Can Chinese Soil Cultivate International Brands?

In 2009-2010, the hottest word in the economic circle was "

The purpose of the acquisition is to make "Chinese brand" a "world brand".

It is reported that the "made in China" advertising film will be broadcast again in the US CNN after the end of the year. From June 28th to August 8th this year, it will play again on the world news channel of Broadcasting British Corporation (BBC), and the total number of broadcast will reach 400 times.

Such "

We know that "brand" is a concept arising from a free market economy.

Because of the well-known reasons, the market economy has been interrupted for decades in China, and these decades are the period when the world brand develops rapidly.

So we don't have to complain about why China has no world-class brand.

It is only a matter of time before China produces the right brand of world-class brands.

An international ticket that cannot be exempted from the brand.

The financial crisis has forced the Chinese garment industry to the edge of survival again. If we want to have the right to speak in the world economic circle, "brand" is an indispensable ticket.

In 1979, in a black-and-white photograph, a foreign man wearing a windbreaker and scarf came face to face in the street, making a sharp contrast with the uniform colors of the surrounding people.

Not far away, a man in a dark cotton padded jacket looked back curiously. This moment was forever recorded in the history of the development of Chinese clothing.

The street in the photo is Chang'an Avenue, Beijing. The foreign man in this picture is Pierre Cardin, the French designer.

That year, Pierre Cardin led 12 French girls to perform a fashion show at the National Palace of culture in Beijing. For the first time, the Chinese people felt the magic of international fashion and felt the concept of "brand".

But at that time, due to the influence of the cultural revolution, people once equated clothing with class character. In the hundreds of millions of Chinese wardrobes, green, blue, black, gray and other colors of clothing occupied an absolute "ruling position".

"Brand": the concept that once disappeared

Aunt Li, more than 60, described the situation at that time: "at that time we basically had to wear blue.

In fact, the impact of the Cultural Revolution on China's clothing industry has not only affected the life of a generation, but also a relatively long process, and the impact on Chinese clothing industry is self-evident.

It can be imagined that at that time, people's demand for clothing remained largely in the stage of "adequate food and clothing", and the demand for differentiation of clothing styles and quality was very small.

Under the planned economic system, the major textile mills and cotton factories are named after the first plant and the second plant.

For the common people, the difference between the first and the second is only in the different aspects of the title. For brand building, it is nothing but a passive water, the market demand is not differentiated, and what brand competition does the business come from?

The construction of a world-class brand in foreign countries takes decades or even hundreds of years, but the construction of China's clothing brand is precisely started in 90s.

Before the planned economic system and the influence of the cultural revolution, enterprises did not need to invest too much in brand building.

According to the relevant information, until the middle and late 90s, most garment enterprises actually did not have the necessary conditions for modern brands, and brand awareness was only in a simple "selling trademark" stage.

Most enterprises do not really convey the true meaning of the brand to consumers.

So we can not help asking: what is the true meaning of brand?

At present, 90% of China's garment industry is private enterprises, because the development time is short, and the scale of enterprises is different.

Small enterprises have less capital, so it is difficult to have enough funds to protect a brand for a long term and wide range of maintenance.

Some short-term behavior, such as OEM profit making, is only a partial feature of the stage. Since it exists, it must represent the interests of certain groups, and it can not represent all garment enterprises. In fact, it should be said that this is a problem that a country's garment industry must face.

The question of "time"?

Up to now, China is still unable to create a world-class clothing brand, and the industry will attribute one important reason to "time".

The time factor is actually one of the reasons why our country lacks the international first-line brand.

At this stage, China's clothing brand construction is not perfect, but it is an essential process.

China has only started the concept of clothing brand since 1990s, at least 80 years later than western countries.

Zhao Qian, a consultant in Chinese Affairs at the French High Fashion Association, believes that Chinese clothing has taken a big step in the brand building in just 20 years, but it still takes time.

In her view, Chinese enterprises can not completely replicate the success of any French brand. Due to different factors such as environment, culture and geography, Chinese clothing brands must go their own way.

Insiders pointed out that the birth of luxury comes from two factors, one is the specific historical reason, and the other is the mature consumer group. The two is the mature consumer group.

Almost no Chinese brand has these two characteristics at present.

Sometimes it is sometimes believed that China can hardly afford to own luxury brands. "Chinese businessmen tend to focus on the short term and lack the culture of luxury brands.

It takes a lot of money and time to build a brand, which runs counter to their short-term goals. "

With the rapid development of luxury goods market in China, many domestic manufacturers are eager to create luxury brands belonging to Chinese people.

For example, the local brand NE TIGER has sold 65-70% products to European and American markets, with fur, evening gowns, wedding dresses and so on. Most of them are sold to New York, Tokyo, Paris, Moscow and other places. Although these products still appear in other brands on seams, their entry into luxury goods is no obstacle.

In the "2010 China Europe Top Brand Summit Forum", Zhang Zhifeng, founder of northeast tiger fashion limited, pointed out that China's local brands do not lack luxury elements.

Whether ancient silk, tea or porcelain is a hot luxury in the international market.

