Gimmick? Earn Popularity? Can Chinese Fashion Brands Catch Up With Fast Fashion?

After the financial crisis, fashion trends swept across the globe, and even the luxury brands could not resist.

These follow the fashion pulse.

Domestic clothing brands see that these strong funds and strong competitors will be a big shop around their own, and also not to be outdone. Many local brands have embarked on a fast fashion trip, and began a real game.

These brands include the ME&CITY brand of the United States, the old men's clothing brand, Luo Meng, fan Ke pin pin, Mcglaughlin, Taiping bird, arston, Li Guo,

Is it playing gimmick or making money? Is it possible to attract the crowd of consumers by hanging up the name of "fast fashion"? Or advocating the concept of "fast fashion" and gaining popularity to pay attention to it?

Some domestic brands are "dangerous" when they see "foreign visitors" making a big pot full of envy.

In particular, those who do not understand the true profit connotation blindly are either hyping the concept or thinking of rushing themselves into "fast fashion" brand.

They may be aware of "fast" and "fashion" and forget that they really want to be a decent brand.

In other words, the reason why ZARA is successful and H&M is successful is because they already have a strong brand foundation and brand culture, and the design is recognized by the public.

Talking about the mode of passing the brand first

UNIQLO didn't really become indigenous at the beginning of its business.

In order to enhance its brand image, UNIQLO implemented two major strategies to change its image in 1998: first, to open up the UNIQLO store in Harbin, a thriving place in Tokyo, and the second is to change its image through media publicity.

Through a series of initiatives, UNIQLO's strategy of changing its image has been a great success.

In this way, UNIQLO is being accepted by Japanese consumers step by step, becoming the national costume of Japan.

In 2001, sales of UNIQLO amounted to about about 400000000000 yen, and about 80% of its sales came from the local market.

A world-class retail giant has had such an experience at the beginning of our business. Our brand needs to be more tolerant.

Brand image building and construction are very important.

In the fast fashion consumption mode, consumers will also consider the brand factor while paying attention to the product. The domestic brand will be weak in the brand. Therefore, for those who want to enter the fast fashion field, we must go out of the misunderstanding and strengthen the brand building.

We can see brands such as ZARA, which will always shop in the most bustling areas of the city, across or around the famous luxury brand stores, even if the rent is expensive.

The important thing is that they convey the value of the brand by "who is standing with them". Ultimately, they feel that the price is low, but the brand value is not cheap. Many consumers are even willing to get a little vanity satisfaction from buying fast fashion brands. Things are good, the prices are good, and the brands are good.

Fashion is the first priority, so "fast" is what clothing companies must pursue.

Building a fast localization design force

At present, a core element of fast fashion mode is to follow the fashion trend by copying international brands quickly.

Imagine that if all of our brands are plagiarizing and ultimately there are no differences between the brands, then what does the fashion talk about? Therefore, the local brand must gradually build its own design power from the plagiarism in the fast fashion.

Besides, we should give more consideration to localization factors in product design, instead of imitating foreign styles blindly.

A lot of copying of foreign styles is not suitable for Chinese people's shape and aesthetics. When entering the lower end market, this disadvantage will be more obvious. Therefore, localization should be the key to winning the local brand.

ZARA and H&M are very insistent: they are not the creators of the trend, but the followers.

ZARA has more than 200 designers, and H&M is said to have more than 80 designers. Its functions are constantly shuttling in the corners of every fashion week and every fashionable city in the world, capturing fashion information and integrating design, then producing shelves.

It is reported that the latest season of D IOR new clothes just appeared on the Paris T stage. After two weeks, the product with the latest shadow of D IOR can be found in the ZARA store in Beijing and Shanghai, and the price may not even be 1/10 of D IOR.

Unlike ZARA, who pays the infringement fees to high fashion brands every year, H&M simply join hands with designer designers.

It is reported that the designers invited by H&M have Karl Largerfeeld, Stella Macartney, Robert C Wally and Madonna.

As fast fashion has basically taken a variety of product strategies with limited quantity, its products have become a hot topic for consumers.

Efficient control of the entire industry chain {page_break}

ZARA has greatly reduced the cost through the efficient integration of the industrial chain. It not only relies on product innovation, but also does not rely on cheap labor, but has created high wealth.

The success of ZARA is the same as the success of these enterprises in Jinjiang, that is, they control the whole industry chain.

Before the 230 thousand retail outlets, there are links such as wholesale, warehousing, pportation, order processing, manufacturing, product design and so on.

Only by controlling the whole industry chain can we control the pricing power and the product will be cheaper.

Only by controlling the whole industry chain can products become fashionable.

In fact, domestic clothing brands have a great market advantage.

It has been counted that as long as we open 15 stores in every two tier cities in China, and then open three or four stores in county-level cities, the total volume will reach eight or nine thousand stores.

In fact, the number of terminal shops of some sportswear brands in China has reached seven and eight thousand respectively.

It can be said that when the foreign brands are ready to develop the "thousand store" plan, the domestic brands have moved towards "Wan Dian".

Therefore, funds and terminals are not a problem.

The "fast fashion" model tests the knowledge system and operation ability of enterprises. If the ability of integration and updating is somewhat deficient, they will soon be abandoned by "fast fashion" consumers.

In China, a large number of local brands, represented by the United States and the ME&CITY of the United States, have begun to test the water "fast fashion".

This year, the United States first put forward the concept of "national big brand", which is exciting.

Because it sees the trend of the future, the domestic clothing brand can completely get out of its' fast fashion 'model, not all things have to follow the foreign model.

epilogue

In such a market, "fast fashion" means comprehensive ability, which means not only sharp grasp of consumers' interest, but also quick response to market reaction, and more importantly, pformation of management mechanism to a more forward-looking, more efficient, more sensitive and imaginative direction.

Such a "fast fashion" brand can become a strong brand in a relatively short time.

In 2010, we also look forward to fast fashion and quick marketing. This new business thinking can bring more vitality to our enterprises and give us more pleasant surprises in our life.