Quick Response Ability Is Very Important For The Development Of Textile And Clothing Brands.

< p > since last year, influenced by a series of factors, such as shrinking international market, slowing domestic market, rising raw material cost and rising labor cost, China's a href= "http://www.91se91.com/" target= "_blank" > clothing < /a > industry has been running in a tight and severe situation.

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P, however, there are still a number of excellent clothing brands in China. They are praiseworthy in the aspects of quick response, service, technology, design style, and new media marketing. Some of these brands are excellent brands that have been shortlisted and even won the annual awards of Chinese clothing brands.

The development of the industry needs the guidance of these excellent brands.

From the beginning of this period, the newspaper will launch relevant reports from five aspects mentioned above.

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< p > 2004, Du Yuzhou, China's "a href=" http://www.91se91.com/ "target=" _blank "textile" /a "Industrial Federation honorary president, put forward the" four in one "brand value concept of quality, innovation, quick response ability and social responsibility, and rapid reaction power has become an important yardstick for brand development.

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"P" is unique, but also in 2004, the Chinese clothing brand annual awards opened the selection of excellent domestic clothing brands.

Over the years, the award runs through the "four in one" brand value, attaches great importance to the rapid response ability of the participating brands in the development, such as Taiping, mates, bang, JEANSWEST, Semir, Tonlion and a large number of other brands that are worthy of commendable in the fast response, are several years finalists.

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< p > strong > no faster than /strong > /p >

< p > why is fast reaction ability so important to brand development? In the outline of building a textile power (2011-2020), it is written: "in the production system, the ability to respond quickly reflects the market adaptability of the brand directly."

Indeed, in the era of fierce competition, if the brand is not strong enough to adapt to the market, it will only be waiting to be eliminated.

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< p > mus is the representative of fast reaction in China.

The relevant person in charge of the company briefed reporters that in 2012, several projects, the brand has been achieved from design production to sales on the shelves within 6-20 days.

The blizzard case co operated with Blizzard completed the design in only 20 days, and on the first day, the average store sold 2.5 pieces on average for 1 minutes.

In addition, the patriotic TEE activity is realized in 6 days.

The above figures can prove that they have always questioned the local fast fashion and quick response.

For US bond production chain, quick response is not impossible but unnecessary.

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< p > Ningbo Taiping bird group is famous for its virtual operation mode in China.

In 2007, Taiping bird put forward the concept of "do not make clothes and fashion".

The most basic and core elements of "fast fashion" are fast, fashionable, fair price, many styles and limited quantity.

The Taiping bird has a high coverage rate in the cities with more than more than 2000 cities nationwide. Once a week, the new product rate is up to 80% new products.

Taiping bird designs more than 7000 fashions every year.

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< p > > "Yue Ting" is a new highly developed women's clothing brand of Taiping bird group. The brand inherited the rapid response ability of Taiping bird and launched the "lowest price and the most popular" parity strategy with nearly 100 new weekly rates.

Lok Cho fashion, a href= "http://www.91se91.com/" target= "_blank" > dress "/a" general manager Yan Xiang said that Lok Ting worked with the top four companies in France to get the first-hand popular information in Europe, and developed products suitable for domestic consumers according to the information so as to synchronize with the international trend.

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< p > according to Yan Xiang, there are two lines in the mode of "Yue Ting", one is the futures line for the franchisee to order, that is, the traditional order system. "Yue Ting" develops 9 months ahead of time, and the franchisee orders. The other one is fast single line, and there is a 3 month reaction cycle. This requires that control production and inventory control become the key.

Yan said that "Yue Ting" also found it difficult to follow the fast fashion road because it considered the entire supply chain system.

"Fast fashion" requires us to quickly get the international popular information, and produce it in a short time to become a commodity in front of the customers. On the other hand, we should quickly feedback the response of customers to the backstage, and create the new product and make up the new product.

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< p > similar to Lok Ting of Taiping bird group, Tonlion also has two ideas: Futures and fast reverse.

Nowadays, Tonlion has put in more than 2000 projects every year, and has developed more than 3000 models.