Unfortunately, due to historical reasons, the development of luxury goods in China has been faultline since modern times.

He said that many Chinese luxury goods are not commercialized or branded.

Yan Jun believes that a company dedicated to building luxury brands must first do its own job so that it can precipitate brand culture and condense brand value.

"Now there are some domestic brands that think that the only way to get a French or Italian name is to take the international route, which is totally wrong."

Zhang Zhifeng believes that China's luxury goods already have an international perspective. He appeals to local brands to be more rooted in the 5000 year's Chinese civilization and to create and lead the new rules by breaking the fashion discourse right of the industry.

Brand is not necessarily big card.

Bringing up the world's top clothing brands can give people lots of associations.

At the beginning of this century, at the same time, a three generation: grandmother, mother and granddaughter at the same time can also be loved. The Chanel from France's romantic capital is well deserved to win the title. The Burberry with strong British color can emit the modern and modern style in addition to the beauty of classical tradition. The fresh and long Oriental style Kenzo brings the breath of Japanese island country.

However, China, as the world's largest producer of clothing, wearing clothes from every three people in the world, is facing the embarrassment of the loss of world-class brands.

Most of the garment enterprises regard "building world-class brands" as slogans, but many years later, China has not yet produced the "international front line".

If we want to have a first-rate brand like Chanel, which is still a luxury for us, then we can have GAP and UNIQLO.

The fact is, even today, we dare not say such a brand.

What has gone wrong with China's brand building? For many years, many people in the clothing industry have come to different conclusions: the accumulation of culture, the malpractice of sales and the lack of channels. But if we put our eyes on a more macro perspective to track the history of clothing development, we may use a more sober attitude to think about the problems existing in China's clothing brand building.

What is the way of survival for the export-oriented clothing enterprises that are accustomed to "exporting rice" after being hit by the financial crisis? Because without their own brand, they are doomed to linger on the bottom of the industrial structure.

The road of difficult industrial upgrading is in front of all enterprises.

At least, before the flood comes, catch a straw.

When can we create a brand? I don't know. Let's buy a brand first.

It can be said that 2010 is the year of acquisition.

Acquisition, leveraging the leverage of the international market?

A takeover wind swept over China's economic circles.

China's garment industry is also willing to let it go, and the "Pierre Cardan" purchase is even more profitable.

"Pierre Cardan sold it to the Chinese at 37 million euros."

The news that has not been explosive has ended the complicated and confusing purchase case.

The industry is good at it. "Internationally renowned brands like Pierre Cardin are lacking in our enterprises.

Therefore, it is a shortcut to buy the license directly and use it.

Professor Wu Dayang, Dean of the Institute of textile and garment, Southwestern University, said in an interview with reporters.

"Today's clothing industry has entered the era of brand."

Wu Dayang believes that in a sense, clothing sells brand names.

To build a brand like Pierre Cardin, it is better to buy brand permission directly than its long-term hard work.

However, this mode is also considered to have higher risks.

Zhou Sheng, chairman of Shenzhen Yi Hui fashion group, feels that the brand needs a certain time to precipitate. He is not optimistic about Chinese enterprises' acquisition of international brands.

Zhou Sheng believes that high acquisitions may not be able to achieve its economic value. The acquisition of Pierre Cardin is not necessarily able to quickly occupy the Chinese market. The acquisition of foreign brands is not as solid as the creation of their own brands. Local clothing brands that contain Chinese culture are not only easy to catch the psychology of Chinese consumers, but also with the increasing international status of China, Chinese clothing brands will be recognized and accepted by more and more foreign consumers.

Duan Chunlin, director of the Institute of brand research, School of Journalism and communication, South China University of Technology, believes that it is difficult to judge who will benefit or abuse the international brand and the local self created brand. The market demand is diversified. The key is that the enterprise itself should find a suitable way of development.

Strong winds start at the end of {page_break}.

In fact, the acquisition did not take place in the past one or two years.

In 2007, YOUNGOR bought a blockbuster in the industry by buying a billion yuan.

In November 6, 2007, the company signed a three party equity purchase agreement with the US Kellwood Company and its wholly-owned subsidiary Kellwood Asia Limited, acquired Smart100% equity held by KWD ASIA and Xin Ma100% shares held by KWD, with a total investment of US $120 million.

The company said that the overseas investment amounted to 120 million US dollars and the investment method was cash.

It invested about $70 million to acquire Smart100% equity and invested about $50 million to acquire Xin Ma 100% stake.

After the acquisition, YOUNGOR will have all the ownership of the underlying company.

KWD indicated that the underlying assets of the underlying company were no less than US $120 million.

According to the announcement, KWD is a major clothing company in the United States, with sales of nearly US $2 billion in 2006 and listed on the New York stock exchange.

The company aims at meeting customer needs and exceeding customer expectations, concentrating on brand clothing design and promotion, and marketing clothing products that meet specific needs through various channels.

KWD ASIA is a wholly owned subsidiary of KWD in Asia. Its main business is to invest in managing its subsidiaries.

