Mysterious strength behind SHEIN and TEMU.

Editor-in-Chief: This paper comes from BreandsFactory (ID: BruandFactory 2049), a branded public branding factory, author: Shevinu, authorized by the state of entrepreneurship.

After a five-year buyer from SHEIN, Arley recently received a specialoffer: an investor sent olives and asked whether she intended to start her business.

She was somewhat shocked by the fact that her work had been so valuable that it was first reflected in wages. In the cross-border industry, the situation of buyers has increased.

TEMU paid up to 40,000 five-month monthly salary. In the digging of SHEIN and TEMU, buyers are core positions.

Who are buyers?

The buyer’s counterpart is the Fashion buyer. Prior to joining SHEIN, she had spent several years in a traditional branding brand in a broad east, where she had learned a teacher about how to do a competent buyer. Her teacher, who had grown up in Esprit, a former port-owned enterprise, was the first domestic buyer.

“In the traditional garment industry, sometimes too advanced designers may design something that is not legally acceptable in the market, requiring buyers who understand the market to take the designer’s direction in the market. The position of buyers is intermediate, and they are neither completely biased in sales nor in favour of products.” At the time, the expert was briefed by Dr. Shinya.

However, in the economic age of Internet attention, SHEIN has redefined its buyers.

“It is a product manager of Internet companies: they follow the factory of similar processors and face consumers externally.” An investor introduced. According to media reports, SHEIN’s designers and buyer teams numbered 300-400.

They are also “secret weapons” on the rise of SHEIN.

The imagination of the buyer was the wearing of fresh lights, the folding of time shows, the wearing of pockets, the valuing of real buyers at the moment, and her work was complex and fragmented.

Organization charts for self-styled branding

Dr. cold-blood told the brand factory that buyers had to go back to 1990 and were mainly brought by porters. At that time, a large number of port brands entered the interior of the country, bringing buyers to this position. The position of the port company, in turn, is derived from the English name “Fashion buyer” from the Americas.

According to Dr. cold, the term buyer was first born after war. Buyers are developed by traders as a player. Traders were initially intermediaries, and buyers were in fact intermediaries who were the bridge between designers and customers.

Buyers have been in home in China for more than 30 years, and buyers have experienced various changes in home-grown jobs, and buyers have also changed from past experience to reliance on large-scale data analysis, although in the opinion of Dr. Cold, the essence of buyers has remained unchanged, “the essence remains to replace consumers in buying what they believe to be bought by consumers”.

“The most important work of buyers is to buy what customers need, and their ultimate aim is to sell what they buy from them.”

Dr. cold explained that, in practice, buyers were a procurement, but where the procurement was fundamentally different, the buyer was responsible for the results of the sales. The garment industry also has raw material purchases, but this position is largely based on demand for production and is not directly market-oriented. The most important thing that buyers buy back is to ensure that it can sell and not become banks.

Dr. cold-blood indicated that, from 1990 to 2010, buyers had been present, but that indigenous enterprises had used little, mainly as a position for foreign firms and international brands.

Nearly after 2010, local firms began to focus on buyers because of increased market competition. The original substance was scarce in the years when it was produced, markets sold, manufacturing dominated markets and consumers chose less. However, with the development of domestic time-consuming industries, especially the emergence of electric power providers, the branding of garments on the market has taken place, and many indigenous enterprises have begun to experience stock pressures.

“When they had previously felt that there was sufficient sales for designers and no need for buyers.”

In theory, sales also know markets, but sales are too market-oriented and marketing does not have the capacity to follow the designers’ dialogue. In theory, buyers are a group of people who know both designers and market trends, who can serve as a bridge between them.

Following the outbreak of mobile Internet after 2010, in particular the epidemiologist epidemic, more people began to find buyers and even designers, so many companies turned designers into buyers or wanted designers. “The major development trend is that buyers need increasingly to focus on data analysis.”

As time develops, buyers, the group, have begun to divide.

Early buyers developed in traditional firms do not focus on data analysis, and they feel primarily at their own time, especially small-scale enterprises.

Traditional companies have also developed a large number of buyers, previously known as the port of Essprit, Zundan. In particular, Esprit, the largest garment port in China between the 1990s and 2010, peaked at over 100 cities in mainland China, with over 1,000 door shops.

Compared to the purchasers of traditional companies, the purchasers of these Internet companies, SHEIN’s back-end chains, such as commercial entrepreneurship and procurement, have been compressed, planned and procured have been handed over to the system, they have been pushed to the front end, they have focused on operations and data analysis, and SHEIN’s buyers are more biased towards a single buyer, looking at the front end’s type of buying, and then moving directly to the back-end plant system.

In particular, he pointed out that, although there was no difference in nature, Internet buyers and traditional buyers differed significantly in working methods and schedule of work, with Internet companies moving faster and the most extremely less expensive. SHEIN’s name is that it is likely to introduce new sections 2000-5000 a day, each of which may produce only hundreds of items, with an annual introduction of millions. Compared to traditional companies such as Zara, one year