Interview With General Manager Xu Bo, Barbara: There Is No Shortcut To Multi Brand Development.

Wenzhou leisure brand Semir has built a successful children's wear brand balbala in 9 years. With the successful listing of Semir dress in Shenzhen Stock Exchange in March 2011, when the successful case of a multi brand operation was interpreted frequently, Barbara's success once again led the industry to ponder over the development of multi brands. Is it a convenient way to develop multiple brands to replicate the past successful experience? Xu Bo, general manager of balbala, believes that we should not fall into the trap of multi brand development, and copy the past successful experience to make a new brand, which will result in the disorder of positioning.

According to data from 2010, Barbara's market share ranks the top in the market share of 100 billion children's wear. Balbara has proved to the world that children's clothing can also make big businesses. Recent research data from the financial sector predict that Semir will be the best investment target for children in A shares. Barbara is the leader in the industry, and is expected to maintain a 30% to 50% composite growth with its leading edge in brand and channel.

In 2002, the market of children's clothes with sharp pointed corners attracted the attention of chairman Qiu Guang he. When Semir launched its first brand extension, the brand of balbala, the main children's clothing, came out. Its target group was a well-to-do and middle class family that focused on fashion and quality. The product line covered 3-12 years old children, children's clothing and children's shoes. Semir has thus become one of the few garment enterprises that have established multi brand operation platforms in China. Taking into account the difference between casual wear and children's clothing, Semir operates Semir and Barbara brands in two main businesses, and has appointed Xu Bo as general manager to run the Barbara brand.

Under the operation of Xu Bo, Barbara developed rapidly. In less than two years, it created billions of output value. In 2005, sales exceeded 300 million. In 2007, it was also named "China's famous brand product" and "China's ten largest children's clothing brand". In 2011, it was also regarded as "China's well-known commercial standard". Nowadays, Barbara has been sitting on the top of the local children's clothing brand.

Barbara has created the miracle of children's clothing development. Its success has led many enterprises to start the Nuggets children's clothing market. Only in Barbara's hometown, Zhejiang, beverage giant Wahaha has launched Wahaha children's clothing, Metersbonwe's ME&CITY push Kids series, leather shoes giant Kangnai has launched three point water children's wear and casual wear brand. In the national clothing market, there are numerous cases of adult shoe and clothing enterprises involved in children's wear market. The reason is that in addition to the huge upward potential of children's clothing market, attracting a number of enterprises to go ahead, Semir's involvement in children's wear and the creation of a successful children's clothing brand in balaba for 9 years also seems to play a role as a weathervane.

There is no doubt that Barbara's success has a huge relationship with Semir's excellent platform. Xu Bo came out of the brand of Semir at the beginning of the brand and drew on the successful virtual operation mode of Semir casual wear. The company focused on design, research, marketing and brand building, and the production was commissioned. Balbara has also become the first to adopt the virtual management mode of children's clothing brand. But children's clothing has its own set of operation rules and market rules. On this point, Xu Bo has a deep understanding. From adult casual clothes to children's clothing, many roads need to be groped alone.

Unique temperament can make a different brand. From the beginning, Xu Bo explored a road of differentiation for Barbara, which is different from traditional brand of children's clothing in terms of channels, products and promotion.

In terms of channel, balbala walked away from the brand store channel that the children's wear brand did not go, and even opened community stores and store stores. Xu Bo thinks that it is the most important thing to consider the convenience of consumers in channel construction. With the improvement of the purchasing power of consumers, clothing can be opened like a convenience store. Apart from setting up counters in shopping malls, the store has enough flexibility and freedom.

"Children also have diverse needs, respecting their children's personality choices." When many children's clothing brands are still revolve around cartoon patterns, balbala's clothing has grown into a taste of adults, concise, comfortable and international. On the price, the price of children's clothing is polarized, or sold in the market, the price is high, or sold on the street, the quality of the price is not guaranteed, Barbara has taken the public pricing route. Based on the above differentiation, we can see that Xu Bo is aiming at the demand of the middle and high purchasing power class, which is the demand of the middle class. They need a popular brand with quality, taste, fashion and reasonable price.

"As a rising star, we must solve the problem of positioning and take a very clear line of differentiation to shape the brand." Differentiation is Xu Bo's brand development code repeatedly emphasized. Internationalization is an important manifestation of Barbara's difference from other domestic children's clothing. Balbala, with an international brand image, meets the increasingly internationalized demand for brand names. It integrates the world's first-class resources from product design, fashion design to brand communication, and the image of internationalization has made Barbara stand out from many domestic brand communities. {page_break}