The Era Of Multi Brand Strategy Begins

Hongkong's famous multi brand group it.'s discount shop officially opened in Hangzhou era store of West Lake clothing store, and it. opened its brand integration store after mixing its famous brands such as b+ab and izzue.

Previously, Adidas and Nike had integrated their flag brands into a discount store.

BELLE group opened M.A.P store in Hangzhou clothing house and Li Xing, and also integrated store of JoyPeace, Teenmix and Staccato.

In addition, agate, Levi 's, Saturday and other brands also set up an integrated store.

The common feature of brand integration stores is that the ownership of the assembled brand (or regional agency) belongs to the same market entity, which is obviously different from that of a professional store with single category and multiple brands but not belonging to a market entity.

At present, companies that make brand integration stores are generally owned by a number of strong brand groups, such as it., BELLE, Nike, Adidas, Levi 's, and so on.

They have multiple brands, and integrate these brands into one shop, so that they can borrow each other, forming an integrated store.

Practice has proved that the benefits of brand integration shops are very obvious. Adopting the integrated store mode can not only allow more brands to share the pressure of store rent, reduce operating costs, but also increase the stay time of guests to increase the turnover rate.

The predecessor of the brand integration shop is the product assembly shop and the product franchised store, which correspond to the category era and quality era of product management.

The product assembly shop centrally sells all kinds of goods with the same logo.

Quantifying the market with products is the main form of operation in the category era. It is faced with consumers who have no purposeful lifestyle, such as Carrefour, WAL-MART and other mass supermarkets.

The product franchised store centrally and uniformly sells through screening different brand product suppliers and exclusive stores own goods.

Ensuring product quality and realizing the common operation of a certain type of product is the main form of the quality era, attracting the large customers of the same purchase demand to the same store, so as to achieve the clarity of the purpose purchase, such as the professional products store of Gome and lac Crawford.

Today's brand integration store is a brand operation of the same type of different products, and different brands of different needs and levels are concentrated in the same store.

The appearance of high quality products and the rapid marketing of commodities are the main forms of expression in the quality era. They enjoy the satisfaction of the brand while experiencing the product consumption, and experience the comprehensive marketing services of the brand to the customers. For example, some shops mentioned in the article belong to the brand integration shop in the modern sense.

Brand integration shop is an inevitable product of the development of store management mode to a certain stage, and it is also a manifestation of the in-depth operation of multi brand strategy.

When enterprises expand to a certain extent, they often adopt multi brand strategy to occupy more market segments.

In the early and middle stages of the implementation of multi brand strategy, different brands usually have different franchised stores for differential competition, so as to avoid duplication of product market within the same enterprise.

Some enterprises even deliberately hide information and avoid giving consumers the recognition of multiple brands for the same enterprise.

Under such circumstances, the differentiation between multi brands has become the goal pursued by enterprises.

Every time a new brand is created, it is the same as starting a new business. From product development to channel management, as far as possible, it is different from other brands, and the more thorough the differentiation, the better.

Following this strategy, the development and growth of new brands will enable enterprises to continuously occupy new market space.

But the problem is that the investment in creating a new brand, including manpower and material resources, is also multiplied.