Three Puzzles Of Traditional Clothing Enterprises Touching "Electricity"

"If we do not do well in e-commerce today, we will have nothing to do tomorrow."

After the financial turmoil, clothing enterprises still suffering from various pressures such as RMB appreciation, labor force and raw material cost rise are encountering an unprecedented cold current.

In recent years, the increasingly crowded e-commerce has become a huge cake that the traditional clothing industry must pay attention to.

To a certain extent, e-commerce will also be the only way for enterprises to survive and develop in the increasingly globalized market competition.

Tradition

Neither the small and medium enterprises nor the large enterprises at home and abroad can afford to take lightly the tide of e-commerce.

At present, many clothing companies in China are trying to get a slice of cake in the online shopping market, such as Lining, Anta, BELLE, 361 degrees, PEAK, Daphne, seven wolves, and American Apparel.

Li Ning Co began experimenting with Taobao mall a few years ago. After tasting its sweetness, it built its own B2C mall and applied e-commerce management system to realize the division of labor and benefit sharing between online shop and offline entity stores, and seamless interaction between online sales and offline logistics.

Apart from online sales, many brands also take a series of measures to enhance interaction with consumers, so as to stimulate market consumption and gain more market share.

In the view of Hu Chenrong, director of BELLE e-business operation, e-commerce is the path that traditional enterprises must take. "You don't do it, your opponent is doing it; your authentic product is not done, your Shanzhai is doing it."

Despite the explosive growth of online shopping volume, it occupies the whole circulation channel.

In fact, e-commerce accounts for only 2%~3% of the total retail sales volume in the whole society, which still has a big gap between developed countries such as the United States and 7%~8%.

In the future, the online sale of domestic apparel products will undoubtedly maintain rapid growth and huge room for development, but the path of e-commerce in traditional dress industry also needs to undergo pain and struggle.

There are many reasons for their confusion, such as what kind of way to enter and solve.

Perplexity one: how to enter low risk

For many traditional clothing brands that have just entered the Internet, the third party platform is the least risky.

When you don't have the ability of customer service and logistics, you must not touch the net blindly.

Traditional clothing enterprises can only succeed in the field of electronic commerce. The main reason is the way of thinking.

In the practical application of e-commerce, traditional enterprises should turn passive into initiative.

Shi Hongmei, the chief analyst of the textile and garment industry of the Oriental Securities Institute, said that the advantages of traditional brand clothing enterprises to enter e-commerce are obvious: it can provide more dimensional brand experience, cover a wider group of customers, improve the share of the whole market, better eliminate stock or obtain new profit growth, more timely interaction with the market, get instant market information, and then respond quickly to market information according to the feedback in the design production link, better meet customer needs, standardize online channels, maintain brand and consumer interests.

In addition, through the establishment of the marketing mode of the extreme compression intermediate channel, it can also reduce the cost of the channel.

Traditional clothing enterprises also have unique advantages in the development of e-commerce. For example, good brand awareness has effectively saved the early investment of "touches". The existing supply chain system has laid a good foundation for starting e-commerce business, and the scale advantage makes itself have stronger upstream bargaining power and so on.

However, judging from the current development situation, the traditional clothing enterprises are generally cautious about the test of water e-commerce, and to a certain extent, many enterprises are still in the long view stage.

First of all, the problem that lies ahead of them is that the initial investment is large, and output is not directly proportional to input in the short run.

Because building an e-commerce platform is not just to build a website, but to put the product up so simply. The whole information system, customer service system and marketing system are huge projects.

The increasingly fierce market competition makes them have to invest huge sums of money in various forms of marketing activities, such as spike killing, promotion, group buying and overwhelming advertising.

How to enter the e-commerce field at a low risk is a problem that many apparel enterprises are thinking about.

Zhou Junwei, senior director of Taobao, pointed out that some enterprises believe that only when they have a wide range of customer base and brand influence can they establish their own team to touch the net.

In fact, if we already have a certain ability, enterprises should seize the opportunity. We should also try to open an official flagship store on Taobao, Jingdong and other large websites.

This will not only train the immature team of enterprises, but also increase the level of technology and customer service logistics of the R & D platform through the exchange and experience accumulation of these large platforms, and lay a good foundation for future independent website development.