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< p > according to Li Binghao, general manager of Tonlion, the "futures order system" has shifted from the traditional allocation system to the order system. This mechanism has further accelerated the market response of the goods and reduced the operational risk. The franchisees have ordered their own products according to the local market conditions at the unified ordering meeting.

At the four annual order meeting, agents bring the latest market information, while Tonlion's design, research, production, marketing and other departments are able to get the most real-time market feedback information when they recommend new products to agents across the country.

At present, Tonlion is mainly based on futures ordering system.

In fact, the majority of domestic garment enterprises are mainly futures.

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< p > for the fast reverse line, Li Binghao said that Tonlion slowly began to try fast reverse in the first half of 2011, and reached a certain scale in 2012, and will expand further in 2013.

"The company has already completed its 2013 development plan, including the commissioning of futures and other business plans.

Among them, the company set aside some of the funds, part of the production supply chain capacity for fast reverse reserves, but also some reserves such as fabric.

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< p > American state said that through the efforts of the past year, the brand has achieved positive results in inventory reduction, and at the same time, it has made the brand positioning clearer and the channel structure more reasonable.

Next, the United States will further elaborate internal management, increase scale control and risk control, and operate more steadily.

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< p > < strong > breaking through the traditional manufacturing mode < /strong > /p >

< p > China's textile and garment industry is the single industry chain longest industry, it involves from spinning, weaving, bleaching and dyeing, batch production, to brand marketing, logistics, retail terminal and many other links.

From the point of view of the production chain of the industry chain, the longer the chain is going up, the longer the production cycle that enterprises need to organize. (for example, the fashion trend is released 6 months ahead of time, the fabric trend is released 12 months ahead of time, the yarn is 18 months ahead), and the accuracy of the market judgement and control will be quite tested. This requires the enterprise to make a prediction for a relatively long future and supply the downstream through the production inventory mode.

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The more obvious the market demand is, the more obvious the impact of market demand on orders. Enterprises must organize production according to their downstream needs, and form rapid response according to orders. This requires direct response to terminal consumer demand and requires quick response to orders. P

But this quick response capability is not what all garment enterprises can do at present.

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< p > the "contradiction" between the upstream and downstream reflects that there will be some problems in the market, such as sometimes disjointing with the market and slow feedback from the market. In addition, it will also cause greater pressure on the brand and franchisees, because the longer the production time is, the worse the market will be.

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< p > for this, some brands with a certain strength will be outside the traditional mode, and develop a faster reaction mode to break through the bottleneck.

For example, the three brands mentioned above.

Li Binghao, chief executive officer of Tonlion, told reporters that Tonlion would respond immediately to the information on categories, styles and colors of the good products at the beginning of each quarter, which could be sold in 3-4 weeks.

"After more than a year's trial, Tonlion's sales and discount rates are better than futures."

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< p > Li Binghao introduced that Tonlion's fast reaction consists of two aspects: first, the supplement to the original products; immediately after the launch of the futures market, a response was made: the selling of the products was slow, and the Tonlion made a corresponding analysis of the best-selling funds, so that these styles could be quickly reversed to ensure that the products were marketable; two, some new listings were sold after one or two weeks of sales, and after analysis, which products were found to be missing in the season, Tonlion would supplement the shortage of the products.

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To achieve rapid response, brand P must have strong information system as support and accurate data analysis capability.

Li Binghao said that Tonlion stores were basically equipped with ERP system. Every a href= "http://www.91se91.com/" target= "_blank" > clothes "/a" trend can be quickly feedback to the computer system of the company headquarters, so as to understand the sales situation of the style in time, and also help to understand the profitability of the store.

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< p > the outline of the great power also puts forward four aspects of the upgrading of the textile industry's rapid response capability: first, to establish an industry brand information database, to enhance the public information service ability of the industry; the two is to strengthen the enterprise information construction and ERP application; the three is to promote the construction of the information infrastructure; and the four is to promote the popularization and application of the Internet of things in the industry.

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< p > generally speaking, quick response is not only a test of a href= "http://www.91se91.com/news/index_c.asp", but also a quick consideration of the response ability of garment enterprises. It is also a comprehensive consideration of its supply chain management capability.

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