Its subsidiaries are mainly distributed in Hongkong, Sri Lanka, Philippines and the mainland of China.

The main business of the company and its controlling subsidiary is to produce and export shirts, T-shirts and trousers.

YOUNGOR believes that the acquisition can drive the development of the existing industry, and promote the rapid growth of the company's shirts and dyed fabrics, and will play an important role in accelerating the internationalization of YOUNGOR in the future.

At the same time, YOUNGOR expects to enhance the international competitiveness of the company through the acquisition, expand the international market, and lay the foundation for its internationalization process.

You can't go out to sea by boat.

What is the purpose of buying a brand?

Is it ripe for Chinese companies to buy in the face of European brands' failure?

First of all, the real international brand will not give China, such a brand like Armani, will never be bought by Chinese people. This is a challenge to the future development of Chinese clothing.

Secondly, the acquisition of Pierre Cardin in Shanghai is no big deal. Pierre Cardin is already strong and strong. The brand value and the added value are very weak. It has become a symbol of decadent and aging.

Finally, what brands do Wenzhou and Quanzhou private enterprises take to acquire foreign brands? What brands do they buy? They buy three or four foreign brands, or even very general designer brands, which can not be sold abroad.

In the face of the above three aspects, we must clearly understand the purpose of our acquisition abroad.

Our acquisition of foreign brands should be based on at least three considerations: gaining the visibility and cultural background of European international brands, gaining support from foreign brands R & D teams, and gaining access to foreign market channels and networks.

A number of acquisitions are underway.

Following Anta's 300 million yuan purchase of the global sports brand "old three" FILA, a number of famous enterprises in Quanzhou, such as "nine herd king" and XTEP, "follow suit" seem to say that they want to burn money to buy "famous brand" overseas.

"In fact, these enterprises buy overseas brands, or they are fighting for the domestic market."

According to industry analysts, China's garment industry is eager to pform from OEM to ODM, with overseas brands and eager to compete for high-end domestic market share.

Quanzhou enterprises, which have always used to imitate each other's learning, are setting off an upsurge of "big money".

"Takeover is a strategy for the company, and it is expected to buy a foreign brand by 2010."

A few days ago, XTEP President Ding Shuibo revealed that the second largest shareholder of the company and the internationally renowned venture capital Carlyle, who helped XTEP to list, was introducing potential acquisition opportunities to XTEP.

XTEP vice president Ye Qi also confirmed to reporters that the current negotiations have entered a certain stage, the goal is the international second line brand, is intended to expand the international vision and international brand management experience for XTEP.

He revealed that XTEP, which is famous for its sportswear, is also a sportswear that is to be acquired. If the brand is purchased, it will help XTEP absorb international fashion elements.

At present, the acquisition wind is no longer the prerogative of productive enterprises.

In March 2nd, "daily economic news" reported that a number of domestic first-line stars will become shareholders of the famous chain discount operator, Shanghai Fu TSE Industrial Co., Ltd., which is expected to be listed in Hongkong by the end of this year.

Lu Qiang, President of the company, said the company's second round of $80 million financing has been launched. "Within three years, we will open to 30. The acquisition of PRADA has entered our schedule."

According to Lu Qiang, in the next development of Fu's, there will also be a form of franchise, but the company will have a certain stake in the franchisee, not just a brand output.

Don't let acquisitions become poison and thirst.

An entrepreneur who has been engaged in clothing export for more than 10 years has talked about the recent "Chinese private enterprise acquisition of French brand name Pierre Cardin" incident, saying: "if I am a business owner, I will definitely not spend the money to buy foreign brands.

I would rather build a new brand from scratch. "

Why do we have such a conclusion? He analyzed, "Pierre Cardin can not be considered a big brand in Europe, and now is an age of information development. Any Chinese can easily know which brands are genuine European brands."

In addition, from the point of view of enterprise operation, this friend thinks that a management science enterprise must consider the issue of input and output, which is to calculate the cost performance of the brand.

Although Pierre Cardin has the advantage of channel in the two or three line market in China, it is doubtful whether the money spent can be earned.

Though a few words are unintentionally, it has poked fun at the pain of "Chinese textile and garment enterprises eager to go to sea": most of the overseas brands that had been reduced to "selling themselves" in the financial crisis were not gold lettered signboards.

Even if Chinese enterprises have a good eye and see the value of the acquisition, how to buy it is a difficult problem.

If an enterprise only buys the overseas brand's right to operate in China, it is like "the children of other families should be paid more than they can afford to buy." if the whole process of design, production and marketing is accepted, the original Chinese manufacturing enterprises will have to "make up lessons" in the complicated management of enterprises, and it will be even harder to assess the effectiveness.

Because of this, if we buy "Pierre Cardin", we need to give it a future, not just yesterday.

Now, is there any other way out besides acquisition?

Internationalization or internationalization?

In the year when Zheng Yonggang put forward the strategy of "multi brand internationalization", the industry was mixed about this.

There are different opinions about whether to operate international brand in China, whether it is "internationalized" or "internationalized".

