The road of Internet + industry in the end how to go

Internet + industrial road in the end how to go? -Exclusive review of the red collar group personalized customization mode

Red collar group transformation road not only go through, but also formed a unique model, attracted entrepreneurs from all walks of life across the country to visit. This interview with Mr. Li Jinzhu, vice president of the Red Collar Group, to the apparel industry Red Collar Group as a typical sample for in-depth discussion, review a practice 12 years of history of change in the living case - the Internet + industry in the end how to go on the road.

Revisiting: How did Red Collar embark on the path of customization?

Red Collar has spent more than a decade since 2003, invested hundreds of millions of dollars, and used a 3,000-person factory as a test lab to painstakingly explore and practice upgrading the traditional manufacturing industry, so how did this road get through?

Interview reporter Liu Chengjun (hereinafter referred to as the interview reporter): Mr. Li, hello, I'm glad to accept my interview. Red Collar Group, as a benchmark enterprise of personalized customization in the clothing industry, is famous, and many people have visited the site. This time to talk to you are those site visits can not see the changes, review about the red collar before and after the change of the contrast changes, the official interpretation of the red collar cool special mode and value. Before we get into the formal conversation, please tell us about your career at Red Collar and your area of responsibility.

Li Jinzhu: Vice President of Red Collar Group, Secretary General of China Internet Industry Alliance and Qingdao Internet Industry Association. He has been working in Red Collar for more than 10 years, and has participated in and witnessed the exploration, experimentation and landing process of Red Collar's "building data-driven intelligent factories and C2M cross-border direct sales model, forming a complete solution for the whole process of Internet+Industry"; he has also been the representative of Red Collar for the "International Industrial Internet Conference, Global Logistics and Supply Chain Conference, International Industry 4.0 Summit", and has also worked as the vice president of Red Collar Group. Conference, International Industry 4.0 Summit, Ministry of Industry and Information Technology, Development and Reform Commission, governments at all levels, associations, Tsinghua University, Peking University, Renmin University, China Europe Business School, Ali Academy, etc., to do the "transformation and upgrading of enterprises, Internet +, Industry 4.0, the integration of the two, big data, e-commerce, new marketing methods "and other aspects of experience sharing.

At present, it is mainly responsible for the training, promotion and project landing work of the Internet industry, Red Collar Kute intelligent mode. There is also crowdfunding work for offline stores and buses.

Interview reporter: red collar clothing personalized custom 12 years of practice and evolution, proved that "three feet of ice is not a day's cold" reason. Let's look back at the beginning of the year to try to go to the new model of the situation, that is, in 2003, when the clothing industry, especially the production of western-style clothes supply and demand, the situation of the red collar is?

Li Jinzhu: At that time, the market situation was very good, it can be said that the clothes made out of all rush to buy. However, due to the ordinary clothing production entry threshold is very low, 2 people can do, 10 people can do, 100 people to build factories, 1000 people, 10,000 people are also factories. Some small workshops to buy a machine, hire individuals to start. Some clothing bosses make money after desperately expanding production, on the new production line, open new factories; other industry bosses think that clothing is easy to make money also began to enter in force. At the time, business was also very good for Red Collar, with customers lining up in front of the factory to pick up goods.

Our chairman, Mr. Agent Zhang, saw the pitfalls of this boom. He thought that it would not take long for the capacity to be saturated and everyone would engage in vicious price competition. In order to find a different, can support the future, the healthy development of reason, he ran around the world's best apparel companies, and even cross-industry study of BMW and Japan's heavy machinery companies. Since 2003, he has taken the lead in researching and exploring the customization of clothing.

Interview reporter: Based on which several key reasons at that time let the red collar embark on this long road of exploration?

Li Jinzhu: First, our business owners see the prosperity and the crisis behind the madness, decided to take the lead in the search for the absolute advantage of the blue sea; Second, at that time in the country to do branding, sales is very unregulated, whether it is to do the group single or do the brand, there is no relationship does not deal with the relationship can be said to be difficult to move forward; Third, the domestic enterprises are taking the road of homogenization, you invite spokesman I also invited, you sponsored the Olympic Games I also sponsored, you sponsored the Olympic Games, I also sponsored. You sponsor the Olympic Games I also sponsor, you do advertising I do more than you. Malicious imitation, irresponsible speculation and deceitful treatment of consumers have led to disorder and confusion in competition. Red Collar is determined to create a competitiveness that is difficult for others to imitate in a short period of time.

Interview reporter: Zhang, acting chairman of the brewing start change, present executives, middle management reaction? How was the unification of opinions before the change realized?

Li Jinzhu: any opportunity will go through four stages: can't afford to see; can't see; can't understand; too late ......

A new thing appeared, only 5% of the people know to hurry up and do it, this is the opportunity, long ago is the first opportunity; when 50% of the people know, you do a consumer on the line; when more than 50%, you don't even look at it, it's the first chance to do it; and when it's the first chance to do it. More than 50%, you do not have to look. Red Collar in 2003 when the company decided to transform, in addition to Zhang Dong are opposed. And, in nearly 10 years, we all feel that he has a "nervous disease". In order to unify ideas, Zhang Dong daily meetings and training, the use of internal publicity, physical and our work overtime, and move the office to the workshop and work with us. When the views really can not be unified, the company's legal representative of the identity of the "force through", and commitment to any consequences of their own. With the changes in the market situation, the original production and management model of the problems gradually exposed, as well as the path of the red-collar model is gradually clear, the views of the gradual unification.

