How Far Is Metersbonwe From The World Giants?

Before meeting the common "5 billion" ceiling of Chinese clothing enterprises, Metersbonwe tried to narrow the gap with the world giants by adopting the SPA mode.

If 25 years ago, the farmer was in partnership with his friends in the rural area of Zhejiang.

In the Chinese market, it is about 5 billion yuan.

5 billion ceiling in 1987, after its first factory closed, less than 19 years old, Zhejiang Qingtian boy Zhou Chengjian came to Wenzhou from the rural hometown to continue his clothing dream.

In 1993, he founded the Keri SA garment factory in Wenzhou, mainly producing and selling Western-style clothes.

At that time, the Jiangsu and Zhejiang provinces, represented by Wenzhou and Ningbo, have become one of China's most important apparel industrial clusters. YOUNGOR, news birds, fir, tiger leopards and other brands were born here.

In the middle of 1990s, it was a good time for suits and suits. But in Europe and America and Hongkong movies, the "big shoulders" were being replaced by casual jeans and pullovers. Zhou Chengjian was keen to find that casual clothes would become the trend of future clothing.

At the beginning of 1995, Zhou Chengjian made two decisions. One is to withdraw from the western market and the other is to create a casual brand. Two is a self created brand.

In April of that year, his first store opened in Wenzhou liberation theatre, named Metersbonwe.

Although "beauty, uniqueness, concentration, reason and national prestige" is the standard answer to the origin of Mester's brand, but the original intention of the name 15 years ago is just like the Giordano brand, Baleno, JEANSWEST of the market, which is full of scenery, and just wants to be a little more popular in Hongkong.

Because of limited funds, Zhou Chengjian sold the original factory and concentrated on brand building and publicity.

The United States that sold the factory has been working with more than 80 garment factories with standardized management in Guangdong and Jiangsu.

In 2001, Mester banner opened the brand promotion strategy of celebrity endorsement and TV advertising. In 2003, Mester's Jay Chou signed a promising career. At the same time, it launched a large-scale TV promotion campaign. In August 2008, Metersbonwe listed on the Shenzhen stock exchange's small and medium sized panels. In that year, the sales volume reached 4 billion 470 million yuan, and the store reached more than 2200.

So far, what the United States has done is wonderful, but it is much the same as most of the competitors in the market, but it is not in line with its famous slogan, "no ordinary way."

At this point, the United States is about to enter the threshold of "5 billion" and began to ponder the possible bottlenecks in the future, because the annual sales scale of around 5 billion yuan is the growth ceiling recognized by Chinese local garment enterprises. According to the age, Metersbonwe trained consumers are also entering the field to leave the service people they lock.

Any enterprise is faced with the problem of how to choose with the growth of consumers. Some enterprises will choose the strategy to grow with the consumers, while others will remain the same brand positioning, waiting for the next batch of consumers who are growing up.

"The former is easy to die, and the latter is relatively longer." Zhou Chengjian believes that the United States does not want to give up the faithful consumers who have been trained for a long time. On the one hand, the consumers of Metersbonwe will soon become the mainstream consumer of the society. On the other hand, it is difficult for the domestic clothing brands that are located around the age of 30 to be recognized by the post-80s. Therefore, they are determined to launch a brand new brand.

SPA first experienced earlier than the United States, a few years ago, Giordano and Baleno also launched the Giordano Concept, Baleno:Attitude and other sub brands, these two brands have not divorced from the parent brand endorsement.

Unlike Giordano and Baleno, Me&City has cut off its ties with its parent brand from the very beginning and has adopted a completely new mode, SPA.

Me&City and Metersbonwe belong to the United States group, but in the internal operation of two teams, in addition to administrative, financial and other public platforms, design, marketing, and channels are completely independent.

The formal launch of Me&City took three years to prepare for it. But in the eyes of Wang Quangeng, general manager of the group, it is still difficult to develop in the direction of SPA.

We have no examples to learn, and we must rely on ourselves to find out.

SPA was proposed by the American GAP company in 1986 to define the new business system of the company, which was defined by the integration of the head office from commodity planning, design, production to retail.

In the late 1980s, clothing production and sales were often completed by different companies. As the first generation SPA company template, GAP mainly completed the change from product planning to sales integration.

This change reduces supply chain links, reduces logistics costs and time, and allows companies to return money more smoothly and cash flow more healthily.

In the early 1990s, a number of garment enterprises emerged in Europe as a template and improved by the first generation of SPA enterprises, such as INDITEX group in Spain and H&M in Sweden.

The second generation SPA enterprises are more distinctive than the first generation. They are famous for their fast imitation of international top brands and shorten the distance between the public and the top fashion, so they are called "fast fashion".

At the same time, Japan's UNIQLO evolved another SPA mode different from "fast fashion".

Due to the characteristics of Japan's textile industry, UNIQLO's production is all handed over to external companies, and UNIQLO mainly provides basic clothing. The products do not look so fashionable, and the style is only 1/3 or 1/4 of ordinary casual wear brands.

But the same as the second generation SPA represented by ZARA, UNIQLO can also achieve effective supply chain control and fast shipment.