Interpretation Of Fashion Industry Economic Research Experts: New Thinking Of "Turning Point"

Li Kailuo (Karol Lee) is famous in China.

Economic research experts, who have been committed to capital strategy, business trends and fashion industry economics research for many years, are China's first folk think-tank scholars who focus on fashion industry economic research and have great achievements. They are also strategic experts and intelligent investors in capital operation.

He is president of Guangdong fashion industry economics research institute and President of Bi LAN International Investment Consulting Co., Ltd.

This column specially invited him to answer questions for the industry.

The 2012 is about to go to 3/4. The legendary Mayan prophecy is approaching with Japan. It is a new round of global economic crisis that is heading for the "deep water area".

But as Maya predicts that the real value is not whether it can predict success, it lies in its warning function, that is, mankind must always be vigilant and awe about its own living environment.

In the face of the global economic crisis, we need to keep vigilant and awe about environmental changes, as well as China.

Industry.

In fact, the "turning point" of China's clothing industry has arrived. The situation of different enterprises is quite different.

On the one hand, the overall sales growth of the department stores in the first half of the year is slowing down, the market competition is intensified, and domestic demand needs to be further boosted. On the other hand, China has become the largest country of luxury consumption, and the high-end consumer goods will continue to grow rapidly. The clothing enterprises are getting capital appreciation and the valuation is high.

The turning point of China's clothing industry is the set of interaction of multiple industrial elements in the value chain, and also the renewal or pformation of the garment industry on the basis of the industry accumulated over the past 30 years.

Industry can be reconstructed and reborn at a higher level.

In the face of the uncertain internal and external industrial environment, how to understand the evolution trend of the industry and build a new "inflection point of thinking" is particularly important and urgent for the entrepreneurs in the clothing industry.

"Bigger" is not as good as "doing fine or doing specialization".

With the sharp fluctuations in raw material prices and labor shortages, cheap manufacturing has come to an end and the apparel industry has entered a high cost era.

In the past, it was no longer a good way to solve all problems by increasing production capacity and expanding distribution channels. If we were careless, the disadvantages of "big but not strong" enterprises would appear and fall into the quagmire of "increasing profits without increasing profits" and "high inventory".

With the growing maturity of consumption concept, there are more subdivision areas under the huge market demand. There are not only the subdivision of traditional men's clothing, women's wear, sportswear, sportswear, but also specialized development for a single field, such as golf apparel, baby products, outdoor products, animation products, etc., and even PRADA will also sell the "crossover" phenomenon of mobile phones in brand clothing. This kind of "doing fine and doing specialties" is realized on the basis of deeply understanding the needs and changes of specific consumer groups, meeting the needs of individual consumption and adapting to diversified markets, selling not only products, but also fashion, creativity and culture, and the premium of their brands will naturally be very high.

Competitiveness lies in innovation.

In just 30 years, China has become the largest producer and consumer of clothing, and has already had considerable competitive strength.

However, almost all domestic brands have grown up under the shadow of international brands, more or less have traces of imitation, and some even directly from Italy, France and so on. To a certain extent, imitation is the only way for development, not only in the clothing industry, but also in other areas such as high technology, Internet and so on.

In the era of high speed and extensive development, this imitation is effective and fast, and entering the new era of quality survival and brand growth, it is hard to blindly imitate the model.

On the surface,

The mode of operation and the way of operation are very similar, but they are roughly the same. However, the detailed comparison is quite different and even difficult to copy and imitate. This has also led to fierce competition in the market, but this competition is different from other fields. It is not a completely exclusive competition. There is a condition of symbiosis and even win. Even if competitors lose, they will not bring much opportunities to their growth. To a large extent, this competition is self competition.

Therefore, the key to building core competitiveness, building superior brands and enhancing enterprise value lies in their own innovative ability, whether they can grasp the trend changes, whether they can better meet consumer needs, and whether they can better convey cultural connotations.

