Dream Bazar Bought Pierre Cardan &Nbsp; B2C And International Brand Should Conform To The General Trend.

　　 Pierre Cardin The name of this internationalized and familiar name has been deeply embedded in every single one. fashion In the hearts of the people, when Mr. Cardin was interviewed by reporters and said, "I want to sell now," Garment industry Even the fashion and business circles are not thinking about the 1 billion euro bid, but the future of the international brand.

What will be the fate of the 88 year old legend, the world's top fashion designer, and the world's top fashion brand? I personally analyze and dismantle this, and Mr. Cardin's legendary story and the origin of China should continue to be written and better developed.

Ink and wash home clothes

Taking a look at the status quo and the history of the acquisition of the world's leading brands in the women's clothing industry

It is not necessary to divide the price, image and height of the women's clothing industry to the relevant market segments. According to the market share of the overall sales phenomenon, the trend of brand concentration is still low. The total market share of the top ten brands is only 31.24%. Among them, the advantages of only and VeroModa were significantly expanded, leading position was further consolidated, and the occupancy rate was more than 7%; the third to tenth brands were Edgar, European time, brother, Baozi, IgG, white collar, Ya Ying and Mass Phil, and the market share was less than 4%.

In view of this, the overall brand height, product quality, market size, design technology, and interest ratio of the entire Chinese clothing market are quite different from the standards of the international powers of clothing. That is to say, if an international brand like Pierre Cardin needs fast in China, it will not go far.

In 2007, BELLE acquired Fila and FilaNetherlandB.V.; in 2007, YOUNGOR acquired Smart and XinMa; in 2009, Anta bought the Fila and FullProspect held by BELLE; in 2009, YGM traded to buy the British luxury old agashi Dan Aquascutum; in 2010, Shandong Ruyi group purchased the Japanese Rena Corporation; in 2010, Wenzhou Cheng Long bought the trademark right to use Pierre Cardin leather, knitted clothing and leather shoes.

Such international big names have been frequently acquired in China. What are the fate and outlet of these brands after acquisition? There are no successful cases at present.

The problems generally fall into the following aspects: first, the strength and superiority of the acquirers decide the long-term development of the acquired brands; secondly, whether the acquisition brands can still retain their original value after being bought; third, domestic marketing and international marketing are very different; whether domestic enterprises can link up all foreign marketing, and how domestic enterprises to develop domestic marketing are all a series of core issues. Finally, China's market environment will still not have the world's high-end luxury brands made in China, and it will take time to become a real brand power and get rid of the coat of the big products.

Therefore, after the acquisition of such an international brand, how to maintain its original pure brand lineage and its original cultural attributes, carefully plan and manage, and maintain its original brand image and quality, how to better make it jump to achieve more spectacular attention and achievements, thus driving the rise of China's luxury brand has become the first purchaser of the buyer. {page_break}

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Pierre Cardin's roundabout in China

Mr. Cardin has a long history in China, and the tapestries of the Great Wall in 1976 are still hanging in his own office. Mr. Cardin deeply loves the ancient and rich culture of the East. In 1978, he made his own company form a tour group and came to China for an inspection. He thought that Chinese people would have to understand the fashion of the world, and it will also become a trend in the future, and the products of its brand will be accepted by the Chinese. So the long journey to China began. Today, Pierre Cardin has 20 agents in China and 2 Maksim restaurants. With the increasingly fierce competition in the market, consumers are paying more and more attention to fashion, clothing styles and styles. Pierre Cardin is constantly breaking through in the constant bottleneck, forming a brand positioning and design style suitable for Chinese characteristics, carrying out many re planning and upgrading of the overall strategic development of the brand, and conducting scientific analysis of consumer behavior.

