Acer Tide Jewelry Shop

2006, when the boss has been home location local jewelry companies in the Hong Kong-owned jewelry tide Acer brand and regional local brands under dual attack of the implementation of a large-scale store expansion strategy, the year 55 new stores nationwide, impressive. However, a substantial upgrade in the market share, while president of Liu Chong Bin has noted, the company's cash flow is slow, increasing pressure on costs, inventory growth rate is far greater than the rate of expansion stores. This is a bad signal.
Jewelry industry is a typical capital-intensive industries, especially in order to Xiang clamp type diamond products are the main tidal Acer, each finished product and raw materials are worth thousands, tens of thousands or even hundreds of thousands. This means that each open a store needs to increase capital spending by millions. In the traditional management model, a lack of communication between the store and the store, store and headquarters information is not so inefficient financial settlement issue is often caused by a stock of goods in the market and not selling; and stores Strong Sales of products, the headquarters often failed to have adequate inventory reserves, production and marketing out of line. Thus, on the one hand, a large number of sales opportunities can not grasp; the other hand, inventories are at a disproportionate amount of funds used to be enlarged. Moreover, the lack of a cure quickly copy management model to manage the rapid expansion of stores has brought great pressure. Do not solve this problem, the rapid expansion strategy will not landing.