Shan Shan: follow the top 500 in the world

In September 2001, Zheng Yonggang put forward the strategy of "multi brand internationalization". At that time, there were different opinions in the industry. There were different opinions about whether to introduce a large number of foreign brands whose prospects were unclear.

However, in recent years, although Shan Shan has been laughing to the end, it can be said, at least, that it is not ugly.

2010 CHIC exhibition, careful people may find that: the more than 20 international brands introduced by Shan Shan over the years have not appeared on the most gorgeous platform of CHIC in China. Is this a sign that Shanshan should say goodbye to the international brand?

Li Qiming firmly answered "NO".

He said that since 2005, Shan Shan has strengthened the strategy of "multi brand and internationalization" put forward in the early years. After more than 4 years of practice and efforts, it has made obvious achievements. It has been widely recognized by the industry, and the industry association has pushed it to the whole industry, which shows that this is the right way.

But unlike in the past, Shanshan's "multi brand and internationalization" has now entered a new stage.

The first stage in the past was mainly learning and moving closer to internationalization. Now entering the second stage, all international brands must operate in accordance with international rules and occupy the domestic and international markets in a multi-level and all-round way.

This concept of internationalized operation applies not only to the international brands already owned, but also to the original brands launched by Shanshan in the light of such rules, so that the original brands will keep pace with the imported international brands so as to create an international brand that belongs to the Chinese mainland in the future.

It seems that Shan Shan will not give up its international brand, but in fact, in the past international brand operation, there are both successful cases and some failures. The most optimistic estimate is only more than 10 for the truly profitable international brand, and the other more than 10 brands are not blooming.

Against this background, what are the new international brand operation ideas of Shanshan?

On the evening of October 21, 2009, on the banks of the Yuyao River, one of the "Sanjiang water" resorts in Ningbo, Zhejiang, the music was graceful and the lights flickered. A fashion feast from France was underway. France's famous top men's clothing brand, Smalto, was restored to its original conference in Paris fashion week.

At the press conference, there was a notable addition to the Smalto brand global president, Philippe De Vilmorin, and a foreigner: Nakabu Xiaoi, who was the partner of Smalto, President of Ningbo Shanshan Limited by Share Ltd, attended the press conference.

On this day, it was only 7 months since the official entry into the fir.

As the first foreigner in Shanshan, what did he bring to the fir?

There are 3 ways for foreign luxury brands to enter the Japanese market: they set up their own branches, find local agents to distribute their businesses, and cooperate with comprehensive commercial firms.

In China, there are only two ways: to cooperate with enterprises like fir, or to set up a branch company.

China is also short of a comprehensive circulation company dedicated to brand operation, and Shan Shan hopes to become a comprehensive commercial organization like Itou Tada.

Nakabu Xiaoi's goal is to make Shanshan the best channel for international brands to enter the Chinese market.

The international brand operation mode of Shanshan is not a mere imagination, but a good reference.

Itochu has started its textile industry. Its main business involves trade and financial related businesses and project investment. It is not only Japan's largest comprehensive trading company, the world's largest textile seller, world famous multinational group, and the top 500 global brand companies, but also the largest brand agent in Asia, with a total of more than 180 brands.

It is also the practice of Itochu to operate the international brand in the way of holding a joint venture. And since its first international brand, its main partner is Itochu, and is also Nakabu Xiaoi's old club.

China's trend: light assets and brand managers

The successful acquisition of Kappa has brought a beautiful turn to China's land and made China move steadily.

After listing and financing, China's trend has been looking for opportunities to take the initiative to expand itself.

This opportunity has been looking for China for six months.

In May 2008, China moved to acquire Phenix91% stake in Japan.

Phenix owns the global ski and outdoor apparel brand Phenix, skiing sportswear brand X-NIX and leisure brand Inhabitant, but the most conforming to China's appetite is that it owns the brand ownership and permanent management rights of Kappa in the Japanese market.

In fact, this acquisition has laid an important foundation for China's trend to enhance R & D strength and implement multi brand strategy, and at the same time, it has made the trend closer to the internationalization of Kappa brand.

Before the acquisition, the Kappa brand's management rights were scattered in the hands of 3 companies, namely, Italy's BasicNet, Japan's Phenix (1997 BasicNet sold Kappa's brand ownership and permanent management rights to Phenix in Japan) and China's trend.

After the merger and acquisition of Phenix, China's trend obviously has more power to speak of Kappa's global development.

However, under the situation that two owners jointly dominate a brand, how to coordinate brand management is a difficult problem.

China's strategy is to set up a strategic committee with two owners, including two things: first, the market, such as sponsoring what activities; two, brand, such as brand positioning, including design.

Although the two are hard to achieve, they are all in the same direction.

Now, after several years of exploration and development, the development strategy of China has been clear - "to build China's best sports brand operator".

China's current liquidity is up to 6 billion yuan and is still looking for new acquisition targets. "International brands with cultural backgrounds and accepted by Chinese consumers are our main objectives."

Managing the VF group of more than 20 famous brands such as The North Face is a long-term learning goal for China.

