Chapter 7 The second chapter is turbulent (1995-1999)

As Fairbank said, "It is difficult for outsiders to understand how quickly everything in modern China has changed." This American scholar, who has studied and observed the transformation of the East all his life, can often cut into the Chinese world with simple words.The development of Smith Barney is in line with the logic of this rapid change. Some people were amazed by the rapid development of Smith Barney, and half-jokingly and half-seriously said that Zhou Chengjian was "if there is a divine help" and "unbelievable", etc., but Zhou Chengjian knew it well: every harvest and every cent of his account was hidden behind the scenes. The law of enterprise growth in the great era-diligence and strategy.

The islands that are the easiest to land on in this turbulent tide are the strategy of attacking troops and winning by surprise, and Zhou Chengjian always expands his territory rapidly in high-profile appearances again and again.For the era, Metersbonwe has almost become a mirror, reflecting the spirit of the times traveling through speed and hardship. It was an era of fascination and fascination, an era of confrontation between reality and legend, and an era of business enlightenment in which the power of brand logos was dimly realized. Chinese cities, which emerged from the political period symbolized by blue and gray clothing, ushered in the pathfinders of international brands in the mid-1990s: Rado advertisements appeared on Shanghai TV and Wen Wei Po; Finally, it finally knocked on the door of China, and the Chinese at that time knew nothing about it; then, the first store of LV landed in the Wangfu Hotel, and there were many people watching the excitement. What they were most curious about was this small bag with an ordinary shape. Why can sell so expensive.

Unconsciously, Chinese people's eagerness to pursue novelty and search for a sense of place makes these imported brands a logical spiritual attachment.Naturally, people quickly became addicted to it.The first group of people who went to the sea became rich. They drove Mercedes-Benz cars, wore Rolex watches, wore Zegna clothes, used Montblanc pens, and carried LV bags... This so-called complete concept of status consumption directly impacts the luxury values ​​of Chinese people. , the Chinese, who have always been proud of the practical and frugal consumption model, have begun to actively explore what "brand following" means.

However, this kind of active pursuit is still a little dazed, and people are stunned and confused by the powerful publicity offensive of international brands.But whenever a certain reality is used to, people forget the reason for their pursuit in the first place. In the middle and late 1990s, Chinese clothing and fashion products were no longer dominated by European and American brands. The younger generation in China has new fashion demands. They have escaped from the admiration of fashion brands by their parents, and have chosen popular culture that is closer to them and covers more types.In addition to Europe and the United States, radical trends in Japan and South Korea have sprung up.Chinese young people's following of Japanese and Korean brands actually demonstrates the strong autonomy endowed to them by the new era.

At this time, Chinese fashion finally presents more than one voice, the fusion of east and west, each with its own strengths.However, this unorthodox following started by young people still lacks the support of real localized thinking in essence, and the copying in form has no support in content. Obviously, this kind of brand culture cannot last long. Themes and personalities catch the eye, at least visually, and it's certainly a once-in-a-lifetime turning point for business.Living in such an era, Zhou Chengjian's astonishing actions in creating fashion events should be regarded as a historical necessity.

In the summer of 1996, Wenzhou opened the first double-decker bus and the first bus body advertisement.Zhou Chengjian signed the contract almost without thinking, and spent 200,000 yuan to buy out the advertising rights of 5 brand new double-decker buses.When 5 "Meters Bonwe" buses shuttled back and forth in the downtown area of ​​Wenzhou and "swaggered through the city", Zhou Chengjian and Meters once again became a hot topic among people. At this time, including those novel Smith Barney events that have already occurred, the entrepreneurial spirit of "unconventional path" has been brought to life.Zhou Chengjian's high-profile appearance is indeed an inevitable plan under the storm.In terms of making commercial gimmicks, he has the unique boldness and fearlessness of private entrepreneurs, but he is not like the reckless losers washed away by the tide, but a careful boss.

We know that in the history of China's sudden changes, there have been countless shrewd businessmen.Yet their blips stem more from shrewdness than intelligence.Enduring corporate helmsmen are more focused on vision and principles, while upstart showrunners trust more in common sense and the world of experience. Behind the high-profile appearance of smart entrepreneur Zhou Chengjian, his business follows the basic ideals and creeds passed down by Chinese businessmen for thousands of years: loyalty, strictness, and principles.These concepts are nothing new, but when a company that emphasizes innovation externally and sticks to the bottom line internally gradually gains far-reaching influence, people will look back and understand the deep meaning.