In Zhou Junwei's view, for many traditional clothing brands that have just entered the Internet, this approach is the least risky.

When you don't have the ability of customer service and logistics, you must not touch the net blindly.

Regarding the choice of traditional clothing enterprises to enter e-commerce, Shi Hongmei also has his own view: to achieve sales by relying on the popularity and mature system of the third party platform, or to build an independent private platform, similar to the choice of department store mode or franchised store mode online, each has its advantages and disadvantages, and it needs to see the business foundation of the enterprise itself and the strategic planning of e-commerce.

In the view of many professionals, the traditional clothing enterprises can only succeed in the field of e-commerce. The main reason is the way of thinking.

In this field, outsiders such as Fan Cheng pin, Taobao and other Internet outfits are more successful than the professionals in clothing. On the one hand, they know better how to build a platform in the network language and ways to find the target audience. On the other hand, they will concentrate all their energy on building e-commerce platform.

And clothing enterprises first based on their products, the way of thinking is on the existing basis, through the network can sell more products.

As a result, e-commerce departments of enterprises have become stock dumping departments, and it is difficult to establish their own e-commerce brand.

Experts point out that in the practical application of e-commerce, traditional enterprises should turn passive into initiative, first study themselves, recognize their strengths and weaknesses, and then determine whether enterprises can make platforms based on their actual conditions, whether they can have independent domain names, whether it is necessary to set up official websites with independent sales functions, and finally choose their own forms to display brands, shops, investment and so on.

Enterprises should also become the touch of business opportunities, find the foothold of the market in touch, and find out the rules and find creative points.

And make use of effective resources to combine various marketing resources, including platform building, brand packaging, promotion of diversification of channels, smooth and fast logistics and after-sales service, so as to truly pfer traditional marketing to e-commerce platform.

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Perplexity two: how to balance the brand conflict and the channel interest under the line?

Experts point out that this is actually the problem of resource integration and utilization. Enterprises need to locate the online and offline channels at a strategic height.

Only when strategic positioning is clear and clear can we make full use of and integrate all available resources.

Only when determining the location relationship between online and offline channels can enterprises take appropriate strategies accordingly.

Those who thought they had money, products, and traditional channels to support e-commerce can easily do well. Soon after that, they found that everything was not as good as imagined.

These traditional clothes enterprises in traditional markets are faced with another embarrassing problem: how to balance the brand conflict and the channel interests under the line and online.

"Employees in physical shops are busy, but most customers only try not to buy them.

Many customers try to wear clothes, then note the type of clothes, and then buy them online.

Such scenes are being staged more and more.

Under the impact of online shopping, the store is experiencing the embarrassment of becoming a customer's "fitting room".

Such embarrassment can intuitively reflect the conflict between online and offline channels: contention for consumers, and price conflicts between online and offline will impact their hard working offline channel system.

The rapid and convenient network communication, as well as the price advantage brought by the simplification of intermediate links, makes the online channel as a new channel mode attracting consumers and naturally creates a squeeze on traditional channels.

"Clothing online sales look very beautiful, online and offline sales channels can be perfectly integrated theoretically, but this combination is conditional. If we put a lot of energy into the development of online channels, enterprises will take a detour, and online and offline channel integration will take a long time.

He said that in the future BELLE will not set the target of proportion of online sales to total sales, but online sales is not the key issue BELLE is considering.

Hu Chenrong said.

The traditional brand enterprises with similar mentality are very few, which is why the traditional brand decision makers are not on the line.

According to the insiders, the development of e-commerce for garment enterprises must be combined with physical stores.

In this way, clothes can not only be seen and touched, but also can be purchased directly from the store, which can also be added to a lot of value-added services such as membership service, club system, etc.

However, some experts say that this mode can also lead to an increase in online sales and a decrease in line consumption. The final increment is just a pfer of sales volume, and the enterprise will not be able to get the profit from the increment.

How to balance the interests of online and offline channels?

Experts point out that this is actually the problem of resource integration and utilization. Enterprises need to locate the online and offline channels at a strategic height.

Only when strategic positioning is clear and clear can we make full use of and integrate all available resources.

