Qiu Guang And Chairman Of Semir Group: Achieve U Reversal With Zero Mentality.

Qiu Guang and his founding

In 20 years, it grew from an obscure clothing small business to China.

The leading industry of the production industry, Semir's every move is concerned by the entire clothing industry and capital market.

At the end of February, at the latest exhibition of the company, Semir

Autumn orders grew by about 10%, while children's brand balbala's autumn orders grew by 20%. In March 28th, Semir clothing's 2015 annual report showed that in 2015, the company achieved a total revenue of about 9 billion 454 million yuan, up 16.05% from last year's corresponding period, and realized operating profit of 1 billion 796 million yuan, up 21.82% over the same period last year.

When many clothes enterprises fall into the trap of "high inventory", "declining performance" and "closing shop tide", why did Semir's performance grow vigorously? With a series of problems, the reporter went to the headquarters of Semir group in Ouhai, Wenzhou, and interviewed Qiu Guang and he.

Achieving U inversion by returning to zero

As soon as he entered the office, Qiu Guang stood up from his desk and hurried up to the interview. He raised the interview outline which was sent in advance by reporters.

Qiu Guang and smiled, "you see, I am very pragmatic and I have done my homework."

Qiu Guang and his gentle and honest parents could not see the ups and downs of decades of business.

Qiu Guang and he said he was not good at socializing, he didn't smoke, he didn't understand wine culture, he hardly attended any social activities.

But things related to Semir never fall.

"Careful calculation, after the Spring Festival to now, do not include a business trip, there will be 42 days for the meeting."

Take April, on the 8 day, Semir Jiaxing logistics warehousing base started laying a foundation; on the 26 day, the Wenzhou Semir Concord International School infrastructure project, which was invested by Semir group, was fully completed; on the 30 day, the Wenzhou the Mixc full interview business jointly built by Semir and Huarun joined the six major brands of Semir.

On trial day, the Mixc set up 128 thousand passenger flow......

In fact, Semir's journey is not calm.

The company's annual report shows that in 2011, when the listing grew steadily in 2011, the operating income of the company decreased by 8.98% in 2012 compared with that of last year, and the net profit attributable to the shareholders of the listed company dropped by 37.81%.

However, in the three years since 2013, the important indicators of Semir's development have been climbing all the way: operating income has increased by 3.26%, 11.7% and 15.74% respectively. The net profit attributable to shareholders of listed companies has increased by 18.56%, 21.09% and 23.16% over the same period.

From falling to rising and then rising all the way, what did Qiu Guang and Semir do to win the turning point?

Back in 2012, at that time, Semir, like most of the garment enterprises in China, encountered difficulties in the industry.

The "climate change" brought by overcapacity in traditional clothing, substantial increase in factor costs, and channel changes under the background of the Internet shows that the "cold current" of the clothing industry has come.

"Transformation is the only way out."

Qiu Guang said, at that time, Semir circulated a phrase: "holding the hands of consumers, always follow the market."

In a calm look, Qiu Guang and the big changes in Semir are brewing: upgrading the upstream and downstream supply chain, expanding the business channel, innovating brand management, accelerating the cultivation of new brands, and integrating the global high-quality resources.

Take inventory as an example. A lot of stock is like a mountain on the head of clothing enterprises.

In the face of the high inventory crisis in 2012, Semir broke through a series of "combined punches": shutting down non-profit stores and opening new stores, vigorously developing new channels, and innovating the supply mode.

By the first half of 2013, Semir stock returned to normal level.

"Zeroing, cohesion and leapfrogging", Qiu Guang explained this great change: the so-called zeroing is to unload the burden and regenerate the passion of starting a business; cohesion refers to the launching of large system and large platform operations, that is, diversification of products, diversification of brands and diversification of channels, and ultimately through pformation and innovation to achieve a qualitative leap.

Push supply side reform, do not lack human links.

Liang Li, a newly recruited employee, received a notice from a company's human resources department, congratulating her on becoming a member of Semir school's BEST program C class.

Not only that, she also received a mysterious "gift package", which included two accounts of Harvard online learning and SK mobile learning, to meet the knowledge level of systematic learning and fragmented learning at any time and anywhere.

And wait for her to have a series of activities such as wired group discussion, Leadership Summit Forum, theme seminar and so on.

"Not every company is willing to take out so much money for staff training, and Semir can always surprise us."

Liang Li said.

"The supply side reform of traditional industries needs to be completed by the end. Upgrading and motivating employees is an indispensable part in advancing the supply side reform."

Not only that, Qiu Guang said, but Semir should also push forward the supply side reform within the enterprise, create new supply and release new demands for employees by institutional change, and create opportunities for them to become partners and bosses, so as to tap and stimulate their intelligence and potential.

From the start of Semir, training staff growth has been placed in the first place.

"Agents and employees are my best people."

Qiu Guang has been saying this for nearly 20 years.

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In 1999, Zhong Da Da, who had just graduated from University, applied for Semir. He started from the supervisor, training instructor, sales and customer service in the store. His diligence and potential soon got the appreciation of Qiu Guang he and took him to the market all over the country and made great progress in his career.

"My core values were built up in Semir, and Qiu Dong shares it without reservation, so that I can enjoy it all my life."

Zhong Deda said with emotion.

At present, Zhong De Da is not only a deputy general manager of Semir Barbara Business Department, but also a partner of Semir, becoming a shareholder of Semir group's Macal project joint stock company.

Qiu Guang and love learning, at the beginning of the Semir electricity supplier department in 2012, he immediately went to Shanghai Pudong cadre college to study for 4 days.

Because of this, Qiu Guang and the cultivation of staff at all levels spare no effort.

