Is The Foreign Brand ZARA Model A Bad Example For Chinese Enterprises?

At the beginning of this year, in the Zhejiang industrial and commercial bureau's sampling inspection of imported brand clothing quality, Zara Some products are not qualified for "wet rubbing fastness" and "use instructions". Since last August, the relevant departments are in the opposite direction. ZARA brand In the detection, there were 4 times of "quality record". Consumers complain about their quality on numerous complaints websites.

Like the lawsuit against Europe's big brands in designing copyright infringement, ZARA ignored the quality gate incident. In fact, this is closely related to the positioning of ZARA's fast parity. As an enabler of the fast fashion trend in the European apparel industry, ZARA aims to provide customers with "fast fashion clothes affordable" clothing store. In just a few decades, ZARA brand has rapidly entered the world's top 100 most valuable brands, and its parent company Inditex has become the fashion giant of the world's largest retail sales. It is precisely because of this position that ZARA always believes that in order to pursue fast and fair prices, it is acceptable to sacrifice quality if necessary, especially when consumers blindly pursue the brand Chinese market.

ZARA's success in the global market obviously deified ZARA brand. ZARA operation pattern It has always been the focus of research and analysis by domestic experts. After the entry into the Chinese market, the ZARA mode has almost become the object of worship for all Chinese garment enterprises. But in fact, ZARA's innovation of market positioning, information system and logistics system is not suitable for the current Chinese traditional clothing enterprises.

The success of ZARA mode comes from the grasp of the essence of fast fashion industry and its deep understanding of market competition. As a market-oriented garment enterprise, ZARA's new clothes will arrive at the store within 48 hours in the slowest hour after it is produced and transported to anywhere in the world. ZARA in every terminal of the world, it is necessary to replace the new products within 2 weeks. The real "quick system" is the most attractive part of Chinese clothing (000902, stock bar) enterprises.

However, at this stage, it is harmful for Chinese clothing enterprises to imitate ZARA blindly, not only " Fast system The establishment of the entire R & D, operation, terminal, information logistics system requires a lot of resources, and for Chinese enterprises, if the idea of running the "fast system" can not be thoroughly implemented, the huge investment in the early stage will easily paralyze the whole system.

The famous American president Truman said: not every student can be a leader, but every leader must be a scholar. The difference between a leader and a reader is his idea and persistence in success. For enterprises, to achieve excellence is also the first to win in the idea, and whether the idea can land is related to the success of the system construction.

From the ZARA's strict requirements for the operation of commodities, we can see that the whole system of ZARA has formed a culture, that is, ZARA has changed the traditional concept of launching new products every 6 months, but has formed the idea of dealing with market competition all the time. This subversive interpretation of market competition has made ZARA completely transform a way of thinking to build R & D, production, information, logistics and terminal systems of enterprises. When the enterprise system is perfected, success will become a matter of course.

Many Chinese clothing enterprises only see the surface mode of ZARA being successful because of "fast", but they fail to build the core foundation of "fast" enterprises: a fast based enterprise culture. Therefore, in the pursuit of "fast" success, under the premise that the "fast" culture of the enterprise is completely zero, Chinese enterprises are blindly pursuing the "fast" sales. The result often leads to the quick death. The collapse of the direct selling clothing brand PPG, which was once popular in China, is the most typical case. The main reason for its failure is the failure to consolidate the key links such as the R & D and circulation of enterprises, especially the control of product quality. {page_break}

China's traditional clothing enterprises are still using the mode of ordering once a half year. In most enterprises, the driving force of the whole R & D chain of commodity design, procurement and production is basically based on the performance of the order once a year, what the dealers are concerned about, what the enterprises are concerned about, and often do not focus on the concerns of the end consumers. When the performance of the goods depends on the dealers rather than the end consumers, the information is often distorted.

In market competition, goods are bullets. As we all know, in the field of war, the speed of ammunition supply and the quality of ammunition directly affect the success or failure of competition. ZARA's subversion of business philosophy is precisely from the source of "ammunition supply". ZARA designer's work and life is to grasp popularity. They often travel around the world to see the exhibition and understand the market trends, and immediately incorporate these elements into the new design. In order to quickly update, ZARA launches more than 20 thousand new designs in one year, and 70 new designs will be produced in one day.

In order to learn ZARA, Chinese enterprises bear the brunt of changing their ideas, facing competition and changing their work and life from the source of design. If the domestic enterprises and designers do not work to meet the order once every half a year, the development of fabric is not for the semiannual order meeting, but instead of changing the train of thought and mode, focusing on the change of the market information, will accept the challenges of the market daily, integrate work and life, relax and relax, and always get inspiration from the market to complete the development of fabric and design works. The competitiveness of commodities will naturally be enhanced.

The establishment of any operation system of an enterprise is based on the concept of the operator. When the management team of enterprises has clear ideas and consensus in the face of market competition, the problems of R & D, information, logistics, operation, marketing and other systems will be solved. In fact, ZARA's "buyer" model is not original, but also a fashion that European fashion industry has been promoting for many years. It is man-made, and success begins with ideas. Changing the concept and learning the ZARA mode can achieve twice the result with half the effort.

In recent years, domestic enterprises have made many achievements in learning ZARA mode, mostly in the field of Internet sales and men's wear. The online direct selling brand VANCL focuses on the buyer's mode of ZARA. VANCL invited Korean designers to work together and trained more than 10 buyers. These buyers participate in fashion festivals in Europe, America and Hongkong, visit suppliers, integrate market information, and improve the market responsiveness of the design team.

Fashion and leisure men's clothing brand Bao Bao is to break the traditional thinking of clothing enterprises from the concept, not only become the first traditional clothing brand to join hands with venture capital institutions, but also break the traditional order rule in commodity planning, extend the design to cooperative suppliers through the comprehensive integration of supply chain, effectively enhance the ability of commodity design, and effectively reduce the order period to every quarter. Market layout also adopts a more flexible mode of cooperation. At the same time, with the rapid response mechanism of e-commerce, bin Bao reduced the new product listing cycle to the shortest, thus greatly improving the cost performance of goods.

ZARA is a good teacher for Chinese enterprises, but Blind imitation The ZARA learning mode will only make ZARA a bad example and mislead Chinese enterprises to go astray. Therefore, Chinese enterprises should learn not only the brilliant story of ZARA, but also the culture, ideas and even lessons of failure. Learning a person's success will help us understand a shortcut to success. Studying a person's failure will make us understand that the shortcut to success is actually to understand and reflect constantly and adjust in failure. This is the case with people.