"September Wolf is a leading domestic enterprise in the fast-moving consumer goods industry. The global financial crisis had a severe impact on China's export-driven economic development, but at the same time, the domestic market opened up unprecedented opportunities. Over the past two years, September Wolf has experienced its fastest growth phase, which is now being referred to as a period of rapid expansion.
In August, Xiamen remains hot, and Zhou Shaoxiong, the head of September Wolf, spoke with reporters about the company's "wild growth." While he acknowledges that rapid expansion is a positive sign, he also emphasizes that it comes with challenges. Looking ahead, the company plans to continue innovating through its "scratch-detox" business strategy, aiming to refine its operations and maintain sustainable development.
On August 4, 2009, the Shanghai Composite Index reached 3,478 points, marking the highest level since the start of the financial crisis. At that time, the total market value of the stock was just over 4 billion yuan in Fujian Province. However, for September Wolf Industrial Co., Ltd., the company’s current market value is now approaching 9 billion yuan, showing impressive growth.
The company has faced some challenges along the way. In July 2010, several brands, including September Wolf, Jeanswest, and Scarecrow, were exposed by the Beijing Municipal Bureau of Industry and Commerce for quality issues. The company later clarified that the products in question were manufactured by an authorized partner and met all relevant standards at the time. This incident highlighted the need for continued improvement in their business model and brand management.
When asked about the company’s vision, Zhou Shaoxiong said, “Our goal is to become a Chinese version of American POLO.†He acknowledged that while they are still small, they are working toward building a mature business model similar to that of POLO. He believes that POLO represents not just a clothing brand, but a successful and scalable business approach that has achieved global success.
In 2009, POLO generated over $11 billion in sales revenue, making it a highly desirable benchmark for Chinese companies like September Wolf. According to the company’s 2010 interim results, operating revenue for the first half of the year reached 973 million yuan, a 10.67% increase compared to the previous year. Net profit attributable to shareholders rose to 123 million yuan, a 31.12% year-on-year increase.
Despite these achievements, the challenge remains: how can September Wolf grow faster and close the gap with POLO? Zhou Shaoxiong admitted that while the domestic apparel industry has moved beyond the era of simple expansion, the company must focus more on internal management and brand building. He emphasized that relying solely on men’s clothing would not be enough to achieve the scale of a global brand like POLO.
To stay competitive, September Wolf has been exploring new strategies, including diversification across product categories, series, and brands. This includes expanding into men’s suits, jackets, shirts, pants, socks, as well as children’s and women’s wear. The company is also experimenting with youth culture and designing more expressive outfits for the post-90s generation.
Zhou Shaoxiong also mentioned the company’s interest in diversified investments beyond its core clothing business. “If we have ideas and take action, we can succeed,†he said. While there is no clear target for mergers and acquisitions, the company is open to exploring new opportunities in the future.
Regarding the “toxic clothing†controversy in late July, Zhou Shaoxiong did not seem overly concerned. Instead, he viewed it as an opportunity to raise awareness about clothing safety. He explained that the tested products were from 2007, and while one component (spandex) did not meet the updated standards, all other indicators were compliant. He stressed that the material used is safe and does not pose any health risks to consumers."
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