Bosideng Gao De Kang: How Did We Create The Brand Of Bosideng?

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The group has a history of forty years.

Gao Dekang, founder and chairman of the group, seems that every ten years is a new discipline for him and his business.

The first brand created by Gao Dekang in 1992 was named after the homophonic "Bosideng" of "Boston".

Before that, he came from 8.

1 bicycles began to start their own business, and its company was founded in 1976 years. The 16 year after its start was limited to processing, but its business story was known to everyone in its hometown in the early years. Now the brand has gone out of the country, Gao Dekang is famous.

Bosideng actively implemented the strategy of famous brand development and walked out of a successful road for private enterprises to implement the famous brand strategy.

But this road is not smooth sailing, Gao Dekang admitted that enterprises every ten years will face a crisis, and it is such a crisis that he learned a lot.

"From the 1994 year of the year, enterprises will encounter a crisis every ten years. It is really a sword in ten years. After several crises and danger, the enterprise will take off."

Bosideng's development has been relatively smooth sailing. The good performance of 1993 has made everyone immersed in joy, neglected market research, lost consciousness of crisis, caused a large number of inventory accumulation in 1994 years, and brought a fatal burden to enterprises. Fortunately, Bosideng not only solved a large number of inventory problems but also promoted the popularity of the brand, which perfectly resolved the first crisis.

After another ten years, Bosideng company reclaimed shares from "Hualian Group". Because of the poor development of channels in the past few years, the management has eaten a big pot, and the market has "scattered the sheep and dog to sell the dog meat". It has caused new problems for the group. By adjusting the management and management team, introducing new blood, creating a team of the market and digging deep channels, Gao Dekang made the enterprise go up to a higher level in the 2004 year.

This lesson has promoted the channel expansion and team management of enterprises, laying the foundation for talent development and market innovation in the future.

Gao Dekang has a deep understanding of every crisis. After self examination, he can always lead the enterprise out of the predicament, and the 2014 crisis is no exception.

"In 2015, we fought a new battle, and 2016 is a new start."

Gao Dekang, who was relieved in tone, seemed to have experienced a rebirth.

2014 years ago, Bosideng led to blind expansion because it failed to set up a landing strategy.

In the 2014 year of the year, Gao Dekang began to reinventing the strategy, reforming the channel, remodeling the brand and remolding management. After more than a year's efforts, he made a breakthrough.

This lesson has improved the decision-making mechanism and management capability of Bosideng group, and laid a solid foundation for the innovation of the 2016 year project mechanism.

"From 2012 to 2013, the end of the year is the most difficult day for us. There are many problems. I am reflecting on it. The whole group is also introspection. Many problems we know will change. No matter what the problem is, as chairman, I should be the first person to take responsibility.

I should be more introspective and more willing to fight at the forefront.

For this crisis, he could feel his lingering fear in his words. It seemed that he had gone through a narrow escape battle.

Gao Dekang is duty bound to take responsibility for his own responsibilities. He describes himself as a professional manager. The difference between a professional manager and a professional manager is that when facing the beast ahead, the professional manager may choose whether to run away or stay. He has no choice but to go out and fight. But there are two. One is that he has been exterminated by the beast, and the other is that he has conquered the beast, and at the same time he can gain respect and honor.

At this moment, Gao Dekang stands before all, he is a warrior. He conquers not only one crisis after another ten years, but himself.

In his own words, there are many things that you just haven't seen through, so don't get excited immediately when facing problems.

Gao Dekang made the story of this world-class brand with his persistent belief.

At the top floor of the headquarters building in Bosideng, Changshu, is Gao Dekang's office which deals with official duties everyday. The whole office has a very good view, and the whole office floor is very bright. The layout of the conference area is traditional and rigorous.

Gao Dekang, who saw a dark blue suit, smiled and relaxed.

I heard that he had just returned from Gaoyou to Changshu, because the group recently had a big project in preparation, so he often had to rush to the meeting. Although he started off and bumped along early in the morning, he could not see that he was a bit tired. Instead, he was full of energy. Maybe this is why the 40 years have been vigorous and continuous.

Bosideng began to expand the men's wear brand in 2004. After the 2007 year old company went public, according to the needs of enterprise development, based on the down jacket business, the Group actively promoted the strategy of four seasons clothing, looking for non takedown clothing brand with high development potential and good reputation, acting on the international brand China business to further enhance the proportion of non down garment business to the overall sales.

At present, the group's main non down clothing brands include Bosteng men's wear, Jesse's dress, Mogao men's wear and Sam met's uniform.

At the same time, the group is continuously optimizing the retail network, and resolutely closes the poor and inefficient shops, and promotes self operated and high quality retail outlets. At present, there are about 5000 retail outlets.

The group formulates channel standards, including Ping efficiency, rent to sale ratio, etc., and classifies and handles non conforming standards.

In July 2012, 26 days ago, Boston, London's flagship store and European headquarters scramble for the opening day of the London Olympic Games. It opened in the most prosperous Oxford business circle in the UK. Whether it will blossom as a Chinese private brand abroad, has also attracted widespread industry and social attention.

Bosideng, at the beginning of its brand creation, has been striving to achieve the grand vision of "building a hundred years of enterprise and a hundred years of brand" under the leadership of Gao Dekang. Today, the group is opening up a new strategic chapter of "becoming a world-renowned world-renowned clothing brand operator".