Interview reporter: After the chairman of the board, what resistance was encountered in the early stage of implementation? How was it resolved? Like this kind of company change, should be from the outside to the inside, from the top to the bottom of the organizational change and process reengineering, moving a lot, excitement and challenges coexist, to tell you a few specific feel small example.

Li Jinzhu: In the early stages of implementation, after Zhang Dong left the conference room after the meeting, many departments directly said, don't listen to him, we are still in accordance with the previous practice implementation. After a period of time running, Zhang Dong found that there is no result he envisioned at the time, and people do not admit that they did not do as required. After his personal inspection, he found that everyone was acting against the grain and was very angry. Next began to unify ideas and values again. After repeated education, supervision and persistent persuasion, everyone insisted on doing down to find that his requirements are still reasonable, and then the implementation of a much better.

In the process of transforming the production line into a flexible production line from the traditional big stream, we also encountered heavy resistance; in order to ensure the quality and efficiency of the transformation, the small transformation is carried out at the same time as the staff work. Changing the six sets of clips on the hanging racks to four sets should be considered a very simple matter. Before the modification, the team had already held a mobilization meeting, the workshop radio had been broadcast for several days, and each employee was given a copy of the modification instructions, which described the benefits of the modification and how to use it in graphic form, but it still aroused the dissatisfaction of some employees. One of the employees approached me directly and asked me why I changed it. He asked me why I had to change it and why I kept changing it every day. I worked for two hours, but to no avail. When she left, she said, "If you keep making changes, I will quit tomorrow. We will definitely keep changing it, and she really never came back. The list goes on and on.

Interview reporter: Change is a continuous process, with a greater impact of change events in the phase of the performance, in change management called "milestone events", please review the process of up to 12 years, what are the milestones that occurred, and finally have the current good results.

Li Jinzhu: We can't really summarize or remember any major milestones in Red Collar's change process. Because every step of change is difficult, there is no experience to learn from, no precedent to refer to. Every step forward, before we could reap the joy, we had to face another even more difficult task. There is no time or thought to leave a footprint on the path or think about anything, all I think about every moment is how to go on and how to accomplish the task.

Interview reporter: The transformation of the traditional enterprises of the Internet, from the management point of view to understand, is a process of organizational reengineering and process re-engineering, people and organizations, the positioning of the duties of the process of re-determination. Haier and Midea changes in the home appliance industry have also shown this point. What is the most difficult part of this change? Specifically should go top-down, or bottom-up path?

Li Jinzhu: In terms of Red Collar's experience, our organizational change is ripe for the picking. We believe that organizational reengineering and process change must go hand in hand with an enterprise's business model, business philosophy and management level. If the development or innovation of an enterprise is pinned on organization and process reengineering, it will surely fail. Because the organization, process and business model, business philosophy and management level does not match, will not only cause organizational chaos will also affect the development of business and normal operations; if the enterprise's business model, business philosophy and management level of major changes or changes, the organization and process does not change, but also a serious obstacle to or a drag on the enterprise's business and operations. Therefore, these two aspects must be complementary, mutually reinforcing, coordinated and synchronized.

Interview Reporter: Regarding the company's organization and management changes, generally speaking, the top management is exposed to the most external and operational information, and inspires the greatest determination to change. While the main eyes of the middle and grassroots employees are still within the company and their own positions, they will internally assess whether this change has any impact on their own interests and the interests of their departments. Whether they can truly mobilize, cooperate and support the change will determine how far the reform can go and whether it will succeed or fail. Could you tell us about the performance of middle and junior staff in the change?

Li Jinzhu: First of all, we must deal with the impact of the change on the interests of the staff, especially to make the staff believe that the change will bring benefits to the enterprise and himself, and if not change the significant impact and loss will occur. Secondly, it is sincere communication and methodical education and guidance. Water can carry the boat can also overturn the boat, the middle and grass-roots level are overloaded enterprise this big boat of water, do not let everyone on the opposite side, to let the vast majority of employees embrace change, and make concerted efforts to promote change.

Interview reporter: In the long process of change, will certainly encounter all kinds of difficulties, entrepreneurs worry about the unknown, to a large extent, affects the determination to change. How do you control and minimize the risks of change?

Li Jinzhu: This is a difficult question for me to answer. Successful entrepreneurs are not necessarily risk-takers but certainly "prophets". The most important quality of an entrepreneur is his vision, realm and foresight; they will not insist on a future that they do not even believe in. The most effective way to avoid risk is to stick to it. Once you have decided on a direction, you will not be distracted, you will not hesitate, you will not hesitate, you will not follow blindly, and you will not slack off.

Interview reporter: It is said that the company is now completely in the Internet office environment, leaving the Internet can not office. What is the current organizational structure of Red Collar? What are the key differences compared to the traditional structure?

Li Jinzhu: Red Collar's current organization is a strong, flat, self-organizing one that completely breaks down organizational and departmental barriers. Red Collar's source theory management model breaks the original state of departmental fragmentation, changes the limitations of the line of sight caused by departmental division of labor "to the leadership", all nodes consider how to maximize customer satisfaction, consider how to meet the actual needs of upstream customers, and at the same time, consider the commitment and contract of the production process, so that output At the same time, we consider the commitment and contract of the production process, so that the output products and services can meet the demand and be suitable for production line production. This self-organization mode of de-departmentalization, de-sectorization, and maximizing the release of each employee's creativity is a change and innovation of classical management theory (Weber's theory of hierarchical organization, Fayol's general management theory, Taylor's theory of scientific management, etc.).