"After listing, there are two ways to make long-term development of the company, one is the internationalization of Kappa, and the other is the multi brand operation of the regional market". "Two"

At this stage, it is mainly based on the multi brand operation in the Chinese market.

Qin Dazhong admits that after the acquisition of Phenix, China's trend has achieved the unification of the Chinese and Japanese markets on the integration of Kappa's brand. The private brand of Phenix is stepping up to introduce China, "the main brand is internationalized and the Chinese market is multi brand".

Although positioned as a brand management company, China's trend is clear that it will not innovate itself.

"Creating brand is not only a commercial activity, but also a historical and cultural accumulation."

Speaking of this, Qin Dazhong is serious, showing the prudent side of the former chief financial officer. "China moves to do its own professional work."

IBAC: building an international brand platform

In March 28, 2010, at the CHIC exhibition, dozens of Italy and Spain fashion brands China's general agent IBAC IBAC international brand agency center attracted the attention of many agents, shopping malls and overseas brand enterprises.

IBAC shows 9 brands including Paola Frani, Wenice, Byblos, European Culture, NJ-87 and so on in the more than 300 square meter booth, which includes men's clothing, women's wear, children's wear, casual wear, leather goods and so on. The price is also divided into three grades: high, medium and low, offering diversified choices for Chinese agents who are committed to overseas brands.

"Over the four day exhibition, more than 1000 agents from all over the country came to consult and negotiate. Nearly 5-10% customers showed strong interest in IBAC's brand."

Yang Chengan, President of IBAC, said that through this exhibition, IBAC not only accumulated the resources of shopping malls and agents in the whole country, but also achieved good results in the establishment of corporate image and the promotion of business models.

Many foreign exhibitors have been seeking cooperation in IBAC booth, hoping to open the door to enter the Chinese market through IBAC's professional services and deep resources.

Affected by the financial crisis, the clothing companies in France and Italy have been having a bad time in recent years, so they often appear in CHIC over the past few years.

"They want to open the Chinese market, but because of the differences in culture, language, and the Chinese market, we hope to enter the Chinese market through our intermediary."

IBAC chairman Deng Ran said.

Speaking of the original intention of IBAC, Deng Ran said: "the reason we do this is because we feel that there is a problem with overseas brands entering China."

There are two types of overseas brands entering the Chinese market. The first category, high-end brands, come to China through some enterprises in Hongkong, Taiwan and Japan, like ITO Zhong; the second category is some enterprises in Beijing, Shanghai and Guangzhou as agents of international brands. Domestic enterprises do mainly include some popular brands, as well as Chinese brands like Pierre Cardin and Montagut.

{page_break}

We know that there are many links between a brand, from production to sales, and many problems need to be solved in China.

Before the industry has formed a complete chain, a lot of things are out of line. The two links between domestic marketing and foreign brand development can not catch up with, because of the cost increase caused by the differences in language, culture, trade mode, space distance, tariff and time difference, these factors lead to the difficulties of overseas brands entering China.

"Of course, we want to do more than one or two brands, but we need to do more than one brand, because the cost of building such a platform and chain is very high. It is definitely not enough to do only one or two brands."

Deng Ran said, "we can build such a platform to serve many enterprises.

This can dilute the cost.

This is the starting point for our introduction of such a model. "

Shanshan, China trends, IBAC, or other companies that are experimentation, what they have done in common is to lay down their roles and learn from international brand experts how to run brands.

Of course, there are other ways to get your brand's attention around the world.

The cross-border cooperation between the United States and Semir and world-class entertainment media is a useful attempt.

Cross border, Chinese brand first experience

Unlike the purchasing power of the industry, a few companies have developed a new way to connect with the international entertainment media.

Among them, Metersbonwe and Semir, who are stepping up their efforts, have made impressive achievements.

Joint dream factory: Smith Barney speeds up internationalization

People have not yet recovered from the huge Metersbonwe billboards that appeared in the 2009 Transformers II: comeback, and the pace of Metersbonwe internationalization has taken a big step forward.

This time, it was associated with the Dreamworks behind the Kung Fu Panda.

In March 7, 2010, Metersbonwe and DreamWorks jointly launched new products, accompanied by rock bands and street dance combinations, wearing T-shirts printed with DreamWorks cartoon characters, and Chinese and foreign models in turn. The scene has become a reality show of familiar characters such as "Madagascar", "tame dragon", "Kung Fu Panda" and "Shrek".

The commercial secret behind this show is that Metersbonwe has been authorized to own nearly 20 cartoon characters of DreamWorks, and Metersbonwe has launched its own new animated cartoon Meters/bonwe TEE (MTEE) series. This is the largest cross-border licensing cooperation between Chinese local clothing brands and international creative cartoon factories so far.

"This cooperation will last 3 years," said Sheila Clarke, the director of global operations in the American dream factory, "for our upcoming films in China, such as the 3D version of" Kung Fu Panda 2 "this summer, Metersbonwe is undoubtedly one of the best platforms.

"Cooperation with the dream factory is undoubtedly a topic of topic."

Wang Quangeng, the director and general manager of Metersbonwe Brand Company, said.