Zhou Chengjian is an idealist, he strives for perfection in everything, otherwise he would rather lack than abuse.Whether it is a parka, a double-decker bus advertisement, or the Thousand Stores Project that we will describe later, every appearance is a performance that seems to have no flaws. In the 30 years of reform process, there are countless similar performances, but there are only a handful of companies that truly regard performance as a means.Most creative stories are mere formality, obsessed with performance itself, thus lacking long-term vitality.If there is a company that can consistently combine performance and hard work, high-profile and down-to-earth in 15 years, Smith Barney is undoubtedly the most straightforward case.

At the beginning of the founding of Smith Barney, the working level of the workshop was uneven, and the production quality was unstable. Faced with a batch of defective products, many people suggested reducing the price, or simply shoddy, but Zhou Chengjian severely criticized this pile of value. Tens of thousands of dollars worth of defective products were scrapped; once again, Zhou Chengjian discovered that a directly-operated store in Wenzhou had secretly sold several pairs of jeans from other manufacturers.An investigation was carried out immediately, and it was found that after the relatives of the store manager changed their careers, they put a few pairs of trousers in stock in the store for sale at a lower cost.Although the store manager was willing to sell the goods to the Shanghai Stock Exchange and accept the penalty, and even wrote a letter of guarantee, Zhou Chengjian refused to compromise on issues of principle, and finally asked the store manager to find another job.

At this time, Zhou Chengjian seemed to be trying his best to maintain a goal that he had worked so hard to achieve, and could not tolerate any flaws.Undoubtedly, a businessman with a tailor background is unlikely to be as boastful and careless as those smashing business stars in the history of reform.A tailor has a persistent and hardworking heart. Zhou Chengjian is conscientious in his work and pursues perfection. This is his advantage, and it may also be his shortcoming. In the eyes of some people, he is too strict, but he has his own opinion: "If you can't provide the society with perfect clothing and perfect services , we are not the best choice for customers, and our existence is meaningless.”

