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Perspective On The Channel Competition Of Local Garment Enterprises

2008/11/24 11:21:00 19

The essence of channel competition is actually the supply chain competition behind them.

Channels can play a very effective role in enhancing the brand awareness of products, but to enhance brand reputation, it is necessary to rely on channels and the forces behind the supply chain.

　　本土服裝企業(yè)的核心競(jìng)爭(zhēng)力在哪里？

According to the conventional way of thinking, we should make technological innovations in terms of brand and product innovation.

But now, more and more domestic enterprises are beginning to realize the importance of channels, and even think that the channel is more critical, "channel is king".

Li Ru, chairman of Limited by Share Ltd group of YOUNGOR group, said: "the most important thing for clothing is brand and channel. The core of the most valuable and vital enterprise lies in the channel."

Zhou Shaoxiong, chairman of the seven wolves company, said: "the seven wolves are not willing to become one of the largest garment manufacturers, but to become China's largest clothing retailer and wholesale enterprise."

In 2007, the seven wolves added nearly 600 million yuan to the additional capital raising, plus their own funds to make 1 billion yuan into all channels to create "men's life hall".

In the past few months, YOUNGOR has invested 300 million yuan in its holdings of stock returns to buy terminal stores.

Since 1990s, YOUNGOR has spent more than 1 billion 700 million yuan on the sale of terminal stores.

In August of this year, Shanghai's Metersbonwe (hereinafter referred to as "American state") also joined the "channel war". It raised the "85% of the listed funds raised for the store (channel terminal)" and "15% used to invest in the IT platform to build B2C network channel".

There are 2211 stores in the United States.

The fund is used to build 68 stores, 31 of which are direct flagship stores and image stores, and 37 are flagship stores and strategic franchisees.

In addition to these big strokes, many clothing enterprises such as Hai Lan home, Shan Shan, Bosideng and so on have also increased investment and construction efforts in different ways and ways.

So what does the channel mean for Chinese clothing enterprises?

How to effectively expand the channel competition?

What is the essence of channel competition?

　　沒(méi)有渠道就沒(méi)有品牌

Local clothing enterprises begin to care about channels so much that they are not only competing, but also because they are thinking about several relationships in practice.

　　一是跟隨型產(chǎn)品與市場(chǎng)控制的關(guān)系。本土服裝企業(yè)幾乎都處在跟隨國(guó)外同類(lèi)產(chǎn)品技術(shù)的狀態(tài)，產(chǎn)品同質(zhì)化很?chē)?yán)重。只有建立自己的渠道，才能保證把產(chǎn)品送達(dá)市場(chǎng)。否則，很容易失去對(duì)市場(chǎng)的控制，造成被動(dòng)。

China is a market that foreign brands are promising and entering. Whether it is in competition with brand, technology dominant foreign clothing, or in competition with the homogeneity of local clothing, the channel has become a key to decide whether to win or lose.

Local enterprises that started early and willing to invest in the channels have already begun to gain profits. They have not lost their territory because of foreign investment.

The 2007 data show that local brand men's suits and women's underwear are far ahead of foreign investment, Hong Kong and Taiwan brands.

　　二是市場(chǎng)需求與生產(chǎn)銜接的關(guān)系。通過(guò)渠道，企業(yè)不僅能銷(xiāo)售產(chǎn)品，還能與消費(fèi)者零距離接觸、收集一手的市場(chǎng)信息。由此，企業(yè)間渠道的競(jìng)爭(zhēng)，已經(jīng)不僅僅是終端門(mén)店數(shù)量、大小等的競(jìng)爭(zhēng)，而是沿門(mén)店往上至企業(yè)整個(gè)供應(yīng)鏈的競(jìng)爭(zhēng)。通過(guò)門(mén)店，大家都能捕捉市場(chǎng)信息，但是，如何靈敏準(zhǔn)確地應(yīng)對(duì)信息并最終反饋給市場(chǎng)，則考驗(yàn)各家供應(yīng)鏈的功夫。

　　三是渠道與品牌的關(guān)系。“沒(méi)有渠道就沒(méi)有品牌”，說(shuō)這話(huà)的是雅戈?duì)柤瘓F(tuán)股份有限公司副總經(jīng)理，寧波雅戈?duì)柗椨邢薰究偨?jīng)理陳志高。在這位雅戈?duì)栔鞴茕N(xiāo)售的大將看來(lái)，品牌的基礎(chǔ)首先是銷(xiāo)量，“無(wú)法想象，哪個(gè)品牌沒(méi)有終端，能成為最大的品牌”。

Chen Zhigao's theory was abstracted from the channel practice of YOUNGOR and its counterparts in the city.

Shan Shan once led the Chinese men's suit market with 37% market share, but after 2000, this position was replaced by YOUNGOR.

Since then, YOUNGOR has been leading the way, while the Chinese fir has fallen to third in a big margin.

According to the data of the China National Business Information Center, YOUNGOR ranked 12% in the total market share of men's suit market in 2007, while the market share of fir was 4% YOUNGOR and Shanshan. The exchange between the pair of urban counterparts has not been reversed until now, largely because they adopted different channel strategies after 1999.

渠道之道

It is the different understanding of channel strategy that leads to different market outcomes.

Zheng Yonggang, chairman of the former Limited by Share Ltd of Shanshan, chairman of the board of directors of Shanshan Klc Holdings Ltd, believes that the integration mode of production, supply and marketing of the self built channels of garment enterprises is a product of the shortage economy. When the market enters the buyer's market, it is no longer applicable.

Shan Shan, founded in 1992, developed into early 1999? Script src=>