Unlike the "designer cooperation series" commonly used in fast fashion clothing brands such as H&M, the focus of MTEE is to help Metersbonwe to achieve internationalization, not the fast food hot sale of the one or two quarter.

Wang Quangeng is obviously keen to continue this kind of topic - based cooperation: Metersbonwe MTEE will continue to cooperate with the Shanghai art film studio to cooperate with the black cat sheriff, the temple of heaven, and the sea of the sea, and then the Hello Kitty series, which is cooperating with Sango, will also be listed in succession.

As the "super imitator" in the fast fashion industry, Metersbonwe is clearly exploring a road to the pition to internationalize: Metersbonwe and Me&City are separately publicizing and operating as two brands of the group separately, and the latter strives for a perfect international image with a strong propaganda and desalinizing the background of Metersbonwe group.

Now, after the cross-border cooperation of Transformers, the strategic cooperation with the international creative cartoon manufacturers has become the highlight of Metersbonwe.

Unlike people's imagination, this is not a long negotiation.

"Communication between the two sides is not as difficult as it may be," Wang Quangeng recalls.

In contrast, the negotiations between Metersbonwe and Transformers are much more difficult, because the lack of mutual understanding between Hollywood blockbusters and Chinese clothing brands has led to poor communication, and the negotiation of the implanted advertisement lasted for two years before signing the contract.

The turnaround originated from Transformers's producer's visit to China. The other side made a secret visit to Metersbonwe's shop in Nanjing East Road, Shanghai. The visual "amazing" became the turning point of the whole negotiation.

This cooperation has successfully pulled the sales of the "Transformers" series of summer wear in the store. Metersbonwe has been awarded the "Transformers (Asia) best global licensing provider" award, which opens its first door to the international stage.

As a result, Transformers has indirectly become the "matchmaker" of DreamWorks and Metersbonwe.

"We were impressed by Metersbonwe's cooperation with Transformers last year," Sheila Clark said. "Metersbonwe's creativity is impressive."

With the "Transformers" as the foundation template for cooperation, through the high-level direct meeting and communication, the Shanghai people's square physical shops and related factories visit, Metersbonwe soon reached a strategic partnership with DreamWorks for a span of three years.

Although this is not the first time that DreamWorks has been involved in fashion culture and T-shirt trading all over the world, the MTEE series aims to enlarge the charm of DreamWorks's cartoon characters in China, which is a more difficult re creation.

"In the choice of cartoon characters, in the face of the interesting choice of the Chinese market, the Metersbonwe team has taken a more important screening responsibility because of its understanding and grasp of the Chinese market."

Sheila Clark said, "they are indeed more accurate than we are in understanding Chinese consumers and their tastes and habits."

The international experience accumulated in the previous Transformers played a decisive role in the process of designing T-shirt products with DreamWorks.

Metersbonwe has already been familiar with the game rules of Hollywood by previous cooperation. Like Transformers, the cartoon characters authorized by DreamWorks are a standard template. The details such as size and so on have their own standards and patents. But to integrate into a T-shirt, it is bound to make some soft modifications. The enlargement of the graphics and the split of the elements will change to some extent. These changes are the places where prudent DreamWorks and ambitious Metersbonwe need to negotiate, communicate and confirm each other.

The MTEE series of dreams is a reflection of Metersbonwe's pursuit of high added value in the "virtual operation": DreamWorks helps Metersbonwe successfully achieve international crossover. This is Metersbonwe's new export beyond the well known star endorsement, advertising bombing, and flagship store image.

Through the MTEE, which was fully listed in the store counters in April, Metersbonwe constantly instilled its own Subtext in line with international trends and culture.

Because of this, in addition to product licensing, Metersbonwe pays more attention to the follow-up promotion of strong combination.

"We do not exclude advertising in the movies after DreamWorks."

Wang Quangeng said, "this kind of strategic cooperation is actually a kind of all-round cooperation, which is of great benefit to enhancing the international image of our brand."

Successful imitation: "Semir" hand in hand "Iron Man" {page_break}

Success can be duplicated, and this law has been proved again in the clothing industry.

The Hollywood blockbuster "Iron Man 2" is indeed the most powerful superhero movie in the history, and the movie has not yet been released. Chinese fans have more anticipation. On the official website of the Iron Man 2, except for a large number of overseas brands that you have heard or heard of, the Chinese and English Logo, which is familiar with the Chinese young trend brand Semir, has also appeared in a prominent position. It has become the first clothing brand that crossover with the Marvel Entertainment of wonder and animation. It can not help but let people want to find out soon what kind of close ties will be between them. Recently, MARY ZOPHRES, the famous designer of the cross border cooperation, unveiled the mystery for us in the interview. May of this year

Many of the Hollywood blockbusters, known as "the terminator of the devil", "cat and mouse game", "happiness pfer station" and Oscar's nominated blockbuster "serious man" this year, are the MARY ZOPHRES of costume design. They are responsible for the dress design of Iron Man 2 and become the key figure of Semir's cooperation with Iron Man 2.