In such a context, the tailors from this small mountain village struggled and swayed. Society, return, division of labor, and service have become spiritual conversions in his eyes. As a dedicated leader, he attaches great importance to the enterprise. As a successful businessman, he puts society and consumers first. Inside this kind of diligence and piety is an unexpected grasp of the social division of labor. The deviant ways of "virtual operation" and "light company" are not just as simple as making a few advertisements to cause a sensation.Although these business ideas are essentially a riskier performance and appearance. Chinese enterprises have not been able to properly handle the relationship between social division of labor and cooperation, and it is easy to go to the extreme of operation.Bonwe risked being suspected of being a "leather bag company", but made the right move intentionally or unintentionally. Socialized mass production is a product of commodity economy.Turn the whole society into a big factory, and each industry acts as a workshop in it. The advantage of socialized mass production lies in large-scale operation, which improves resource utilization, greatly reduces costs, and improves product competitiveness.Developed countries have implemented socialized large-scale production very early, and its remarkable results are the emergence of super-large enterprises such as Boeing, General Motors, Siemens, and Daewoo, which have become the mainstay of the economies of various countries. The gap between China and the world powers in this respect is obvious.When the world's 272 multinational corporations settled in Beijing, the state-owned enterprises, the main force of China's economy, were still in a state of separatism in various industries, provinces and regions: every province and city wanted to establish a complete industry; every industry had to produce a complete range of varieties; All enterprises must establish a complete system from production, management, sales, administration, and logistics (schools, hospitals, restaurants, etc.). According to reports: More than 20 provinces, cities, autonomous regions, and municipalities directly under the central government have proposed to regard the automobile industry as a pillar industry... With the further expansion of reform and opening up, foreign companies entered China, and local companies seemed to be dwarfed overnight.As far as the retail industry is concerned: the sum of the top 100 in China is not even one-tenth of that of Wal-Mart. While private enterprises like Smith Barney broke out, large and medium-sized state-owned enterprises occupying the status of mainstream enterprises could not turn back in this direction with no future in sight.After checking the pulse of state-owned enterprises, the State Economic and Trade Commission concluded that: Blindly repeating investment, not adapting to the macro improvement and rapid advancement of national policies; not adapting to the transition from a seller's market to a buyer's market; not adapting to the pressure of strong international competition. Reform needs depth.After the 15th National Congress of the Communist Party of China, the pace of reform of state-owned enterprises has been significantly accelerated, with strong cooperation, mergers and acquisitions, and asset restructuring, enterprises have gradually become "larger" and "specialized".One of the new initiatives in the apparel industry is the establishment of the China Garment Group Corporation. The small private enterprise "Bangwei" under the general background has chosen the road of socialized large-scale production wisely at the beginning of the company's establishment. This not only ensures the quality, but also avoids a large amount of repeated investment in building factories, workshops, and buying equipment. Zhou Chengjian spends this money on product development, In terms of market development, huge benefits have been produced. Good steel is used on the blade. Many people have been nagging for centuries. However, Zhou Chengjian used good steel on the tip of the knife.Some people also said that his high-profile appearance actually pinched the pulse of the times in the storm.Otherwise, it's a wrong shot. The past has gone with the wind, and Zhou Chengjian's appearance, on the one hand, is a high-profile one with a single goal and is designed to attract the attention of bloggers, but on the other hand, it is intriguing under a helpless choice.Now that the strong wind has risen, it is difficult for the wave of enterprises to be silent, and the era of turmoil has come. In any place, without the participation and control of power, all reforms are out of the question.Not to mention a country like China, which has just emerged from the ideological jungle with difficulty.Whether intentional or unintentional, Zhou Chengjian's bold position in industry selection, marketing methods, etc., seemed to be in harmony with the top-down and pervasive reform spirit at that time.This is probably the macro reason for his rapid growth. In 1995, "People's Daily" had an editorial titled "Recognizing the Situation and Clearing Up the Tasks".The article stated that “the situation must be clearly understood, including domestic and foreign situations, especially the national economic situation.” Anyone who understands the important position of the People’s Daily in China’s political life can clearly understand the highest policy implications contained in it. At this time, the clothing industry is also facing an internal and external situation that needs to be changed urgently. Internationally, the textile and garment industries in countries such as the United States, Japan, and Italy are already at a fully mature stage. Although labor costs are relatively high, capital costs are far lower than those in developing countries.However, the textile production and processing technology tends to be mature and complex, and the capital intensity is higher. Capital investment has replaced labor to a large extent, which partially offsets the advantage of low-cost labor in the textile industry of developing countries. Therefore, the garment industry in developed countries can maintain its competitive advantage over developing countries for a long period of time with the help of effective brands and doubled capital investment.Taking 1995 as an example, the average unit price of China's exported cotton textile and clothing was 2.44 US dollars, while the unit price of similar products in Italy, France and other countries was more than 50 US dollars. This external situation means that the self-positioning of China's garment industry needs to be completely subverted.If