China'S Clothing Marketing Stung By "Fast"

The competition among enterprises is not a competition in one link, but a competition in the whole value chain. This is a concept universally accepted by entrepreneurs. But how to integrate the value realization method of each chain and how to integrate the whole process before the local fashion enterprises have been hard to imagine before the ZARA mode has a great impact on China?

Clothing is a "big" industry, and it needs special stimulation.

Although no one thinks that PPG's online direct selling mode will become the mainstream mode, it will be enough for those who believe that the clothing industry is already too high and lack of entrepreneurial opportunities.

The trend of China and ZARA of Spain have also entered the discourse center of marketing this year. Like PPG, they are also representatives of "fast mode".

To this day, the heavy Chinese garment industry really needs to be faster, such as faster reaction speed and higher logistics efficiency.

Compared with the brand with a history of over 100 years in Europe, the generation process of Chinese clothing culture tradition has just begun, but the innovation of the pattern is a priority problem.

Wang Liangxing, President of the "business men's clothing" concept, is rather low-key now.

"Since the beginning of this year, I have not accepted media interviews."

In the headquarters office of Jinjiang, Fujian, he was a team of kungfu tea, and he received many visitors in the way of Southern Fujian.

He explained that the reason for the silence is not that the accounting firms are listed in the building for the company's pre audit, but because at this stage, "what is real is nothing about what is real."

Wang Liangxing has a lot of concrete things to do.

Since last year, he has frequently travelled to Europe to deal with fashion people in Milan, Paris and Barcelona.

An important achievement of the European trip was that at the beginning of this year, he appeared in the Milan stock exchange hall and became the first Chinese brand to enter Milan fashion week.

Compared with the brands such as Armani, Valentino and Chanel on the same stage, Li Lang has certainly lost more than one grade.

But from the perspective of clothing brand marketing, the fashion week of Milan or Paris is a high-end marketing resource itself, which can help Li Lang rally in the local market.

There are more than one Chinese companies that have the same aspirations as Mr Lee, but there are few businesses that can get there.

Wang Liangxing's plan is to insist on going to the show once a year in the next ten years.

A lot of things should be done first. "It's too late to wait until everyone knows what to do."

The generative process of Chinese clothing brand culture has just begun.

Nowadays, Wang Liangxing often talks about the word "brand DNA".

In his view, the success of some well known local brands often has a certain reputation, or "just sell well at a certain stage". In the future, they will become leaders or disappear from the market.

A clothing brand must have its own brand style and have its own mature business mode if it wants to have sustained competitiveness.

Wang Liangxing is more concerned about the mode of enterprise development than ever before.

In Jinjiang, there are quite a lot of competitors, such as seven wolves, seven cards, and strong competitors, but they are very familiar with these rivals.

Since the concept of "business men's wear" was launched in 2002, it has taken five years to catch up with them.

In fact, from the continuous expansion of production scale to the sale of terminal sales, Li Lang bears the same weight as them.

Moreover, unlike the seven wolves in the early years of the country, Li Lang was once a market only company confined to Fujian province.

Equal dialogue with the above peers has been growing fast enough.

But now, Wang Liangxing feels that this is far from enough.

Because faster opponents came.

The online direct marketing model of PPG, the channel pattern of the trend and the "fast fashion" model of the Spanish brand ZARA have all entered the discourse center of the marketing circle this year.

Their common feature is "fast".

In particular, its emergence almost subverted the way of thinking that clothing wealth must be accumulated through a long process.

Many people think that clothing is a mature industry. Excessive competition makes it difficult for the market to have a miracle.

But the story of China's trend is a surprise to those bosses who have been working on clothes or sporting goods for many years.

The company, founded in 2002, was founded on behalf of Kappa brand. Its first two years' experience is not smooth.

The sales revenue of Beijing in 2002 was about 15 million, which reached 40 million in 2003. Because of the fierce competition in sports apparel industry and the rising cost of channels, the trend was once at a loss.

But in the next three years, Chen Yihong realized the pformation of the butterfly and achieved the highest level of an agent.

Of course, the road to success is unconventional, even full of chance.

The predecessor of the trend is Lining's Beijing Sports Development Co., Ltd.

The company's main business in 2002 was the Italy brand KAPPA. Li Ning Co, which then signed a 5 year agency contract with KAPPA's BasicNet group.

Due to its original positioning as a professional sports brand, Chinese consumers are not very receptivity to Italian style KAPPA.

In addition to the time limit of agency authority, KAPPA has become a ripen for Lining.

Sure enough, when Li Ning Co and BasicNet group talked about the issue of renewal, there were serious differences between the two sides.

Lining concluded the negotiations with BasicNet group.

Chen Yihong made a decisive attack at this time.

Chen Yihong and his wife, holding 93% of Shanghai Titan Corp, bought 44 million 814 thousand of's total 80% stake in Beijing at a price of $44 million 814 thousand.

Subsequently, the trend of Beijing quickly adjusted the brand positioning, giving up the original intention of doing professional sports products with Lining and attacking sports fashion.

After the pformation, KAPPA has been growing rapidly by more than 150% every year since 2004.

In 2005, sales reached about 200 million, and in 2006 it surged to 1 billion. At present, its KAPPA stores have reached 1500, and the annual sales of single stores in the country exceed 10 million.

The successful pformation of the trend has been sought after by Morgan Stanley.

In March 2006, Morgan Stanley invested $38 million in Beijing's trend, accounting for 20% of the shares.

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