Clothing: From Light Mode To Subdivision Expert

From 2002 to 2011, it is called our country.

At the end of 2004, after China's accession to the WTO and its commitment to fully open the retail industry, the garment industry also began to be greatly affected.

First of all, the rapid expansion of retail business has led to a surge in the number of shops (Statistics Bureau figures show that from 2005 to 2007, the number of department stores in China has doubled), providing the foundation for channel expansion; secondly, the practice of excellent retail operation has greatly stimulated the growth of the garment industry; third, the entry of international brands has greatly intensified the competition in the garment industry.

Simple channel expansion mode can not meet the needs of brand growth and profit expectation. Brand competition is pferred to the stage of comprehensive strength competition based on the integration of full value chain and more efficient customer service capability.

From the perspective of differentiation, KAPPA's cross border fashion and large sports market, GXG's breakthrough in the fine men's wear, and the small giant produced by the customers in the e-commerce market, let us see the great potential of the Chinese market.

At the same time, the rising cost of raw materials, labor and terminal retail, including store rents and energy costs, has greatly eroded the profit margins, coupled with tightened market liquidity, and many enterprises have already had difficulties in survival.

The small profit margins of garment industry have brought many enterprises into the stage of diversification, such as Shan Shan, YOUNGOR and so on.

At the same time, with the opening of the market, more and more international brands have entered China.

Among them, the SPA mode represented by ZARA and UNIQLO is the most representative.

There is a significant crowding out effect in the first tier market, and the maturity of the second tier and below market will take some time. Meanwhile, the speed of the expansion of the channel is limited. At the same time, the marginal revenue of investment has begun to narrow. The common capital input in the past is mainly reflected in the supply chain system and channel subsidies. However, the channel subsidy war has become more and more fierce at the moment, and the situation of partial vicious competition has been aggravated. Although the investment brand has brought a good scale expansion, the profit level and the sustainability of the growth are hard to guarantee. In addition, the competition for talents has escalated, and almost all brands have encountered the challenge of human resources. The cost of retaining core talents is higher and higher, and it is more and more difficult to enhance the overall leadership level of the company and pform it into the market competitiveness. On the other hand, competition among local brands has also brought about a series of problems.

With the "low cost and high growth" has become the past, the whole industry is faced with structural adjustment, pformation and upgrading of life and death decisions.

Top technology: market breakthroughs in technology

After joining the World Trade Organization in 2002, the main obstacle to China's expansion of textile exports was shifted from quotas and tariff issues to the category of "green trade barriers" with product quality environmental indicators and safety certification.

A large number of foreign trade enterprises are excluded from the market by this green barrier.

The first brand of China's cotton colored cotton, the initiator of colored cotton underwear, and Changzhou's top quack color cotton dress Co., Ltd., breaking through technical innovation and breaking trade barriers, has gone out of the road of a distinctive growth of Chinese enterprises.

For a long time, China's textile industry is known as the sunset industry. Due to oversupply, independent intellectual property rights without high technology content, the added value has not been high, and green trade barriers have become the new restrictions on textile exports, and the situation is more difficult.

However, green and healthy colored cotton with independent intellectual property rights has become a new economic growth point for Chinese garment enterprises.

In 2002, after ten years' distribution of grey cloth and cotton yarn, he began to set foot in the color cotton clothing manufacturing industry.

Natural colored cotton is a kind of cotton which has different natural colors such as red, yellow, brown and green when cotton is ripe.

YISHION natural coloured cotton as the raw material of clothing and accessories, can be from planting, spinning, weaving to clothing, the whole production process without pollution.

Tong Bao has spotted the pollution-free nature of colored cotton, and has built a large area of colored cotton breeding and planting base in Xinjiang and Hainan.

At the same time, relying on the mature technology of Jiangnan textile town and the patent technology of unique fabric processing technology, the top color cotton quickly produced its own brand, forming a complete industrial chain from the breeding research and development, planting processing, clothing design, production and marketing to the whole process.