the establishment of competitive advantage is still placed on cost advantage and the strategy of intensification of low-end products is adopted, it is impossible for Chinese clothing to establish an advantage in the international market. On the other hand, brands and updated business models have irreversibly become the future trend of the apparel industry. There is such a description in a document in 1995: "How are famous brands produced? Very simply, they are produced in the process of constantly discovering and satisfying or unmet needs. Due to the lack of marketing, most domestic clothing companies If you don't really know what the market needs, you can't even talk about meeting the potential demand." Obviously, what Zhou Chengjian is doing is almost a reflection of this description.His grasp of market demand and marketing methods became the catalyst for Metersbonwe to accelerate its explosion this year. On April 22, 1995, the first exclusive store of "Metersbonwe" opened.The specially made 10-meter-long parka at the entrance of the store attracted a lot of customers, and there was a wave of panic buying for several days in a row.This 10-meter-long parka was later exhibited in Shanghai and included in the "Guinness Book of the Great World" in Shanghai.Zhou Chengjian was called the "Windcoat King" by people for a while, and "Metersbonwe" became famous as soon as he showed his face. While hanging out the giant parka, Smith Barney also planned a "thousand store project", hoping to open the most stores in the shortest time and occupy the market share.Facts are also advancing towards this goal. In the three years after the opening of the first store, the number of Smith Barney stores has tripled. At the end of 1995, there were 30 specialty stores with more than 100 employees, setting a record of "opening five stores a week"; in 1996, there were 86 specialty stores, and the number of employees increased to 300, setting a new record of "opening seven stores a week"; in the same year, Shanghai Two branches in Hangzhou and Hangzhou were established; in 1997, the number of specialty stores increased to more than 100, with more than 1,000 employees, and the average age was 26; in 1998, there were more than 180 specialty stores. However, it will take ten years for Smith Barney to go public.During the long process, Zhou Chengjian's enthusiasm for opening a store has not diminished, and his philosophy has never changed.From the initial pursuit of quantity to the later pursuit of quality, ten years have made Smith Barney a double face of virtual management and real work. With regard to the fiction and reality of Smith Barney, a special person within Smith Barney has made a summary, and there are three aspects respectively.The so-called three virtuals are: virtual production; virtual third-party logistics; virtual franchise chain operation.The so-called three reals are: real brand management; real product design; real supply chain management. Virtual production is not difficult to understand.The reason why Smith Barney chose to outsource production at the start-up period was due to the strong and even excess production capacity of the Chinese garment industry in the 1990s.Especially after 1992, with the entry of foreign capital and the conscious formation of the national labor export model, the garment industry, as a representative of labor-intensive industries, quickly became the most effective channel for China to integrate and compete with the world. In this sense, although Zhou Chengjian is not a scholar who is superstitious about numbers, his intuitive experience of the market directly determines the virtual production process of Smith Barney.Even though a large part of the reason was that Metersbonwe did not have sufficient financial resources to build its own factory at that time, the choice of virtual production eventually made Metersbonwe.After the establishment of the company, it has not produced a single garment, all of which are OEM by more than 300 domestic garment factories; within a short period of time, Metersbonwe has nearly a hundred fabric suppliers, accessories suppliers, and hundreds of garment factories Homes, mainly concentrated in Jiangsu, Zhejiang, Shanghai and Guangdong provinces, thus gathering a strong production capacity with an annual output of more than 10 million pieces of series casual wear for its own brand production. Virtual production solves the most urgent core problem of the enterprise. In the next second decisive link, Zhou Chengjian decided to carry the virtualization to the end.This is one-stop virtual logistics.Suppliers are responsible for the logistics of surface accessories and garments from the factory to the delivery point in the production link; the franchisee is responsible for the distribution of garments from the delivery point to the franchise store in the sales link; of course, these two links can also be provided by the United States Tersbonwe is in charge. When this happens, Smith Barney will outsource to a professional third-party logistics company.An astonishing amount of ready-made garments are stored in the self-built distribution center and the warehouses of 20 sales subsidiaries across the country. The "Thousand Store Project" is the most admirable case in Smith Barney's virtualized life mode.This kind of franchise chain operation was really a new concept in China in the 1990s.Metersbonwe adopts the method of "simultaneously developing direct marketing and franchising", focusing on virtual franchising in the early stage, supplemented by direct marketing, and applying the model of borrowing external forces to the sales process. Under the franchise chain operation mode, franchisees need to pay a certain amount of franchise fees to Metersbonwe each year. After joining, the goods will be provided by Metersbonwe. Tesbonwe owns, and all franchised stores implement "reproducible" unified management. This business model is not surprising today, but fifteen years ago, it was pioneering.As a businessman, Zhou Chengjian is well aware of the mystery - one must be a leader in business.The feasibility of the new model has changed more than just one industry. As of 2008, there are more than 2,000 stores in Smith Barney, including more than 1,900 franchise stores, nearly 300 direct-sale stores, and 87% of the sales channels are franchise stores.It is the virtual business model that requires Metersbonwe to have the ability to control the entire industrial chain.What Zhou Chengjian needs to control is the management team, and the management team will be responsible for the control of the entire industrial chain. To achieve this domino-like chain management, the core of