Reshaping and resetting has become a protracted war after Pierre Cardin officially came to China. Whether it is from the brand competitiveness, brand positioning, product style, product line design, operation mode, consumer positioning, marketing strategy, public relations promotion, counterfeiting and straighten up, social culture, and financial, sales, R & D, channels, management and so on, it has made 3~5 years of re regulation, hoping that Pierre Cardin can complete gorgeous transformation in China's market. Obviously, today's results are not what we would like to see. It also proves that this series of planning and adjustment does not achieve the desired effect. Is it the inevitable result of these big international cards coming to China?

How to make China's international fashion brand go?

The bid of 1 billion euros is not surprising from the perspective of its brand life cycle. The most important part of international luxury brands is its brand culture, brand value and brand vitality. How can such a brand bring you and your life changes? The rapid expansion and the explosion of a single point can lead to the short and quick effect. The disadvantage is that it is difficult to be effective and orderly in management, and requires high efficiency in order to mold and maintain the brand. In addition, the vitality of such an international brand can be described as a double-edged sword. Once squeezed into this so-called luxury position, the survival and status will inevitably bear the brunt and maintain the main brand status. Meanwhile, the sub brand of the network development is also one of the big brand survival modes, constantly subdividing the market and subdividing the brand, and the overall positioning and image of its sub brand will naturally not be inferior to where it will go. Pierre Cardin's operation mode is authorized operation system, distributors and agents are their long-term partners, and this mode has contributed to the high price of their brands.

As we all know, the traditional mode of operation, the competition in the clothing industry is no longer a mere product or channel competition, but a competition of the whole industry chain integration capability. From the aspects of fund-raising financing, production cost structure, channel optimization, product association, information circulation, service mode, marketing strategy and so on, the traditional mode of operation has a very high demand for enterprises. Coupled with the fundamental cultural and attribute differences between the traditional Chinese made brand and the international brand, the probability of aborting the international brand has greatly increased. This requires the acquisition of more flexible, diversified, cluster oriented, quick response, and global business models that can be adapted to the global market.

Some buyers are the front-line agents or distributors of international brands in China, which will inevitably create bottlenecks in management and business models, because the advantages of this type of acquirers lie in the control of product lines and supply chains, while the disadvantages are brand building, market reaction research, management mode obsolescence and capital control.

Some of the acquirers are large international groups, similar to LVMH, PPR and other luxury industry giants. But this part of the acquirers is not short of funds and related brand building and business management capabilities, but its basic operation mode basically is to operate its own brand independently, while Pierre Cardin is authorized to operate, and there will be no room for development under them.

If there is a better option for the acquirer, I personally believe that the e-commerce clothing enterprise can be the best choice. The following author makes some feasible analysis on this proposal. {page_break}

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How can e-commerce enterprises acquire the advantages of big international brands?

Clothing fashion has become the largest online shopping category. As of December 2010, the number of online shopping users in China has reached 161 million, of which nearly 60% have bought clothing online, that is, the customers of online shopping clothing are close to 100 million. In addition, the scale of the transaction scale of clothing B2C from 2008 to 2012 will reach 98.6%. In 2009, the proportion of apparel online shopping in the apparel retail market reaches 9.7%, and it is expected to reach 17% in 2012, and the transaction scale is expected to exceed 18 billion yuan.

The value of e-commerce business mode lies in information circulation, cost structure, channel size, and innovative marketing. This can fundamentally solve and evade several important core problems of international big names in China, and create more space for its development in the overall mode of operation.

Statistics in the consumer survey report of 2010 online shopping in China: in the apparel B2C platform: VANCL takes the lead in the market share of 28.4%, and wheat net ranks second in the market share of 16.6%. Other websites have already dreamed of bazaar, and the market share is relatively small, but the growth rate is not fast enough. I personally believe that Mcglaughlin is not a pure e-commerce enterprise. At present, the sales volume of his catalogue still reaches about 60 to 70% of its total sales volume. In other words, the independent clothing industry's e-commerce giant is nothing but the guest and the dream bazaar. Therefore, the author puts forward some personal views on the possibility of the acquisition of Pierre Cardin by fans and dream bazaar.

