The Youth Of Clothing Brand

Metersbonwe, who has seen ten years of Metersbonwe, has been a little annoyed lately. The high inventory has made this dress enterprise suffer from growing pains: although its sales reached a record 9 billion 900 million yuan in 2011, its inventory was also up to 2 billion 500 million yuan, and most of them were over season products. Anta, who had always been confident, had to face the pressure of inventory after ten years of rapid growth.

In fact, over the past two years, many Chinese brand clothing enterprises are worrying about a large backlog of stocks, such as XTEP, 361, and Hai Lan's home.

In the opinion of marketing expert, Li Zhiqi, chairman of future marketing consultancy group, the "inventory crisis" of Chinese clothing enterprises is just a representation, which reflects the problems of brand, supply chain management and channel policy that Chinese local enterprises have gradually exposed after ten years of rapid development.

With the growth of consumers and the rise of the post-90s group, for enterprises, how to retain the original consumers and communicate with new consumer groups has become a real problem facing the enterprises.

Brand proposition can not be once and for all.

When it comes to Metersbonwe, many "post-80s" people clearly remember the widely circulated slogan: no ordinary way.

And the image of Jay Chou's unruly also explains the brand proposition that does not take the unusual road well.

This is almost the "memory of the post-1980s generation" for Metersbonwe. It is precisely because the brand image is deeply rooted in the hearts of the people, coupled with the unique virtualization.

Li Zhiqi thinks Metersbonwe has become the most successful representative of the Chinese popular clothing brand, because it first discovered the new generation's consumption power.

"In the past, clothing brands used to divide the types of audiences according to occupation type, income and education. But when Metersbonwe saw the rise of the 1980s, they concentrated their target groups on the younger generation after 80, and seized the young people's market. This is a very strategic approach."

In addition, compared to the competitive brand at that stage, Metersbonwe has made greater efforts in brand management, employing Aaron Kwok, Jay Chou and Willber Pan as spokesmen.

"The successful use of the spokesperson strategy, the grafting of social culture, and the success of brand communication have enabled the market to start quickly.

However, Li Ji, managing director of Wei Han marketing communication group, thinks that from the stage of brand development, local brands basically have only started two things compared to the global mature and leading fashion brands: target market segmentation and brand attitude implantation.

"The former is the premise of brand marketing, and the latter is the key to the success of the brand, but the real establishment of attitude remains to be seen for a while."

From the beginning of the new century to the 10 years in 2010, a group of local dress enterprises represented by Metersbonwe, Lining, Anta and XTEP have gone through gold for ten years and maintained high-speed development.

However, the second 10 years of the new century ended abruptly and encountered bottlenecks.

Li Zhiqi feels that the industry represented by fast moving products will face the problem of growing audiences. It will become a generation every 10 years. Metersbonwe and many sports brands in China have been successful at the beginning. They are clearly targeting the "post-80s" consumer group. For example, Metersbonwe's target consumer group is 18~28 years old young people, mainly student groups, 10 years ago is a typical "post-80s" crowd. However, 10 years later, when the "90's" rise and become mainstream consumer groups, domestic brands are generally not prepared, and they are at a loss in front of the new generation of young people.

Hennessy, which has always been on the high-end and mature route, aims to cater for the youth market to launch Hennessy VSOP. In order to cater for the contemporary young people's individualized taste and pursuit, they strive to create a confident and bold brand image. "Dare to dream and dare to pursue, this is me" as the brand positioning of Hennessy VSOP, explaining the fashionable attitude of contemporary young people in pursuit of individual life.

After the launch of this advertisement, Hennessy's image has become popular.

But in the past ten years, Metersbonwe's brand proposition has been stuck in the "no ordinary way", and its advertising performance has not made much contribution and innovation since then.

Because the relationship between Metersbonwe and Jay Chou's endorsement is too close and deeply rooted in the hearts of the people, it has become the brand of the times, but has become a drag on brand development.

"Once the success of advertising communication does not mean the success of the brand, brand building is a long-term strategic problem. In this regard, domestic brands generally lack strategies, and more are concerned about the current problems of advertising communication."

Liu Zhe, senior vice president of Beijing Telecom, said.

Invariable brand strategy and brand image

Consumers will grow and become almost a generation every 10 years. This is a rule that can not be changed. For brands, after 10 years of vicissitude, it is a question of strategic choice whether to continue to retain your old customers or to face new customers.

