LuxSea Boutiques创始人汪峰： 年轻投资精英的成功“二 …

LuxSea Boutiques创始人汪峰：

年轻投资精英的成功“二次创业”文 / 周杨、黄杨子

《福布斯》中文版近期首次推出《中国30位30岁以下创业者》榜

单，LuxSea Boutiques创始人汪峰校友（MBA 2007）榜上有名。

在《福布斯》杂志看来，他为欧美二线时尚品牌铺就了一条进入中

国市场的“高速公路”。拥有令人称羡的投行背景，汪峰在美国加

州就读大学期间就创立了GreatDogStore，成功赚取了100万美元的

“第一桶金”。年仅28岁的他在中欧获得了MBA学位之后即开始了

“二次创业”，从品牌销售到品牌代理、从线上销售转向线下，两

次成功转型帮助LuxSea跨越瓶颈，实现飞跃，预计LuxSea来年销售

额将逾千万，并计划于今年开设至少五间实体店，其中第二家实体

店已于5月16日在环球金融中心开幕。

The Business Side of Fashion

Frank Wang (MBA 2007) made his first US$1 million when he was still a university student in California. That was from his e-commerce start-up with the quirky name, GreatDogStore. After he finished his CEIBS studies, the 28-year-old launched another company, LuxSea Boutiques. Before the end of its third year of operation, LuxSea had annual sales volume of over

RMB10 million. Known for its online success, it plans to open

five more physical boutiques this year, including the one opened in Shanghai’s upscale SWFC Mall on May 16. It comes as no

surprise that Wang made Forbes China’s first-ever list of “Top

30 Chinese Entrepreneurs Under 30”.By Echo Zhou &

Huang Yangzi

LuxSea Boutiques Founder Frank Wang:

TheLINK：拥有摩根大通的骄人投行背景，在中欧就读MBA期间曾在花旗、安盛等金融巨鳄实习，是什么原因让你放弃这些知名企业的高薪工作机会而选择创业并且是跨行业创业呢？

汪峰：首先就个人兴趣而言，我从不觉得和女孩子逛街是件很痛苦的事情，对女性的穿着打扮也比较有感觉。后来就读中欧时应聘了LVMH集团，我据此发现奢侈品市场在中国有着很大潜力。2009年临近毕业时，我一方面觉得可以重返金融业，另一方面又对奢侈品与时尚行业非常热爱，恰巧时逢全球金融风暴，金融业的就业状况并不理想，所以最终选择了后者。时尚行业竞争激烈，但我们选择了一个相对尚未饱和的市场：这些年中国人的收入水平在提高，但购物选择却只有两种：到底是买500元的衣服还是5000元的衣服？其间巨大的价位空档在国外有很多成熟的品牌，所以我们就顺理成章地开始做了。

TheLINK：中欧的学习对你的创业之路有着怎样的影响？汪：中欧带给我的最大帮助就是人脉关系圈，我们的校友都很给力，创业至今在很多事情上我都得到了中欧校友的帮助。其次，本科阶段我就读的是美国加州的一家商学院，毕业后在摩根大通银行的香港分行工作，因此中欧的学习对我而言是截然不同的体验，可以学到如何在内地的市场环境中做事。

TheLINK：LuxSea从2009年年底创立至今取得了非同凡响的成绩，至今代理了43个欧美时尚品牌，并于今年五月在上海开出了两家实体店，你们是如何做到的？

汪：起初我们向欧洲的大批发商购入库存或换季产品在国内销售，一年后遭遇了发展瓶颈。从长远而言，没有产品代理权很难持续做下去。当时除了大众熟知的高端品牌外，我们还尝试销售了一些二线设计师品牌。出乎意料的是，由于美剧和好莱坞明星街拍照的风行，我们发现这些品牌的销量甚至比知名品牌更多，于是我们转而开始签下这些品牌的代理权。到2011年上半年，我们已将之前占80%左右业务量的

大学期间赚取100万美元的“第一桶金”。

万美元

1st US$1 million

earned in college T h e L I N K: Yo u h ave a n i m p re s s i ve

professional background in investment

banking, including a stint at J. P. Morgan.

While doing your MBA at CEIBS, you

worked part-time at Citibank and AXA

Group. What made you give up those well-

paying jobs with prestigious corporations

to start your own business in a completely

different industry?

Frank Wang: While I was at CEIBS, I did an

internship at LVMH Group and discovered that

China’s luxury market has a great deal of potential.

When I was nearing graduation in 2009, I was torn

between my wish to return to investment banking

and my eagerness to explore luxury and fashion.

Eventually I took the latter path as there didn’t seem

to be a promising future with investment banks

because of the global financial storm at the time.

There is, understandably, a lot of competition in the

fashion business; but we chose a market that had

enough open space for newcomers. We observed

that while the Chinese had increasingly more

disposable income, they had only two choices when

purchasing clothes: items that cost RMB500 or

those that cost RMB5,000. Between those two price

ranges there is a lot of room for fashion brands to

market their products and be profitable; there are

examples all over the world. So – voilà! We were in.

TheLINK: Did any aspect of your CEIBS

MBA influence your decision to establish a

start-up, or help in any way since the launch?

Wang: The greatest benefit that I get from CEIBS

is its alumni network. We have a wonderful group

of alumni who have helped us a lot. And, since

I spent my undergraduate years in a business

school in California and worked in the Hong Kong

branch of J. P. Morgan after graduation, studying at

CEIBS taught me how to play the right cards in the

Chinese mainland.

TheLINK: Since it was launched at the

end of 2009, LuxSea has made considerable

progress. It is now the marketing agent for

43 European and U.S. brands and opened

two physical boutiques in Shanghai this May.

How did you manage to accomplish all this?

Wang: At first we bought overstocked or out-

of-season stock from large wholesalers in Europe

and sold them in China. But we encountered a

slowdown a year later, because we couldn’t move

ahead without agent rights in the long-run. In

addition to the best brands with a lot of visibility,

we also tried some second-tier designer brands.

We found, to our surprise, that those second-tier

brands sold much better than first-tier ones. These

were brands that had become popular among young

Chinese because TV series and Hollywood fashion

photos paired them with celebrities. Therefore, we

acquired the rights to those second-tier brands

and became their agent in China. By the first half

of 2011, we had changed our original model of

focusing 80% of our business on big brands, like

Gucci and Prada, to the current brand agent model.

This transition came at a cost, and there were short-

term losses. Fortunately, sales volume had been on