In The Face Of Mature Consumer &Nbsp, How Should Brand Clothing Enterprises Choose?

Chinese version of SPA

In the Chinese market, annual sales of around 5 billion yuan.

Before reaching this threshold, the US has started to use the SPA model as a magic weapon to ensure sustained sales growth.

In 2008, the United States formally launched the first SPA brand Me&City in China, and tried to rapidly ripening the new brand through docking with the top resources in the industry.

Despite its confidence, the annual report released in April 2010 by the United States showed that its profit fell by 24.77% when sales revenue increased by 16.63% over the same period last year.

Many research reports believe that the rapid expansion of Me&City and improper management led to a sharp rise in the cost ratio, which is the main reason for poor performance.

For the outside world's doubts, the top US state responded: "we walked too fast, and at the same time, we did all the twenty provincial capital cities in the country.

But we must seize the time to occupy the highlands. We need to build the gas field in a short time.

This development speed will occupy a lot of resources in a short time. "

"Consumers don't really need us to pay new models every day.

We promise to catch several popular trends every year, and every week to two weeks, we will have new products to meet the needs of consumers.

In the view of the United States group, what Me&City needs to do is not to compete with ZARA, but to find a more suitable model for its own development. For example, in the two or three tier cities, the United States and the United States may join in the future, instead of insisting on the adoption of the private store in the SPA mode.

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 the design of international top brands, shortening the distance between the public and the top fashion, so they are called "fast fashion".

Like the second generation SPA represented by ZARA, Japanese brand UNIQLO can achieve effective control and fast shipment of the supply chain.

These new generation of SPA enterprises have many similarities: in the background that consumers can not see, they are squeezing the cost of internal management through effective control of the supply chain, flat structure makes them understand consumer demand better and react faster.

Serving big brands

"The competition in the e-commerce market has been red bayonet, and we have made a detour, which is another market, the e-commerce service market, which can reach more than 200 billion yuan in two to three years.

Our goal in the future is to build a Oteri J on Taobao.

As the largest e-commerce service provider in China, Chou Wenbin, founder of Bao Zun electric business, told the media.

One of the main business models of Bao Zun is to provide a package of e-commerce services to many world giants running flagship stores or franchised stores, namely, "online retailers", on Taobao mall.

In the process of establishing an official Mall for Lining sporting goods company, only 2 people spent 2 weeks building up the system, and the software system developed by Bao Zun was developed independently, including inventory management, warehousing and logistics management, e-commerce system platform and so on.

It is reported that this year, Lining and PHILPS's brand stores earn forty thousand or fifty thousand yuan a month.

Today, dozens of famous brands such as PHILPS, Lining, Haagen Dazs, HP, Midea, Revlon, kraft and Unilever are among the customers in the website.

The "online retailer" mode is different from the vertical B2C website. The B2C website first looks for consumers, then uses the crowd to negotiate with the brand, get the goods, and then give the profits to the consumers.

And Bao Zun is looking for big brands first and then crowds.

"This is a small risk because big Brand Company have brand appeal first and there is no problem with the flow of people," he said.

Chou Wenbin analyzed this way.

In Chou Wenbin's view, there is not much difference from the web page.

The biggest difference is in the background, such as activity design, customer service guidance and so on.

But what is the real skill of a retailer? Is it possible for an old customer to enter the store and identify him immediately?

First of all, you need to know where he lives and what products he most likely to buy.

This test whether you can immediately pfer a series of data, through analysis, to understand his preferences, purchasing power, and then active communication.

In order to become more familiar with the retail industry, Bao Zun gradually began to excavate people from traditional retail and manufacturing industries. In the work history of new employees, there are new and old retail businesses such as Tesco, WAL-MART and Jingdong mall. There are also traditional manufacturing companies such as Anta and BBK.

There is no experience shop for counters.

After 8 years of development, diamond small bird is the largest diamond B2C website in China, with an annual sales volume of 400 million yuan, with an average growth rate of 177%.

But for entrepreneurs, business models often determine success or failure.

The sample of diamond young birds is the first blue diamond BlueNile online sale in the United States. The company, the first network sales Diamond Company, was founded in 1999 without a physical store.

"We are not exactly the same as BlueNile, they are fully online sales, but we have to focus on the characteristics of China's local market - experience is the most important for Chinese consumers."

Xu Xiao, the founder of the website, expresses their line so that "our mode is the combination of online and offline sales."

In the first experiential shop opened by diamond birds, sales in that month doubled 5 times.

So far, diamond birds have set up experience centers in 12 first tier cities such as Shanghai, Beijing, Hangzhou, Guangzhou and so on. They are also located in the most prosperous business district, with 520 square meters in the Hongyi Plaza experience store located in the golden section of Shanghai.

There is a very big difference from traditional jewelry shops. People at the diamond bird experience center see a few computers instead of counters and merchandise.

The "customer access area" is another cultural wall that tells the history of diamonds and a one to one professional consultant desk, and then a splendid hall full of diamonds.

Ding Jianjun, the general manager of the lingerie network, has the same idea as Xu Xiao. Although their physical display shop has not yet opened yet, it seems to Ding Jianjun that this mode of placing orders online and trying them out in the store is a necessity of market development.

"The purpose of fast opening is to gain market share quickly, because the competition in the market has become increasingly fierce. The experience of expansion in the first tier cities has told us the most effective way to carry out the market coverage, and everything will take the sales performance as the final consideration, so there will be no blind expansion."

The website gives an explanation for the rapid laying of terminals.