Over the next three years, the growth of the top of the year made the Chinese look sharp and grew rapidly into the first brand of natural colored cotton in China.

In December 2005, top top color cotton dress Co., Ltd. ranked first in the top 100 enterprises in China (non-listed company and non state owned economy) with a 4623.94% increase in revenue in three years.

In 2005, with the continuous expansion of the colored cotton market, some enterprises flocked in.

The pressure has brought the power to start the whole cotton chain.

Raw materials, product development, information management, logistics distribution and marketing training will be the core of future work.

Through the cooperation with farmers and cooperation with cotton and flax company, we have established 4 color cotton bases in Xinjiang, Jiangsu, Anhui and Hunan, as well as three major colored cotton breeding bases in Xinjiang, Jiangsu and Anhui, providing strong scientific and technological guarantee and raw material protection for the development and production of colored cotton.

On the other hand, the new technology of skin care products, such as colored cotton and natural animal and plant fiber blend, milk fiber, pearl fiber, bamboo charcoal fiber, collagen and so on, is beginning to spread. It extends the extension of healthy clothing and updates the categories of skin care underwear.

In the face of fierce market competition, we always adhere to our own development strategy, and gradually improve the enterprise information management, logistics and other specific measures. At the same time, we take innovation as the fundamental driving force for the development of enterprises, with technological research and development as the guide, and strive to create the top brand of the world's colored cotton.

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Semir: channel is king

As one of the three giants in China's leisure apparel industry, Semir already has more than 4000 stores, almost all the cities in China, and has been listed on the SME board in Shenzhen Stock Exchange in March 11, 2011.

Even in the face of widespread private lending crisis, Semir group's financial position is still good.

And how does Semir keep its brand's vitality?

In the mid 90s of last century, Wenzhou clothing enterprises began to strengthen brand publicity and promotion and build a comprehensive market network with the call of the municipal government to "build up a quality city and develop famous brand".

Semir group started the brand in this campaign.

"Creating and developing brands is an effective weapon for enterprises, especially our virtual enterprises, which will last long and maintain the vitality of the market."

Qiu Guang, founder of Semir, explains Semir's success password to the outside world.

As the first batch of entrepreneurs in China, Qiu Guang founded Semir clothing in 1996.

At that time, after market research, he concluded that foreign casual wear has become popular fashion, which is an inevitable trend.

Qiu Guang and he, who had never been engaged in manufacturing, naturally adopted the virtual production strategy of "borrowing chicken and laying eggs". They divided themselves into parts that are not good enough and lack of strength through OEM, and achieved alliances with other alliances to integrate their external resources and make up for their own weaknesses.

Qiu said that integration is the constant innovation of Semir.

In fact, it is to unite all elements that can be united, integrate all resources that can be integrated, and gather all cohesive forces.

So far, Semir has successively established long-term cooperative relations with more than 70 large garment processing plants with high production capacity in the Pearl River Delta and Yangtze River Delta region.

Grasping the research and design of products and grasping the network construction of the market, the "virtual operation" of Semir produces only one item, which saves more than 200 million yuan of production base investment and equipment acquisition cost.

These savings can be pformed to product design and brand management with high added value and obvious benefits in the short term.

In the channel construction, Semir chose to join instead of direct camp.

As for the management of franchised stores, Semir has been spared no effort. As early as 1997, the Group invested 8 million yuan into the POS management system, worked hard in the construction and application of information technology, and made use of more advanced data collection to basically solve some problems in the operation of large-scale remote remote customers, initially realized the information flow control of the system, and formed the headquarters information processing center and the logistics distribution center, so that all stores could accept the instructions and information of the goods distribution, promotion plan, market analysis and so on at headquarters, so as to standardize the marketing management and improve the shop quality.

Along with the arrival of the new management era, Semir has innovating management technology, invested 90 million yuan to build Semir intelligent management center, and spent 13 million yuan to cooperate with UF to establish ERP system.