Casual Wear Brand Terminal Choose Virtual Channel Or Big Store Strategy?

How to choose between virtual channels and traditional shops or even big stores, or if the two have both and find an effective balance, it may be necessary for leisure wear brands to make constant attempts at terminal building.

At the end of last year, in the cold and pressing Beijing, the official start of the project of the national university student venture fund of the group of Bel group was very warm.

In this plan, 100 million yuan was invested in the plan, which will provide training for students' Entrepreneurship and management knowledge, teach brand management and entity management concept, and plan to help 10 thousand college students realize their dream of starting an undertaking in 3 to 5 years.

The media commented that this is an exploration that the company seeks to balance between corporate profits and social responsibilities.

In fact, the exploration of the company's production and operation is more than that. At the end of 2007, the "virtual operation" as the basic business framework, it changed again on the virtual road, and put forward a new marketing mode of "virtual channel".

Since its establishment in 1995, the company has always attached great importance to the idea of virtual operation. The company believes that virtual operation is a combination of external resources and internal resources, so as to achieve the expansion of business functions and business performance. This is also the development mode of many casual wear enterprises in Wenzhou.

And how to build and manage the marketing network has become a problem that some enterprises have already taken into consideration.

"The traditional sales mode requires physical stores, but in recent years, the cost of shops has been climbing steadily. This is a serious problem for positioning the popular casual wear brand," said Zheng Xiudong, chairman of the group. "Only good products have no good channels."

Therefore, channel change is very urgent for the company, and it is difficult for enterprises to achieve sustainable development without opening up new sales channels.

In the company's view, virtual channels have at least three advantages.

First of all, enterprises can directly display the products directly to the consumers, answer relevant consults and accept orders; secondly, enterprises can not be restricted by time and space, but not through wholesalers and retailers, and achieve product sales through online order supply, so as to reduce operational links, reduce the cost of product storage and channel operation and paction. Third, it can interact with consumers to interact with each other and change the current situation that enterprises are unable to understand the needs of consumers, and achieve information symmetry.

The construction of virtual channels reflects the characteristics of the overall marketing led by the company's marketing concept directly responsive to market demand.

By effectively utilizing the advantages of low cost and strong interactivity in e-commerce mode, we should deepen the communication quality with customers, so as to better pport products and realize the output of personalized services, thereby enhancing the brand value added by Brad.

The company plans to use the Internet to provide timely services to customers through virtualization integration.

At the same time, the company has set up a network marketing division, and plans to create more than 1000 pairs of network stores in the next 3 to 5 years.

Zheng Xiudong regards the virtual channel as a revolution of marketing means and technical means around the virtual management culture. "Every enterprise has its own strategic objectives. According to the different objectives, the corporate culture is different."

Whether it is to develop virtual operation or develop virtual channels, we must focus on virtual culture.

Zheng Xiudong said.

But it is also a virtual operation. It seems that not all leisure wear brands choose to virtualization channels.

According to industry media reports, domestic leisure wear brand store strategy is in full swing.

In Xi'an East Street business circle, the total business area of Metersbonwe, Semir and YISHION stores is 200 million square meters. Hangzhou Yanan road takes Metersbonwe Hangzhou flagship store as the center, and JASONWOOD, Taiping bird, YISHION and other brand stores are gathered. It seems to be the "concentrated place" of the flagship store of casual wear brand.

At the same time, seven wolves in Beijing, Shanghai, Guangzhou, Xi'an and other places to develop 40 "men's living hall" plan has been launched; Lining in Shanghai Nanjing East Road "Sports City" has also opened.

It is predicted that the competition for casual wear will probably intensify in 2008.

In the history of Chinese casual wear, Giordano, JEANSWEST, burglung, Baleno and so on took the lead in entering the Chinese mainland market in the early 90s of last century. They brought the fashion trend of clothing and the retail mode of chain operation, and became the leader of Chinese clothing including the leisure clothing market. The Chinese casual wear also ushered in the first generation of "Hongkong brand" era. After ten years of development, the Chinese mainland casual wear rapidly rose and gradually dominated the Chinese market, which is the "domestic brand" era of casual wear.

During this period, the domestic brands also had different brand names in different fields due to the different age of positioning. With the emergence of domestic leisure brands such as Metersbonwe and YISHION, and the emergence of Fujian leisure men's wear and sports leisure brands, the rise of China's leisure clothing brand group has sprung up. In the past one or two years, fashion brands such as ZARA, H&M, C&A and GAP have entered China in succession. These foreign parity fashion brands not only sell well in Shanghai and Beijing stores, but also announce their plans to expand the Chinese market, and the leisure market is about to face the "third generation" competition.

But this time, because of the participation of international brands, there is no doubt that there has been some increase in the smell of fire.

Since 2007, the focus of brand competition at home and abroad has been reflected in the channel competition.

These factors have intensified the upgrading of the domestic casual wear market, and the resources, products and markets of the leisure apparel industry are changing. The industry is reshuffling, the strategic pformation of enterprises and the upgrading of products. In this context, channel pformation and upgrading, terminal pformation and upgrading have also begun.