This innovation does not mean the number of trademarks and patents, the key lies in the mode optimization and efficiency improvement, and can continuously enhance the brand premium capability and product added value. In some ways, it can be called "micro innovation".

Domestic enterprises have more opportunities and advantages in terms of consumer demand, brand culture and channel expansion.

Constructing efficient supply chain with network

The popularity of the Internet and e-commerce has led to the decline of many private physical bookstores. It has also made the once glorious Zhongguancun quiet and is changing the pattern and rules of China's traditional clothing industry.

The sales of 1 billion yuan, for many garment companies, is difficult to surmount in 10 or 20 years. For clothing e-commerce enterprises, it may be just 35 years. Even in some special promotional days, it is a day's achievement. Although e-commerce has such or other problems and challenges, it is really a topic that garment enterprises can not get around.

For fast fashion enterprises like ZARA and H&M, there are more designs, more products and more fashion sense. From design to positioning plate making, from production to logistics storage, from sales to demand feedback, they are based on efficient data analysis, and to a large extent depend on the supply chain management system of application computer and network technology at the back end.

It can be expected that the so-called high-tech e-business enterprises will be more traditional in the future, and the traditional clothing companies will be more "technical".

The application of new technology and high efficiency is not a matter of not doing, but of how to do it. The application of new technology will inevitably bring about great changes in the way of thinking and design, production and sales, and enterprises can not adapt passively. Instead, they should take the initiative to respond, actively change and push forward their own pformation and development.

The three or four tier cities will be the main battleground.

Driven by China's urbanization process and the sustained growth of residents' income, the characteristics of China's urban clothing market show a trend of differentiation: a second tier city continues to play a leading role, while in China's three or four tier cities, parity fashion is popular, and the brand game becomes more intense.

China's three or four tier cities have become the battleground for international brands and domestic brands to "sink channels". They are also the bases for small and medium-sized enterprises to settle down and blow up pformation and upgrading. The brand game brings about the rapid propagation of new lifestyles and the continuous upgrading of consumption concept, which is the fission and upgrading of the scale and structure of the domestic demand market.

There is no doubt that China's future consumer market is bound to become a global competition for commercial competition, and the huge number of China's three or four tier cities will become the main battleground of Chinese brands and world brands.

Make good use of capital tools to achieve leapfrog development

There are complicated rules in the capital market. Whether enterprises can be listed and whether they succeed is the key to two aspects. One is normalization, the two is growth.

Normalization is based on the "rules of the game" of capital, which can solve systematically the problems that may exist in the aspects of history evolution, corporate governance, independence, information disclosure, competition in the same industry and related pactions. It should be reasonable and lawful. The so-called growth refers to not only profits in the past, but also profits in the future, and how to develop the business mode, brand operation and marketing channels in order to support future growth. Buying stocks is buying the future, and the growth and development of a large extent determines the value of the equity of the listed companies.

At present, China's capital market is also undergoing profound changes. New issues such as IPO issuance, information disclosure, corporate governance, self-management, investment and broking of brokerages, equity investment and fund management, and management of unlisted public companies and the construction of the "new three boards" market are all being adjusted and changed.

On the whole, the rules of the capital market change greatly, which means that the so-called successful experience may not be applicable in the future.

Listing is a new starting point for development, rather than a terminal. Enterprises plan to enter the capital market. They must make preparations for all kinds of ideas, personnel and data, understand profoundly the change of rules, strengthen the sense of capital strategy, be able to systematize, overall, and think and layout for a long period of time. They should not "cram for temporary constraints", but also avoid "going through the illness". They should do well in the different stages of pre IPO, in and after the listing, not only to standardize the operation management before going public, but also to consider the pricing strategy in the listing, and to manage the market value after the listing.

Under the "inflection point", entrepreneurs with conditional thinking about value innovation are the winners of the past. In the future, to achieve greater development and breakthroughs, new ideas and new thinking are needed. This is also the driving force for development and change.