Metersbonwe's business model reform is to focus on the more profitable links in the industry: to build the core competitiveness of the brand, and to focus all its business on brand building, product design, channel and supply chain management. This is real action beyond the virtual. Zhou Chengjian is a smart businessman.He miraculously found a virtual way to reduce risks, and he did not hesitate to grasp the link that determines the future.It all seems like a coincidence, which is probably the most amazing part of all business history. Branding is the first link in the solid building of Smith Barney.Since the initial customer positioning of the product is almost paranoid to identify young people aged 18-25, so the characteristics of young people aged 18-25 who pursue fashion trends and pursue individuality are strived to enter into the brand culture and spiritual essence. Wood.In order to better convey this message, Metersbonwe will spare no expense in the subsequent operation as long as it finds the right feeling in the choice of brand spokesperson.From Aaron Kwok to Jay Chou, and later Wilber Pan and Angela Chang became their fashion consultants one after another.The influence of these super popular spokespersons on consumers has undoubtedly transformed into the most indestructible factor of the Smith Barney brand. The building of the brand is real, but as an industrialist, or as a tailor, Zhou Chengjian has the unique strictness of a professional-born businessman—the design and production of clothing cannot tolerate any mistakes. The product design and development team of Smith Barney accounts for one-tenth of all employees, which is an astonishing proportion in the apparel industry.What's more convincing is that this team of designers was required to be on par with international standards from the very beginning.In Zhou Chengjian's view, China's reforms, Chinese people's lives, and their ideological choices will all be baptized in the wave of internationalization full of novelty and cutting-edge colors. Later, when the conditions allowed, the company implemented this paranoid and demanding design into an operable process, and organized a team of designers to visit France, Japan, Korea, and Hong Kong every year. Provide new sources of inspiration. In addition to sparing no effort in brand and product design, what is more important is Metersbonwe's huge investment in supply chain management. Since Metersbonwe does not fully own the production links and sales terminal links, this means that Metersbonwe must have strong supply chain integration and control capabilities - the management and control of upstream suppliers, as well as the downstream franchise Grasp the system of import, sale and storage of terminals. In the digital age, this management mode of flattening space can be realized through a digital device system without boundaries.However, in the era when Smith Barney started its business, informatization was just emerging in Western countries. It is conceivable that this management and control system caused Smith Barney to be troubled. The final birth and maturity of this system, along with the entire growth history of Smith Barney, has become a pinnacle of how enterprises can win the future in the drastic changes in the history of China's reform. A huge storm is frightening, but compared with stagnant water, the meaning of the storm is obviously kind and expectant. Around 1995, China had ushered in the vanguard of the storm and gradually adapted to the changes.People's excitement is beyond words, and a better future lies ahead. In the upheaval, most of the too noisy businessmen did not end well.But those stories that were regarded as jokes survived firmly.They are all thick soil and lofty sky in a restless wave, not surprising in appearance but powerful in heart. On East Nanjing Road in Shanghai, a building with unique decoration stands proudly.Pedestrians stop to look at it, and men and women pass by in the dawn sun, dressed in as much variety as the city itself. This is Smith Barney's flagship store in Shanghai.There is a clothing museum on the 5th floor, where the costumes of various dynasties in China are displayed. However, Metersbonwe in 1995 was not so beautiful. At that time, the sales statisticians had to stand in front of the humble Meibang store in Wenzhou to do research and write various market reports overnight. Today, Metersbonwe’s stores have long bid farewell to the era of manual statistics. The IT systems of more than 2,300 stores in more than 1,200 cities in China are running at high speed every day. In the spacious office of the headquarters, you can clearly know sales for each store. These IT systems that have penetrated to the end of the sales terminal have been built layer by layer in the United States for more than 10 years. Take a look at the path that Metersbonwe has traveled in the past 15 years, which is completely different from that of China's manufacturing industry.Based on brand operation and without a factory of its own, Metersbonwe manages more than 200 suppliers in an orderly manner; more than 80% of the channels are franchise stores, but Metersbonwe does not control the sales of any store. The situation is well known. The platform built by the organizer with IT enables Metersbonwe to have the ability to manage partners.It all comes down to an entrepreneur with a heart. In 1995, Wang Quangeng, who was only 23 years old, was like all young people at that time, hoping to enter a large state-owned enterprise or a foreign-funded enterprise, but a friend urged him to try a new private enterprise.That year, Metersbonwe, which had just been established, was recruiting employees. Wang Quangeng, who had already managed an electrical appliance company and a shoe company, applied for the job with the mentality of giving it a try.Because he was new to the clothing industry, he volunteered to start from the bottom and became a statistician in the marketing department. When he first went there, Wang Quangeng was a little disappointed—compared with the glamorous large state-owned enterprises, Metersbonwe only had a few simple stores; every entry and exit of goods was written down by a sales statistician in a small notebook. Use an eraser to paint and change; no one knows exactly the various links from production to sales, and how many styles of clothes are sold. However, this does not affect the sales of Metersbonwe's products. In the mid-1990s, there were few casual wears in the Chinese consumer market. Metersbonwe sold T-shirts, sweaters, jeans, etc., which just entered a blank field, and the price was reasonable, and the business was doing well. Wang Quangeng is very