Following the establishment of a flagship flagship store and a European headquarters in London, the group has set up overseas operations teams in Italy and South Korea, and its own brand products have successfully entered the markets of Germany, Italy and other countries and regions besides the United Kingdom. At present, the group has registered trademarks in 68 countries and regions such as the United States, Canada and Switzerland.

"The next 3-5 years will focus on Germany, Italy, Spain and other countries, and expand Russia, Japan and other countries to achieve our goals on the basis of stabilizing the European market."

Gao Dekang is full of confidence in the internationalization of the brand.

"We hope that Bosteng can go to the world and become a real world famous brand.

What I want to do now is to plan the future development of the enterprise and train an excellent team. "

"Entrepreneurs must always maintain the passion and motivation of entrepreneurship and innovation, which is the fundamental guarantee for the everlasting development of enterprises.

At the same time, entrepreneurs should be brave enough to shoulder social responsibilities.

This is Gao Dekang's belief and his adherence to the principle.

Gao Dekang has invested a lot of energy and money in glorious charities, science and education, culture and health, disaster relief and public welfare.

In a personal name, he accumulated a total of 1.3 billion yuan in his hometown to build a top ten well-off village in the country -- KangBo village; Gao Dekang's love first started from his side. He said: Bosideng originated in the countryside and rooted in the countryside. After the development of the enterprise, it is the business that the enterprise should do to feed the water and nurture the countryside. The ultimate goal of the enterprise must be to bear the responsibility and repay the society; after more than 10 years of construction, it is very happy to see the villagers living better and better in the village.

Gao Dekang felt the numerous affirmation of the public because of his good deeds. For example, when 2009 years old Bosteng invested in the construction of expressways in Sichuan and Luzhou, and the "Bosideng" and "KangBo" two cross river bridges, to solve the problem of the local people crossing the river, Bosideng increased its own expenses by 80 million, and it only needed 10 minutes and more minutes to cross the bridge.

Therefore, the people also deliberately set up a sign on the side of the bridge, thanks to the seal script, and become the local good language.

Up to now, the group has donated more than 780 million yuan to society. In early 2011, Gao Dekang invested 5000 yuan in personal investment, and established the "de Kang pan AI foundation" directly under the Ministry of State Administration of civil affairs.

"The foundation of the foundation is to contribute to public welfare and to make our public welfare activities more standardized and value maximized."

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Dialogue with Gao Dekang

Gao Dekang: indeed, inventory is a problem.

To control inventory, first of all, we must control the production of new products. The new products will be produced and reciprocal according to the sales volume. According to the different regions, the sales of products will be different. We will timely feedback according to the situation, replenish goods with good sales, and not quickly sell the fast turnover channels, so that it is not easy to generate new stocks.

For the stock we have already produced, our main method is to promote sales. At present, we still have the problem of inventory, because the last few years have not been completely cleared up, but this year we will deal with it again, and we will basically solve it next year.

Gao Dekang: Bosideng is a sword in 10 years. Every 10 years will encounter a crisis. In 10 years, different situations will lead to different problems.

For example, in the 1994 year of the year, the main reason is not to have a comprehensive survey of the market. In the 1993 year of the year, there is no sense of crisis.

I think no matter when, for an enterprise, the layout is very important, followed by landing.

Gao Dekang: let employees stand at the boss's point of view and consciously try to do everything well so that no matter what they do, they will succeed.

In order to motivate employees effectively, they do things by the boss's mindset. I think the incentive mechanism is very necessary.

Therefore, we also have some incentive mechanisms, such as partner system, stock ownership incentive system and so on. In this society, it is impossible to use only one mode.

This year, we gave 200 million equity incentives to 66 top executives.

If there is no incentive mechanism for an enterprise, there is no hope for the future.

Gao Dekang: Bosideng also hired professional managers. This attempt was not very successful.

I now feel that professional managers can only train themselves, so that they know more about the company. They can be encouraged by partnership, stock ownership or option system, and their talents are more consistent with the enterprises in terms of values. If they are approved in mind, they will do things by heart.

Gao Dekang: in the early stage of brand promotion, the company pays special attention to commodity planning and brand planning.

For example, in brand promotion, what I do is big brand advertising.

We have done 180 large billboards in Shanghai and mandatory advertisements on planes.

After that, we also give the brand more connotations, such as warmth, high quality and so on.

At different stages, different forms of promotion should be adopted to achieve effective brand publicity.

These seemingly simple, but are essential elements for success.

After having a certain brand awareness, we also give brand culture value and brand reputation through various brand marketing activities and public welfare undertakings.

Gao Dekang: we pay attention to training compound talents. Apart from understanding operation management, we should also understand professional. Apart from being a coach, we need to know how to assess.

Every senior leader must have a sense of mission. The top management is the leader of the strategy. The designer of the plan and the allocator of resources should use the boss's mindset to lead the team, cultivate the good people, manage the good people, encourage the good people, and unite the good people; the middle-level leaders should have the sense of responsibility, and turn the responsibility into the service, serve the middle and primary staff well; the grass-roots staff must have the sense of hunger, and let the employees see the hope of their own development in the future.

Bosideng adheres to the principle of "morality is the first and only talent is the use". We attach importance to the establishment of an internal talent cultivation mechanism and create an open, fair and just growth environment, enabling people who can do things and do things to benefit and cultivate endogenous talents.