Speaking of this cooperation, she said excitedly: "as a costume that can help the story telling and character portraying of the movie, it plays an important role in promoting the development of the story." this time, Semir has great enthusiasm for the costumes of Iron Man 2. The original super hero (super hero role) is pformed into a series of ready-made clothes, which can make more ordinary people feel the fashionable charm of the movie costumes, which makes me very excited.

I hope these clothes will be more confident and fashionable for Chinese fashionable young people when they wear them.

This coincides with Semir's brand spirit of "wear what, tide me."

We believe that with the release of Iron Man 2, the "steel storm" which combines high-tech elements and fashion elements will shine brilliantly in this year's fashion trend.

In this collaboration with Iron Man 2, in addition to launching a series of costumes with iron man elements, Semir also works with MARY ZOPHRES to design a special version of the product, using MARY ZOPHRES in the blockbuster design for the stars, into Semir's fashion dress, creating a unique fashion personality.

In order to be consistent with the avant-garde style of the movie, the Iron Man series launched by Semir is not only leading the trend of exterior design, but also fully considering the continuation of the costume styles of the protagonists in materials and technology, combining the high-tech elements with fashion elements, focusing on innovative technology, so as to reveal the concept of "high-tech steel storm", such as T-shirts derived from actor Tony Stark's racing suit, and the style of the film comes from the same style.

In order to celebrate this cross-border cooperation event, Semir will release the special edition of Iron Man 2 in May 7th, in addition to China's Film Group Corp and paramount company's grand official premiere in Shanghai.

Whether it is "acquisition" or "cross-border", the ultimate goal is to make local brands rise.

Chinese brands, what will win the future?

Werner von Siemens, founder of SIEMENS, said: "we will never sell the future for short-term interests" - we might as well regard this as a principle for us to build local brands.

How far is China from the real "brand era"?

Many of our enterprises like to hang the words "quality first, reputation first" on the wall.

It's hard to tell if you have these concepts in mind.

Those who visited Ningbo had a chance to have a look at the Ling Bridge in Ningbo.

For Ningbo people, Ling Bridge is a mother bridge and home bridge, carrying many stories.

Ling Bridge is built on the Fenghua river.

The earliest Fenghua Jiangqiao began in the Tang Dynasty, but until the early years of the Republic of China, Jiangqiao was a floating bridge.

The current Ling Bridge was built in 1936 and was built by SIEMENS, Germany. The initial design life is 60 years.

After decades of vicissitudes, the main structure of the bridge remained intact after many bombardment during the war of resistance against Japan and civil war.

The contractor is able to say that the construction works are meticulous. Not only the steel used is imported from Germany, but also the design of the bridge is very predictable, and all kinds of pipelines are reserved. As a result, the reserved pipelines will be used when the gas pipes are laid up and the telephone lines are laid.

By 1995, the design period was 60 years before the expiry date. SIEMENS group's bridge experts arrived in Ningbo on the spot to give a physical examination to Ling Bridge. After the expert inspection, they said that the bridge could be used for at least 20 years.

Werner von Siemens, founder of SIEMENS, said: "we will never sell our future for short-term interests."

"Brand" is not an imported product.

We know that "brand" is a concept arising from a free market economy.

Because of the well-known reasons, the market economy has been broken down for decades in China, and these decades are the period when the world brands are developing rapidly. Therefore, we need not complain why China has no world-class brands.

Traditionally, China is mainly self-sufficient natural economy, emphasizing agriculture and light business. The earliest brands in China are mostly service brands or firms.

At the end of the Qing Dynasty and the beginning of the Republic of China, with the sprout and rise of Chinese national capitalism, China had produced its own brand almost without any external force.

"The top of the horse is the source, and the foot is connected with the inner League, wearing Rui Xiang Xiang, the waist is tied four big Heng."

These words reflect the luxury consumption of Beijing's so-called upper class society.

The Ma Yuan Yuan hat store was founded in 1811, 100 years ahead of Sheng Xifu.

At that time, Ma Juyuan's hat was a fashionable high-end luxury product sought and flaunted by upper class personalities.

Ma Yuan Yuan when he was a teenager, he went to a clothing shop apprenticeship near the flower market. Just a year later, the clothes shop went bankrupt. The shopkeeper sent him to a hat shop in the East Three Mile River as an apprentice. After the apprenticeship expired, Ma Yuan Yuan helped the Dong family for two years before leaving the hat shop to start his own business.

In addition to the official hat, the hat shop is also known as the satin cap of the whole city.

The satin made of satin small cap is specially purchased from Nanjing Zhengyuan Xing silk and Zhuang Zhuang.

The hat made of elemental Satin never wears oil until it is bright.

The production process is also very exquisite. Making caps is a place to eat kungfu. The workers first put the green blanks on the wooden models, brush them up, and then press them with the red iron.

Ironing and flaming while pressing.

But the cap will not burn, but will be pressed into a yellow and bulging, and gently pressed with the hand. When the cap is raised, the cap can be automatically bulged. The cap has elasticity and toughness. This is the original production process of Ma Juyuan hat shop.

