Transformation And Upgrading Of China'S Casual Wear Market

Tannin town.

Mainly targeted at young consumers aged 18 to 29 years in China, the cost of brand fabrics and styles is comparable to that of Levi 's, but the price is much lower than that of Levi' s, a moderate price range of 299 to 399, so as to meet the needs of Asia's dynamic generation and middle class.

Brand plans opened 1000 stores in 5 years, and sales exceeded 5 billion yuan.

IZOD:2010 September, owned

Maybe readers will be doubtful. Every year, many clothing brands will be launched in China. What are the special features of the two brands? What is the relationship between them and the pition year of China's clothing market? What should our domestic enterprises do to deal with them? With these three questions, we will start the text.

In terms of brand style and positioning, the above two brands are not really special, but the brand background has a common feature, that is, the two brands are all foreign manufacturers: one is the most popular foreign Cowboy brand in China nowadays, the other is the fourth largest clothing sales group in the world.

The two foreign clothing companies have chosen to launch the mid priced high cost clothing brand in the second half of 2010 in the Chinese market. Is that just a coincidence? Some readers may disagree, pointing out that foreign brands such as ZARA, H&M, UNIQLO and other mid priced brands have already entered China.

But what I want to say is that these brands are only setting up counters or stores in the first tier cities in China, while Denizen and IZOD enter the China market and develop at least 1000 stores.

It has to be a signal that foreign leisure wear brands are beginning to enter the low-end market of China's two or three tier cities.

It is worth mentioning that in 2004, the IZOD brand was operated by high-end brands. Today, the agent has been replaced by the Di Group and the target market has been replaced by the middle end market.

According to statistics, China's leisure wear market capacity reached 450 billion in 2008, and if we analyze the types of cities in China, the number of two or three line cities and the corresponding market capacity is far greater than that of a class of cities.

Especially in the low-end market, the two or three category of cities is the main position of domestic brands' income and competition.

As of today, 2010, once foreign brands enter the market, whether it is for domestic brands or foreign brands, and even for the Chinese casual wear market itself, this is a turning point.

In the face of such a situation, how should the domestic brand deal with it?

First of all, I would like to ask you to consider a question. How many of the domestic casual wear enterprises do they dare to say that they have done well? If you are a member of the management department of a clothing enterprise, do you think your brand is satisfied? When I talk about this problem with my friends, no one will say how good the operation of their brand is. This is not everyone's self belittling. This is a fact.

Nowadays, the brands of foreigners have not entered the two or three line cities in a big way. So many of our domestic brands are operating poorly. So the key to the problem lies in the enterprises themselves! {page_break}

Xu Bin, the first master of clothing brand marketing management in China, once said that running the brand is doing management and making fashion.

The author said many words, according to the management and fashion combination of this future environment to talk about how to operate the brand.

To do "management", there must be people, not even people, and what management? Foreign brands enter the two or three tier cities, and market competition is bound to intensify, but the competition among them is the key.

Although China is a country with abundant human resources, it lacks talent, especially clothing talents.

Take the author company as an example, the northern city of about 4000000 people has recruited Chen Li from the beginning of this year, and only recruited an employee with relevant work experience.

But when I talked to Chen Li, who was in charge of a marketing department of another large garment manufacturing enterprise with billions of assets in the same city, our view is that our city understands clothing VMD (visual marketing) and even less than ten people.

Therefore, in the absence of such talents, the brand benefits of foreign brands and the aura of the "international brand" are bound to exert a great impact on the talents of Brand Company in China.

Moreover, especially the management system of domestic clothing enterprises, many are the "paternalistic" management mode that the boss has to count the details. If the leaders are tired, their employees are even more tired and their grades are general. Therefore, facing the talent problem, the old brands of the domestic clothing brands should really think about themselves and the company.

And "fashion" is divided into "internal and external".

"Inside" is to recognize oneself, especially its own advantages, know what kind of fashion it is; "outside" is how to pack it in order to make it fashionable.

take

In fact, the operation of the brand is a systematic work, I just mentioned two aspects that I think are very fundamental.

And I write this article today is to hope that we can have a deeper understanding of the future market environment. Although the market will be more competitive in the future, it is not necessarily bad for domestic brands. The so-called brand advantage is inferior. We hope that the brand of our country will become an international brand step by step after the competition.

This requires you and my efforts, and needs the efforts of all the garment industry colleagues in China.