The project's introduction, hotwind, which began in 1996 as a fashion capital — shanghai — has so far evolved into a well-known home-grown collection of designs, preferences and sales, with selected fashion chains covering footwear, clothing, bags, accessories and some fashion items. Hotwind currently owns over 500 brand-sharers, with a distribution network covering nearly 90 large and medium-sized cities across the country, such as shanghai, beijing, shenzhen, guangzhou, nanjing, chengdu and chongqing, and forming strategic alliances with many well-known national and foreign commercial sites, such as han long, da hwa city, lefuzh, wanda and yoshishima. Hotwind owns four of his own brands - hotwind, ned. Nedy, lando. Rode, offcos. Hotwind: represents natural comfort, fashion leisure, atmospheric spilling; ned. Nedy: comes from “fashion soul”, from “fashion soul”, from “city sutra”, from “city”, from “system, taste, atmosphere”; offcos: comes from “right choise of course”, from “victory, personality”. Hotwind operates commodities that are both mature and young, with different styles of formality, leisure, street, sports and so forth, leading many directions to urban trends. Hotwind has a solid fashion-seeking, life-loving, personal style-oriented, quality-oriented, and value-based core consumer groups, with a focus on providing them with a sustainable fashionable product, a live-in shopping environment, easy-to-reach prices and high-quality and caring services. Today, hotwind’s popular monographs often dominate the television channels of many fashion magazines, such as elle, rilly, fashion and oriental watch, and are an important feature of the current season in conjunction with the prediction of the next season’s trend. Hotwind’s business model, branding and corporate integrity are also the subject of numerous commercial media coverage. Hotwind has qualified market development potential and is committed to the continuous optimization of branding as a leader in the selection of fashion retail markets. (b) the executive branch of the executive branch; this usually requires information on their own operations, objectives, market positioning, etc. Branders visit partner slots: upon receipt of an application, brands may visit partner slots (sales points) to assess their marketing capacity and market impact. In addition, they may assess the credibility of partners, operational strategies, etc. Internal audit of the company: the brand will conduct internal review of partner applications and findings. This process may include discussions with the relevant department or team to determine whether to cooperate with the partner. Bonds: if the brander decides to cooperate with the partner, the partner may have to pay a certain amount. Bonds are usually intended to ensure that partners are able to meet their obligations under contracts and to safeguard brand interests in potential disputes. Contract: after all conditions have been met, the branding party and the partner enter into a formal cooperation contract. The contract details the rights and obligations of the parties, the terms of cooperation and any possible consequences of non-compliance. (b) accompanying alliances to support the integrated management of the supply, dispatch and return of commodities by the our support01/branders, free from partners ' cash flows and free from stock pressure; inventory 02/whole-source goods are priced centrally by brands (including promotional activities, etc.). The former 50 door stores were exempt from performance bonds, brand royalties and operating management fees, totalling approximately $230,000/stores。policy support