessment, store managers and clerks are easy to manage and execute two skins because of their inconsistent interests.

At this time, in order to cultivate the team's operational capability, La Natsu Bell implemented the system of the total salary paid by the store manager and the shop assistants, so that the interest community formed between the store manager and the shop assistant was strengthened.

Third, the general store manager only cares.

But we seldom consider the whole business, such as marketing, shopping guide, cost control and so on.

Under La Natsu Bell's partnership mechanism, shop operators need to consider the overall store operation activities, so that shops can become an independent management center to maximize performance.

In the words of La Natsu Bell, vice president of Wang Yong, "this system has solved a series of bottlenecks in management and management, including the decrease of employee turnover rate, the acceleration of turnover of goods and the sharp rise of customer service experience, which is of great help to improving the overall sales performance of the company."

As of June 2015, La Natsu Bell's pilot retail store accumulated.

The year-on-year growth rate is about 5% higher than that of non partner shops.

Obviously, La Natsu Bell shop partnership mechanism is successful, but no matter what kind of mechanism design, the design of store partner mechanism should be the mainstream mode and important direction of the retail store in the future. The partner system can make employees realize that they are the real owners of the enterprise.

Of course, the partner mechanism is a "double-edged sword". If the system design and implementation level is not well considered, it will easily hurt employees' enthusiasm.

At the same time, designing partners should not only focus on incentives and interest bundles, but also require enterprises to establish a supportive organizational culture and cultivate like-minded and consistent employees.

Otherwise, the partnership system with only interests tied is also difficult to sustain.