Marketing Strategy Of Clothing Brand

Strategy and strategy

M is a clothing company that runs a series of high-end women's clothing in Japan. At present, the women's clothing products of the company are ranked 5 in the first place of similar products in China.

M has a very effective way to manage VIP cards.

Generally speaking, every time a VIP card is issued, the basic data of the VIP will be entered into the computer system. Not only do I have basic information, but also the clerk will try to find out the contact method of his family members.

The following is the sales model of the company using the VIP card. In January 8th, Ms. X spent 5000 yuan, got a VIP card and filled out relevant information.

That evening, Ms. X received the cordial greetings from M company: "congratulations on your being a distinguished guest of the M company. In the coming year, we will repay you for our kindness with superior service beyond your imagination".

In March 29th, Mr. X received a gift card from M company, which read: "April 9th is your wife's birthday. She is our senior VIP. We have prepared a beautiful birthday gift for her. Please take this card to your nearest counter to receive her gift."

In April 5th, Mrs. X came to the store to collect gifts.

At this time, the clerk inquired the VIP material and wrapped it up beautifully, and introduced it very enthusiastically. "According to our data, your wife likes our A products very much, so we are ready to give her a gift, and she will be delighted.

Besides, the summer products of this series have arrived. Did you buy one for her?

Ms. X's size is M. "

In April 10th, Ms. X, wearing a new A series of summer wear, came to the store with her beloved husband and asked for the latest product brochure to be recommended to her friends.

In September 20th, the other 10 distinguished guests recommended by Ms. X received an invitation to purchase the latest products from Dongfang Xintiandi 20 percent off. Only internal members (Dongfang Xintiandi shop) are paying fixed rents and are most suitable for profit making activities.

The survey shows that the use of end-users to recommend each other to expand consumer groups is the best, and there is always a huge profit after the brand smiles.

During last year's SARS, M's sales dropped by only about 20%, and many shops kept growing.

Strategy two

Sometimes, when the forest is big, there are all kinds of birds.

So what happens when the most traditional clothing business is combined with the most modern asset restructuring business?

Y is one of the most familiar sportswear operators in 1999.

At the Clothing Fair held in March 1999, the company produced 100% exchange rates and 1000 national franchises.

Huge booths and vivid model performances have led many customers to clear up their bags (I have counted at least 400 clients signed during the exhibition).

After our calculation, such a policy and scale, Y company can not avoid product risk unless they want to cheat a sum of money and go bankrupt.

At that time, we waited for the occurrence of events with the coolness of the insiders and even gloating, waiting for a well-known entrepreneur in the country to become the most sought after debtor after 6 months.

However, the development of things is far from what we expected.

Although the momentum of Y companies has not been extended to one year, they have been successfully acquired by another company because of their good foundation.

The entrepreneur succeeded in cash in the performance of a comedy with a successful escape.

Their 100% exchange policy was also extended because of huge financial support, and the franchisee didn't seem to have been hurt by our expectation.

Many years later, when the terms "capital, IPO, and financing" have been completely cooked up, I am more and more admired for the Y company that listed on the backdoor.

Strategy three

In 1998, we kept fair and honest and imported a number of ready-made garments from the so called famous French coat manufacturer.

However, the rough workmanship and the high purchase price immediately made us suffer. - 4 million of the goods were almost annihilated after 5 months, but the original factory did not show any compensation or rescue.

This makes us have the first memorable understanding of the practice of "international practice". If we want to save ourselves, we must rely on ourselves.

Fortunately, we still have another batch of clothes left at that time, and because of feeling a little ahead of schedule, we didn't put into production in 1998.

In the winter of 1999, we were very honored to develop similar fabrics with a textile factory in Jiangsu, and the cost was reduced by about 80%.

At the same time, we also found special equipment in an export processing plant in Dalian, and the problem of processing technology was also solved.

In this way, the quality is better than that of pure imported products, and the new season cotton windbreaker series, which is much cheaper, is born.

That year, the company made a beautiful turnover.

In fact, many enterprises have, and some enterprises even use their own brands, which is why many pure speculative businessmen get rich.

We must be careful to adopt.

Strategy four counter measures

When it comes to speculation and primitive accumulation, we cannot but talk about the interesting phenomena I have seen.

In Beijing Fengtai and Daxing two district, there are many private clothing companies, mostly wholesale business.

Wholesale (or distribution) operations rely largely on the key role of outside managers, because they directly control a large number of distributors nationwide.

In recent press conferences, we were surprised to find that A's foreign managers have come to C to help investment, even more than their own companies.

It was known privately that the boss of A had been in private contact with him for a long time.

With the strong power of A, managers can receive information from many large customers. As long as they are careful, these information that is very small for A company will soon become the capital of C company.

More ambitious managers would rather lose the interests of the company, and do well with these customers, so that they will make the best plan for their future independent development or another door.

Strategy five "beauty"

Seven years, one sword, and the other is beauty.

It is most appropriate to describe Mr. J as "beauty" is a product of a Korean design company.

After graduating from University, Mr. J has been working in a foreign apparel company and has accumulated rich experience in brand operation.

Due to good relationship and pragmatic style, Mr. J has come into contact with some Korean clothing design companies in his hometown.

Last year, Mr. J began to develop independently. As a production and marketing partner of a brand in China, he officially entered the Chinese market.

Due to financial difficulties, Mr. Ding's company can only set up a small office in the clothing market of H City, Guangdong.

During this period, Mr. J concentrated on the localization of Korean product accessories and gradually met many low-cost and high-quality processing enterprises in Guangdong.

But if you want to enter the Chinese retail market in large scale, it is very difficult because the early investment is almost astronomical to Mr. J.

However, Mr. J persuaded the Korean side to take part in a Clothing Fair in Hongkong. Although the conference was not very sensational, Mr. J and his "beauty" finally got the attention of a famous Wenzhou company.

The company wants to underwrite all its products in China.

This story reminds me of a very old fairy tale: a good hearted young man, who helped an old man to give an apple to them, received a lot of cloth in return, and similarly, he sent the cloth back to a white horse.

As a result, he became the princess's sweetheart and happily lived.