According to the data of Semir group, the annual training expenses increase by 30%, and the number of training is covered by the whole staff.

Semir has also worked with many training institutions such as the Yangtze River Business School, China Europe Business School, Shanghai Jiaotong University, Zhejiang University and other institutions to improve Semir's staff training system.

"I hope more employees will acquire the ability and opportunity to be partners and bosses through continuous learning and training."

Qiu Guang and he said.

Wang Yongbao, a staff member, won the title of Semir's "chief quality officer" last year, and was recognized by the industry. He was elected a member of the national textile Standardization Technical Committee.

He is now a manager of Semir Technology Department, and is a new type of talent cultivated by Semir.

On the day of receiving the certificate, Wang Yongbao said passionately, "without Semir's platform and training for all kinds of technology, there would be no me today."

"Leave the risk to yourself and give the opportunity to the agent."

This is the core value appeal of Semir's trustworthy economy.

Qiu Guang and at the beginning of his pioneering work, he actively promoted the culture of integrity and win-win culture, and placed the interests of agents in the highest position.

Under the control of such a cultural concept, Semir's more than 7700 chain stores throughout the country are more than 96% of their profits.

Que Yao, an old employee of Semir for 13 years, began to become the agent of Semir Guangdong Province in 2014.

Mention Qiu Guang and he is very excited: "why choose to start their own business, acting Semir brand, what I value most is Qiu Dong's personality charm, as well as Semir's integrity concept and win-win culture.

Choosing Semir is the most sensible choice in my life. Qiu Dong is like a big parent. Under his guidance, I believe we will go further. "

Ren Zhengfei is most admired by Semir.

"Is it also born out of the traditional clothing industry? Is Semir today a service enterprise or a manufacturing enterprise?" during the two sessions this year, the question of Semir, thrown by Xu Liyi, Secretary of the Wenzhou Municipal Committee, has attracted wide attention.

Qiu Guang and he said that numerous media interviews have been soliciting constantly, hoping to explore the secret of traditional industrial pformation under the new normal from Semir.

"This year is the 20th anniversary of Semir group, and people often ask me why I am successful. I think the reason for Semir's success in the past 20 years is to stick to it and stick to it.

In the past 20 years, we have been focused on the main business, based on the market and meticulous layout, only to do a good job of clothing.

Qiu Guang and he said that in the past few years, countless leaders and friends had worked with him to gain the benefits of business plan and output, and advised him to enter the real estate and financial industries, but they were rejected by him.

"Semir does not add. In the past 20 years, we have only insisted on making good articles on products. The core of Semir's good performance is product innovation and supply chain reform.

For Semir, the most important thing at the moment is to better grasp the pformation of the lifestyle of consumption, and to adjust "what I think customers need" to "what do I need to provide users with" in real big data thinking.

The effectiveness of the reform is obvious.

Over the past few years, Semir has reduced the upstream OEM suppliers from six hundred or seven hundred to more than 200, excluding "low, small and scattered". Over 80% of the existing suppliers are producing large brands abroad, of which 30 are listed companies.

They have absolute advantages in product development, data standardization and turnover speed.

The spillover effect of supply chain reform has driven Semir to pform from self created brand to merger and acquisition, online strategy upgrading, organizational structure optimization, channel resources, consumption resources and production capacity resources, and Semir quickly got rid of the deadlock of high inventory once.

Last year, "double eleven", only 15 minutes, Semir sales exceeded 100 million mark.

In 2015, Semir did not set up an independent e-commerce platform, with online sales reaching 1 billion 760 million yuan.

Despite such dazzling achievements, Qiu Guang and he were not satisfied.

He shook his head at reporters. "Although Semir has been developing rapidly these years, there are still many weaknesses.

My goal is to further promote the development strategy and partnership system of multi brands through 5 years' efforts, and rebuild the two scale Semir in 5 years, focusing on the layout of e-commerce and children's industry.

By 2021, that is Semir's fifth five year period, the realization of terminal revenue of 80 billion yuan.

"No matter in terms of mentality or brand, we are always in revolution."

Qiu Guang and ambitious.

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"No matter how big the scale is, we should turn entrepreneurial innovation into normality.

This is the only way to move towards a better future.

At the Semir new spring cadre meeting, Qiu Guang and the executives said.

Qiu Guang and told reporters that Semir's development in recent years has undergone many innovations.

Whether it is virtual operation, brand innovation or channel reform, commodity upgrading, direct pformation, these are innovative achievements, and innovation needs constant adherence.

"My most admired entrepreneur is Ren Zhengfei, the real" low-key man, high-profile work. "

Qiu Guang and he said that in 1999, he went to Shenzhen HUAWEI company to visit and study. HUAWEI's innovative spirit and management system gave him great inspiration.

After the publication of the winter of HUAWEI, he asked the company to set up a book and organize all the cadres to discuss and learn.

In his view, "compared with HUAWEI, Semir is still a very small business, to" stupid people first. "

Now, as the chairman of Semir group, Qiu Guang and 11 years are not responsible for the specific management of the company, only responsible for the strategy, the specific business is led by the management team of his son Qiu Jianqiang and son-in-law Zhou Pingfan.

Qiu Guang, who was born in poverty, and so far maintained a simple lifestyle and family life, he said he was very family oriented. "My family refers to his family and the big family of Semir."

"My children are excellent. This is also a major factor in Semir's success.

With regard to succession, our family has a common desire. We should make management professionalism and enterprise modernization, and let excellent professional teams manage Semir. We will be shareholders.

Of course, whoever has the ability will manage it. "

Qiu Guang and he said, "Semir is very open. We are not exclusive."