From the stitch of the delicate lines to the bricks-and-mortar efforts, Chen Qinlin and his Saint-Querang have an amazing kingdom of apparel and real estate in Changshu. The financial crisis, once again confirmed the business wisdom of Wenzhou businessmen. One of the mysteries lies in: continuous focus and product development, maintaining a balance of potential energy in a diversified expansion. In addition, the balance of potential energy is not the overlap of potential energy. Clear brand positioning and expansion strategy make it a successful anti-risk model. CFW = China Fashion Weekly "China Fashion Weekly" C = Chen Qinlin Jiangsu Shengke Long Garments Co., Ltd. Chairman CFW: The financial crisis may induce weakness in the consumer market, why the Seguran can have a strong "pressure" capability? C: Last year was the most popular year for the Group, with almost 50,000 jobs. My analysis of several factors, first of all, the customer base by the Group of wholesalers and brands, the confidence of the market frustrated, many customers began to reduce the inventory, the demand for external orders increased. Second, the opportunity to buy bargain hunters, which provides the opportunity for the construction of the team of professionals professionals. In addition, as the garment manufacturing process tends to be complicated, it also offers opportunities for the growth of its own products. CFW: R & D capabilities of enterprises for the advantages of free market competition in the market space? C: It is important for the brand to provide "freshness." Some companies in April after the fall of new orders will be finished, product development will come to an end. For Saint-Laurent, its development awareness and ability are strong, there will be a new 3-5 days. In addition, it will promptly respond to the best-selling models in the market and promptly make appropriate orders. Changshu regional clothing price advantage is also very obvious. To a jacket and cotton jacket, for example, compared to 120 yuan processing fee elsewhere, Changshu only 60 yuan. CFW: How to maintain brand "freshness"? C: "freshness", the hardest is the grasp of the design style. If there is a good management culture and mechanism of formation, the brand's "market hit rate" will be high. One of the biggest feelings is that Changshu boss will often drill to the fabric market to see, they tend to be more active in information communication. CFW: Valeo's business involves clothing, real estate, hotel industry and other diversified industries. Apparel industry in the entire group in what position? C: The garment industry is still the main business of the Group. Diversification, but also many ways to expand business potential. But I think that industry is the foundation. I really like the apparel industry and I will not give up nurturing and investing in the industry at any time. CFW: For the apparel business itself, the company also built a "diversified" brand echelon. C: At present, the Saint-Valet Group owns the three brands of Saint-Quentin, Danger and Gore-Tex. Each brand's product positioning is quite different. "Saint-kelang" brand occupy the mid-range casual men's wholesale market, "GORONTEK" located in the domestic high-end casual men's market, "Dan Tiger" is facing the high-end retail. CFW: These three brands of terminal channel mode will be carried out? C: "Danger" exploration of the channel mode is worth attention. The expansion of the sales network by the tiger mainly by 4-5 regional distributor to directly manipulate. They are responsible for the regional branch, but also the holders of shares in the group, with their own product regional style development autonomy, an independent organization of ordering. The benefits of doing so are more regional relevance through decentralization and incentives, product portfolio and market development. Of course, we will be the brand's overall style and image planning to do a unified direction of the lead.