Li Kailuo Predicts The Future Of China'S Clothing Industry

Maya predicts that the real value lies not in whether it can predict success, but in its warning role, that is, mankind must always be alert and awe to its own living environment, and face the global economic crisis.

The same is true.

"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 solution to achieve the goal of "bigger" by increasing production capacity and expanding distribution channels.

With a little carelessness, the disadvantages of "big but not strong" enterprises will show up and fall into the quagmire of "increasing profits without increasing profits" and "high inventory".

With the maturity of consumption concept, there are more subdivision areas under the huge market demand, not only traditional men's wear, women's wear, casual wear, sportswear, shoes, etc.

There are also specialized development for a single field, such as golf apparel, baby products, outdoor products, animation products and so on, 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 a deep understanding of the needs and changes of specific consumer groups. It not only meets the needs of individual consumption, but also adapts to diversified markets, selling not only products, but also fashion, creativity and culture, and its brand premium will naturally be very high.

In just thirty years, China has become the largest producer and consumer of clothing.

However, almost all domestic brands have grown up under the shadow of international brands. Imitation is the only way to develop, 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 in the new era of quality survival and brand growth, the mode of imitation is unsustainable.

On the surface,

The mode of operation and the way of operation are very similar, but the details are 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 co existence 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 entity bookstores. It has also made the once glorious Zhongguancun become quiet, and is also profoundly changing the pattern and rules of Chinese traditional clothing industry.

Sales of 1 billion yuan for many clothing companies, is ten years 20 years are difficult to cross the target, and for clothing e-commerce enterprises, it may be just 35 years of things, and even in some special promotion day is the achievement of a day.

Although e-commerce has many problems and challenges, it is indeed a topic that clothing companies can not get around.

For fast fashion enterprises like ZARA and H&M, they have more designs, faster product updates 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 in the future will be more "traditional", while 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 become the main battleground of consumption.

Driven by China's urbanization process and sustained growth of residents' income, the characteristics of China's urban clothing market show a trend of differentiation: first and second tier cities continue to play a leading role, while in China's three or four tier cities, parity fashion is popular, and brand competition 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 sway the pformation and upgrading of "assembly numbers". 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 a large number of China's three or four tier cities will become the main battleground of Chinese brands and world brands.

Using 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 models, brand operations and marketing channels in order to support future growth. Buying stocks is to buy the future.

At present, China's capital market is also undergoing profound changes. New issues such as IPO issuance, information disclosure, corporate governance and self financing, investment and brokerage business of brokerages, even equity investment and fund management, and management of non listed public companies and the construction of OTC market of "new three boards" are all being adjusted and changed. The rules of capital market have changed 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 different stages before, during and after the listing. They should not only standardize the operation management before listing, but also consider the pricing strategy in the listing, and the market value management 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.