Fan and Pierre Cardin

First of all, let's take a look at Van worth. At present, the market value is $3 billion, and the annual sales volume is estimated at RMB 10 billion. Its first impression is "all customers", which is basically cheap, cheap and popular. This part is not linked with the international luxury brands. CEO, who once made a bold statement, said that he wanted to buy LV, but its purpose and intention was to annihilate the needs of luxury brands in people's lives, thus highlighting the importance of its popular brand.

Secondly, although the market value and capital are strong, although the market is still not profitable, professional analysts believe that the estimated market value of the bubble is very large, and last year it was a heavy loss of nearly 20%. This is not a good news for Pierre Cardin. Once the main problem has occurred, how can we take into account it, and there will be no good development.

Finally, the audience market that Pierre Cardin needs is essentially different from that of every customer. All customers are made up of men's shirts, so their basic customers are young men who have just entered the society and the city, while Pierre Cardin's audience groups are mostly fashionable women with a certain energy consumption.

Dream bazaar and Pierre Cardin

Next, I would like to talk about the author's theme. Dream Bazar is currently valued at $1 billion, with annual sales estimated at 3 billion yuan. If this e-commerce enterprise can consider acquiring Pierre Cardin's international luxury brand and devote energy to its operation, it is sure that it will bring great opportunities to China's garment industry and e-commerce industry, and make dream Bazar the leader in the industry. The author also discussed with one of the founders of the dream bazaar, and the other side indicated that there was no possibility of takeover. The main reasons are as follows:

First of all, the overall design style and style of the dream bazaar product is very stylish. Its autonomous brand design team is as large as more than 200 people, and it can match Pierre Cardin's needs in terms of product diversification and professionalism.

Secondly, the dream bazaar's audience is positioned as a fashionable OL woman with a certain consumption ability. The idea of advocating women as the decision-making consumer group in family and office circles has not changed since its establishment. Although the product line of e-commerce B2C includes the products of the opposite sex consumer groups such as men's wear and children's wear, the main shopping decision makers are still not female.

Third, several brands of the dream bazaar are mostly high-end positioning and price products. Their data resources are very abundant from all aspects of physics, region, capability and so on. At the same time, the quality of this part of the base customers is also very high quality. With the customer base, creating new brands is only a matter of on-line time. At the same time, it also provides a good foundation for Pierre Cardin's transformation to the B2C channel of e-commerce.

Fourth, the dream bazaar is expected to expand its overseas platform in the second half of this year and complete the overseas first phase layout. This part of the plan also provides a direct platform for Pierre Cardin's global network convergence, thus avoiding or relatively solving the bottleneck of Chinese enterprises failing to continue international business after the acquisition of international enterprises.

Finally, the dream bazaar's overall development concept is to become a world-class Made with China and Chinese brand world-class Chinese Internet brand enterprise. While expanding the overseas market, the brand's popularity and influence will inevitably become a stumbling block. Pierre Cardin is still the best overseas knocking brick to ensure its original product quality and output, at the same time, it can drive the design style, product quality and service level of the dream bazaar product line, and reduce the accumulation time of the dream bazaar's overseas brand, and make profits in the short term. Therefore, I believe that the fast and healthy development prospects and stable and long-term development mode of dream Bazar are more suitable for Pierre Cardan.

Pierre Cardin and electronic commerce B2C dream bazaar cooperation, the trend of the times, the popular hope.

In the case of China's luxurious family, how to grow healthfully and healthfully, the international luxury brands should adopt new ways and means. Electronic commerce is now the trend of the times. It is the inevitable direction for Chinese enterprises to accelerate their development. It is also the best way for Chinese enterprises to steadily go abroad and expand outside Jian Lihai. The most important thing is that the overall upgrading of Chinese brands and the development of Vietnam will be the most innovative and breakthrough development through e-commerce.

The cooperation between Meng bazaar and Pierre Cardin is sure to trigger a round of buying frenzy of traditional clothing industry and e-commerce B2C. We hope that this milestone will be born and hope for the true Chinese manufacturing and the emergence and rise of Chinese brands.