Only when determining the location relationship between online and offline channels can enterprises take appropriate strategies accordingly.

At present, many enterprises' ideas are mainly based on offline channels, and online channels are only supplemented by offline channels, which ultimately conflict with the interests of channel providers.

If the online sale of only a specific category of products, and offline channels have been differentiated, do not cause the channel operators too panic and water.

At the same time, it also made effective compensation for offline channels to expand the sales share of enterprises.

Experts pointed out that in order to achieve differentiation, enterprises can take a variety of ways: offline inventory sold online to sweep goods, reduce brand inventory pressure.

Online can not only sell low-priced goods that are suitable for the Internet, but also do not conflict with the image and price of the exclusive stores such as offline channels; when the classic style online has been out of circulation in the past years, these classic styles can be chased only online, which will not cause any rush to the offline channels, but will help improve the total sales share of the enterprises. The online special provision can only be sold exclusively on the Internet, so that the conflict of interests between the channels can be avoided naturally.

However, online supplement to offline is only a temporary position taken by many enterprises. The integration of online and offline channels is the trend of future development. Many Amoy brands are also trying to sell under the waterline. How to integrate online sales with a large number of physical stores to form a complete and solid network is a problem that enterprises must face sooner or later.

For the integration of the two, experts suggest that a unified and strict price system be set up, and a price on the product line.

But online and offline promotion strategies can be more flexible, such as online mail, gift related accessories, etc.

There is no problem of channel conflict, and the coverage of consumers is more extensive. Online platforms and physical stores have their own characteristics and complement each other.

In addition, online channels and offline channels form a common interest body, consumers can see goods online, online ordering, forming a fusion advantage of online and offline, bringing more convenience to customers and giving full play to the comprehensive competitiveness of multi-channel operation.

At the same time, it provides personalized and diversified value-added services, and seeks for effective integration of online and offline sales by providing consumers with more intimate and personalized services, and develops more diversified value-added fields.

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Puzzle three: how to integrate two systems on line and offline

Managing and running an e-business platform is much more complicated than managing the traditional information technology platform. It is a completely different two system.

Why do many traditional enterprises build their own e-commerce teams and invest huge amounts of money in building e-commerce platforms, and ultimately fail to enter the fast lane of steady development of e-commerce? The reason is that the management and operation of an e-commerce platform is much more complicated than the management of traditional information technology platforms. It is totally different from the two systems.

Ma Yunceng, chairman of Alibaba's board of directors, said that the real difficulty of e-commerce is not in electronics but in business.

The electronic network itself is only a form of carrying out. The key to e-commerce is business.

The biggest difficulty in e-commerce is product and supply chain.

E-commerce faces different market patterns, different sales modes, different customers and different service modes.

A complete e-business team needs to have operation management, marketing promotion, activity planning, art editing, technical support, customer service and other posts. These functions are completely different from the existing ones, resulting in all positions needed to be recruited again.

And these are not just as simple as adding a new department.

Customer service under offline sales is mainly provided by purchasing agents. The overall quality of shopping guide plays a decisive role in service quality, while online sales are more dependent on supply chain, storage of goods, speed and accuracy of delivery, after-sales service and response speed.

Compared to offline services, online services are more dependent on the details of computation and process control, especially in terms of cost.

It is still a dead end to copy other people's online service mode without calculating the cost.

"If a boss of a traditional clothing enterprise wants to develop e-commerce, I suggest that he become a" capitalist "and invest in a team that knows the rules of e-commerce game and retreats as an investor.

The next step is to become a knowledge-based brand that controls brand value and intellectual property.

Therefore, when the traditional clothing enterprises are involved in the field of e-commerce, the best way is to invite professional people to do professional things.

Yang Dayun, President of textile and clothing retail industry and President of UTA Fashion Management Group, said.

Because besides having the ability of own brand and product, we also need to skillfully communicate and communicate with customers through chat tools.

Traditional clothing brands used to be direct outlets and agencies. How to face consumers online is a great change in concept.

If enterprises do not have the ability and conditions such as customer service, logistics and so on, they will rush into e-commerce projects. The cake of e-commerce will become the bait on the trap.

The reason is very simple, if the system and operation processes and services can not keep up, it will cause great harm to the brand.