"On the one hand, the audience of these brands is growing, and brands need to continuously distribute products and brands at the new consumers of their target market.

On the other hand, China's social values are undergoing great changes. They are all 18~25 years old people. Today's values are quite different from what they were three years ago.

The biggest problem of growing Chinese brands is to maintain the track of brand core value construction, and to deal with the rapid changes from the market and consumer level.

Few brands can grasp this balance. "

Li Ji said.

A sports brand in China called out the demand for "XX after 90", obviously hoping to narrow the gap with the "post-90s".

"From the textbook" market segmentation "principle to pplant machinery, impose on consumers, not only will not deepen its positioning, but will exclude quite a number of consumer groups, let the brand dilemma, unable to open the situation.

Li Ji analysis.

Pepsi Cola is obviously one of the best players in this regard. As everyone knows, Pepsi Cola has been targeting young people and has always advocated the choice of the younger generation. But it has never told us whether it is the choice of "after 80" or "after 90". In fact, this youth is more than just a generic term. The coverage can be very large, which can keep middle-aged people who are gradually mature but want to keep a young heart, and can cater for the young people today.

Pepsi's brand strategy is very clear, that is, under the brand positioning of "the new generation of choice", with the help of the two major carriers of music and football, every 5~10 years will inject new connotations and ideas into the brand, and maintain the aesthetic conformance with the times and the new generation of consumers.

Looking back at the domestic brand, the biggest problem is the lack of brand management consciousness, and even no rise to the strategic level. A domestic sports brand almost needs to change and sort out the brand once almost every brand manager has changed. This leads to its image and litigation often wavering.

The key road sports consulting company, CEO Zhang Qing, believes that there are two major misconceptions in the brand management of domestic enterprises: slogans, no attitude, and "no accumulation". Advertising slogans are often shouted, but they can not convey the values of enterprises and brands, but they are not related to each other.

Using new generation of "language" to communicate and interact

"I don't like to be original. Don't always compare me to others. The way you arrange for me always makes me lose my way.

Change is power.

This is the advertisement appeal of a sports brand in China. Unfortunately, this advertisement is specially criticized for advertising after 90, and it is obviously used to say "after 90" with the tone of "after 70".

Faced with the new generation of young consumers, whether they are "after 85" or "after 90", many enterprises are not clear about their needs and claims, so they communicate with the post-90s group according to their subjective feelings, and the result is just the opposite.

In fact, for the post-90s generation, gender, age, education level or income level are no longer the dominant factors that consumers need to change. Instead, consumers are changing themselves for the satisfaction of individuality and spiritual needs.

Zhang Qing felt that today's younger generation is hard to come to a conclusion with clear words. They are more fragmented, and the crowd is more fragmented. There is no uniform label. Therefore, it is difficult to satisfy the standard product from the product level.

These fast fashion brands such as ZARA and H&M are popular among young consumers. They are fast changing design concepts, fast paced products, rich styles and fast updates to meet the fast and diversified demands of the market.

At the brand level, the younger generation living in the networked age is more intense and sensitive to the demand for Internet and entertainment. Chinese enterprises in this regard are not yet ready.

But many international brands have gone through the process of X generation and Y generation. They are ready for the change of aesthetic in different times and the changes that brand communication will have to face.

Young people are moving, and the market for young people is constantly changing.

If we want to occupy the market of young people and build up brand ties with the post-90s generation, we must first establish a brand strategy of youth, whether it is to replace younger and more fashionable spokesmen, launch a brand proposition that is easier to resonate, or introduce the endless line of products of all kinds of weird ideas, all of which are to cater to the young people's fashion cool personality and innovation.

The post-90s group is a generation living in the network. Their dependence on the media is more manifested in the trend of virtualization and entertainment. They are not interested in traditional media, basically do not watch TV or newspapers, but are more interested in interesting, experiential, interactive network marketing activities, and can stimulate their desire to buy more.

Therefore, brand communication and brand building should rely on various network tools, games, micro-blog, etc. to communicate or create hot topics.

In 2010, Pepsi gave up its 10 years of "breakthrough desire" and launched the new concept of "Pepsi creation" in order to interact and experience more with the new generation of young people. They have launched many interactive activities with the help of community, SNS and micro-blog, which are being pursued by young Internet users.