As long as the right soil is available, China's local brands are not difficult to emerge.

Cultivate a brand like raising a son.

There is a saying in the line: OEM is like raising pigs, making brands like foster sons.

Ling Fangcai, chairman of Guangdong textiles import and export Limited by Share Ltd, told reporters that OEM is only a single item, and is pursuing short-term interests. Self created brand is like investing in children. It is a long-term investment.

The rise of China's local consumer brands has posed a challenge to foreign brands and has become a landmark trend in China's industrial development.

Anyone who doubts this is going to walk deep in the streets of Jinjiang, Fujian province.

On the side of a typical 100 meter long street, there are 34 stores selling all kinds of local brand products.

Challenges to Nike (Nike) and Adidas (Adidas), which are believed to have been around $1 billion in sales in China this year, are local rivals such as Anta, Anta, XTEP, Xtep, Lining, Li, Ning, Ning and so on.

Seven wolves (Septwolves), Lilang, 365+1, Yashi and CABBEEN (Cabeen) targeted Giorgio Armani (Giorgio Armani), Hugo Bosse (Hugo Boss) and Zegna (Ermenegildo Zegna) and other brands.

These names may not sound familiar or even weird.

But the reality is that the natural order of things is reversing: small fish begin to eat big fish.

Those Chinese companies that undertake outsourcing manufacturing business from Western brand holders more than 10 years ago have successfully launched their own brand products.

Usually, the quality of the products they sell is not different from the products they used to manufacture in foreign countries.

The seven wolves were so successful that they gave birth to a whole batch of wolf imitators.

There are also many successful sportswear manufacturers in Jinjiang, such as Anta, XTEP, PEAK and 31st degree.

They all started from foreign brand foundry plants, but now they are internationally recognized by their own strength.

After establishing their own brand competitiveness relative to foreign competitors, Chinese companies have several advantages.

First, they are less dependent on chain stores than foreign counterparts, giving them greater control over quality and brand management.

Another advantage is that local brands can usually expand more flexibly to two or three tier cities, which are the main source of revenue this year.

As growth grows from big cities to smaller cities, the ability to follow up has become the key for sports apparel manufacturers to enter the Chinese market.

Starting from the most basic and attacking international brands

What is a brand? Some say it is a fashion, some say it is fashionable, some say it is a quality, others say it is a story.

In fact, brand is the aggregate of these concepts.

Without stories, we should not be hardened; if there is no history, we will precipitate it bit by bit.

At least, we can do what we can do now, from quality to fashion, to service, bit by bit.

First, let domestic consumers accept and recognize.

In recent ten years, China's clothing brand has developed very rapidly, showing a pattern of letting flowers bloom.

There are some popular brands with relatively large sales volume, and some personalized brands originate from designers, creative and precise positioning, and the development of Chinese clothing brands is becoming more and more international.

In fact, the development of foreign brands has gone the same way. Chinese clothing brands need to catch up with others for decades or more than a hundred years with less time.

At present, China has become an important market for international brand competition. In this fiercely competitive market, we have to think about what kind of capabilities we have to participate in international competition. Where is our competitiveness?

Of course, the improvement of comprehensive strength is not overnight.

Therefore, from the beginning of brand planning, we need to think from the brand positioning.

In the end, what kind of consumer group do our products aim at? What is the channel corresponding to this different consumer group? Is it the form of department stores? Or is it the form of independently opening stores? Is it the form of large stores or the form of small shops?

Why do domestic consumers recognize and recognize international brands? Because these brands can usually tell a set of history and a set of reasons.

Some foreign brands often claim that they are making clothes for someone in the royal family. They pay close attention to their social activities such as polo, cricket and so on.

There is usually a circle behind every consumer group. The way of life of this circle forms an important reason for brand culture to be narrated.

At the same time, they insist on taking root in this field and persisting in serving the people of this level.

Over the years, many years of intensive work have formed an important internal cultural gene of their brand.

This cultural gene has become their core competitiveness.

Some brands in China, sponsoring the project today, sponsor the project tomorrow, often do not know why to sponsor it, only knowing that this project makes the brand exposure rate higher, I will sponsor it.

Or when I cater to it, I want to ask a few spokesmen to flaunt it. The popularity has been opened. After that, I didn't think what to do behind the endorsement. This will test our understanding of the factors behind the process of cultural thinking.

In the course of future development, no matter how to choose their own brand in the form of culture, or choose a fast response way to get the high share of fashion, these two ways will continue to promote each other.

In the process of brand development, the brand first considers how to make people feel good about the brand. Besides the cultural style, the performance style of the enterprise may also be an important aspect of the brand.

In foreign countries, social responsibility has been an important part of enterprises.

The value of a brand is often an endorsement of the level of corporate social responsibility.

This kind of social responsibility includes not only charity, but also a way of life that you express, or life style values that lead social development.

China is in an era of integration and pformation, and will further differentiate in the future development.

In the practice of every brand, there is no uniform and absolute "road" which can be duplicated by everyone. Every brand will use their practice to get out of their success.