attentive. He is the kind of person who focuses on one thing and must do it well.Every day, I go to the Metersbonwe store to observe and record.After nightfall, he writes like a writer, and his works are a set of market reports, the conclusions of which are often to the point.Soon, Zhou Chengjian noticed this young man who was as diligent as himself, and within a month, Wang Quangeng was promoted to a manager. The years of those years are only meaningful when looking back today.In an era of change, everyone has their own motivation.The young Wang Quangeng didn't know what he could get for his efforts, but he just did that.Years later, he would play an even bigger role in Smith Barney's story. After being promoted to a manager, Wang Quangeng was restless about the confusion of business statistics.However, this person, like Zhou Chengjian, was lucky to step into a great era and chose the right path.Relying on the computer knowledge he has learned in the past few years, he designs and plans business processes and data informatization standards in his spare time, hoping to manage all commodities and purchase, sale and storage according to a unified standard. For more than 4 months, he stayed up every night to check the data and write the standards, and finally included all the products of Metersbonwe into the barcode management.This advanced standardized management thinking has laid the foundation for Metersbonwe's marketing management.Since then, Wang Quangeng has been revived and completed the inventory management system. However, for the young Wang Quangeng, his advanced management thinking is difficult to be recognized by his colleagues.When the company first tried out the inventory management system, due to changes in the process of warehousing and outbound, many managers were not used to it, and some even resisted it. They held a meeting to discuss the abolition of this system.At this time, Wang Quangeng, who had been promoted to the middle level of the company, was very persistent, and finally extended the inventory management system to the warehouses of the whole company. Metersbonwe, with its rudimentary IT management structure, entered the stage of brand operation, and its solid background became a strong support for its expansion. In 1998, when it was gradually accepted by the market, it was difficult for Metersbonwe's small factories to keep up with the rapid growth of sales, so it began to expand the scale and number of foundries. In terms of sales channel expansion, it has also experienced the evolution from small-scale direct sales to large-scale franchising.In the first one or two years, several chain stores were opened in Hangzhou, and later the stores expanded to Shanghai.After the channel scale increased, many problems came one after another. The investment in store rent and staff wages was huge, and remote management was also very difficult. The information construction had just achieved results, so Zhou Chengjian established the production and sales channel Outsourced development strategy. The growth trajectory of Metersbonwe has affected a large number of private enterprises in Wenzhou. Many enterprises have broken through the development bottleneck through the light company path and created a number of well-known brands. Enterprises such as Semir, Aokang, and Red Dragonfly are all virtual business models direct beneficiaries. Informatization, a concept that became all the rage later on, seemed to be on the verge of failure in Smith Barney.For a private clothing company, the late 1990s could not be associated with such esoteric elements as IT and digital equipment.Looking at these historical details, this has become an irrefutable and prophetic fact. Initially, few people in the company could understand the thinking of an "information avant-garde" like Wang Quangeng.His decisions seem to be out of step with the reality. Although the facts have proved that these decisions have put Metersbonwe on the right track, who can guarantee that the future direction will be correct? The pain of the experimenter is that even if he firmly believes that his choice is correct, he can only bear it with difficulty before the future really comes.Fortunately, Zhou Chengjian likes this methodical approach, and the resistance encountered in the actual operation becomes insignificant compared with the results he hopes to see as the helmsman.With the support of Zhou Chengjian, Wang Quangeng's internal reform of the enterprise has been consistently persisted in this way. Later, Wang Quangeng, who was already in charge of Metersbonwe's IT, put forward a cutting-edge viewpoint, that is, Metersbonwe should be a brand operator and integrate the upstream and downstream industrial chains of Metersbonwe through the IT platform. get through.At that time, Metersbonwe was only a regional company, with annual sales of more than 300 million yuan, more than 400 franchisees, and 80 or so suppliers.In Wang Quangeng's plan, suppliers and distributors will use IT systems to implement hierarchical management.To this end, he also designed a flowchart for each level. Such a strategy is too advanced for a small private enterprise, and most of the management do not agree with it.Wang Quangeng is still very forbearing, he leads an IT team, programming day and night.He admitted that he was under a lot of pressure at the time because there were no reference samples in China. A story without difficulties is bound to be untouching. Wang Quangeng's team miraculously completed the programming within one and a half months full of difficulties, and he himself spent one and a half years promoting the system.It was through IT to control the industrial chain that Metersbonwe was able to expand steadily and rapidly in the following years. Today, Metersbonwe still does not have a factory of its own, but maintains strategic partnerships with more than 200 garment manufacturers upstream of the supply chain.In terms of channels, Metersbonwe has more than 2,000 specialty stores across the country, of which more than 80% are franchise stores.These outsourcing partners have maintained the same supply chain rhythm as Metersbonwe on the IT platform honed by Smith Barney for ten years. The original avant-garde were no longer immature in age, but they still had Metersbonwe-style youth in their hearts.They smiled, and they understood the colors that came along the same road in their hearts-the core value of Smith Barney lies in market capabilities, and they outsource production and channel construction that they are not good at. IT management and control has become the magic needle of the sea, enabling enterprises to have strong enough control in the value network.