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    "Six Pulse Sword" Of Competitive Strategy Of Clothing Brand

    2008/4/30 14:18:00 77

    The "Six Pulse Sword" Of Clothing Brand Competition Strategy.

     

    So far, the research on the type of enterprise competition strategy has some new competition theories, such as blue ocean strategy, user integration strategy and system integration strategy, besides the relatively authoritative Michael Porter's cost leadership strategy, differentiation strategy and centralized strategy.

    Based on the existing theory of enterprise competitive strategy, this paper reviews six typical clothing brands respectively, with a view to providing reference for the strategic operation of domestic apparel brands.

    ZARA's "fast fish eat slow fish" -- Blue Ocean Strategy

    ZARA is known as "DELL computer in fashion industry" and "Swatch watch in fashion industry". It is considered to be the most valuable brand in Europe.

    ZARA's competitive strategy can be attributed to the blue ocean strategy:

    First, the theme sentence of ZARA is "affordable fast fashion".

    ZARA insists on the principle of owning and operating almost all chain stores, and investing a lot of money in building its own factory and logistics system, so that "five fingers can grasp the needs of customers, and the other five fingers control production", so as to respond quickly to market demand and provide customers with "affordable fast fashion".

    Secondly, the coordinates of ZARA "elimination - reduction - increase creation" are:

    "Six

    Finally, ZARA's blue ocean strategic layout map can be briefly described as:

    "Six

    In the turbulent market environment, the basic logic of enterprise competition has changed. The success of competition depends on the prediction of the market and the quick response to the changing customers' needs.

    In this competitive situation, the core of an enterprise strategy lies not in the product and market structure of the company, but in the ability to respond to it.

    The goal of strategy is to identify and develop organizational capabilities that are difficult to imitate. In the eyes of customers, such organizational capabilities will be a sign that an enterprise is different from its competitors.

    ZARA realized the rapid reaction to the market through the internal business process reengineering, and made it the core competitiveness of the enterprise, thus achieving the separation from other brands and entering the blue ocean.

    At the same time, this quick response capability will become a powerful weapon to hinder the entry of competitors in the future.

     

    The designers of ZARA launch about 40 thousand designs each year, and 10 thousand of them will be adopted, some of which are similar to the latest design of advanced women's wear.

    ZARA often uses cheaper raw materials to launch clothes that are almost the same as high-end fashion brands, and the price is much lower.

    ZARA's FastFashion system is built on the basis of information exchange in various parts of the supply chain. This includes information exchange between consumers and store managers, shop managers and market commissioners and designers, designers, and finished product line workers, buyers and distributors, warehouse managers and distribution personnel. Through the efficient use of IT technology, ZARA has achieved rapid response to the market.

    In addition, the positioning of "first-class image, second-class products and three price" reflects ZARA's strategic intentions.

    In particular, the "first-class image" - the super large business area, the gold business area adjacent to the top brands and the goods that are high in time, have formed a strong psychological experience for the customers.

    It goes without saying that H&M, which is represented by ZARA and FastFashion, has the same effect. From Sweden's low-end retail fashion giant H&M, in addition to the market price fixing 30% lower than ZARA, in recent years, it has been working with high fashion designers frequently to enhance the value of its products.

    In 2004, the hero of H&M was Karl Lagerfeld of the fashion world godfather, and the heroine in 2005 was the famous Stella McCartney - GUCCI designer, and the talented Holland brother, Victor&Rolf, was invited in 2006.

    The ultra low price strategy and the high-end product concept have overturned the popular brand's mediocre, cheap and luxury brands, and have satisfied the appetite of the masses.

    The low price, strong experience and fast speed of ZARA and H&M provide excellent reference for domestic fashion leisure brands like Metersbonwe.

    Metersbonwe's "no ordinary road" -- quasi Blue Ocean Strategy

    Under the pressure of more and more strong foreign brands such as ZARA and H&M, Metersbonwe's native fashion brand is also actively pforming.

    In fact, before ZARA, H&M and other brands have not officially entered the mainland market, Metersbonwe's Strategy Department has been studying ZARA's operation deeply.

    Today, the student of Metersbonwe has become more and more beautiful in some aspects.

    Metersbonwe mainly improves customer experience value from four aspects: Super flagship store, cultural marketing, star effect and CEO-MARKETING.

    2000th shops in Metersbonwe East Road, Shanghai? Script src=>

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