How To Rebuild The Ecosystem In The Shoe And Clothing Industry After The Inventory Era?

　　 Quo-Qing Li Recently, there is a key word: shoes and clothing. The Dangdang] CEO, from Shenzhen, Quanzhou, Shishi, especially Quanzhou, which has an output value of over 100 million yuan in shoes and clothing industry, has brought 8 investment managers to visit famous local enterprises.

CEO, a 15 year old team, went to the "China" held in Quanzhou on 17 th. Footwear industry A summit meeting in the afternoon is still unfinished. In the evening, the "night of all guests" is added to the site, and it exchanges with more than 100 local sellers to 10 points.

On the same day, Taobao, Jingdong, Amazon and Tencent also sent vice president level executives to attend the meeting.

The "enthusiasm" that spawned these e-commerce platforms is actually a combined effect caused by the high storage of shoes and clothing industry in 2012. As of April 17th, the textile and garment industry has announced 50 annual reports of Listed Companies in 2012, inventories totaled about 57 billion yuan, an increase of 6.76% over the same period last year. Sports brand and clothing brand clear inventory channels, online has become the main force, but for many of the bruised brands, how to get the right to price control in the chaotic online market has become a new research topic.

By the end of 2012, some of the founders of traditional businesses with over 10 billion sales began to "drop down" and visit the electronic business platform in person. Prior to this, the electricity supplier platform butting is only the professional managers of these enterprises responsible for the electricity supplier. As a result, a strong e-commerce platform has gradually gained more support resources from famous brands, and the strategy of "big brand + large platform" has begun to change the situation of "small, scattered and chaotic" industries.

The increase of the concentration of large brands has stimulated the enthusiasm of e-commerce platform to invest vigorously. But through its own channels to help enterprises to inventory, at the same time, how to help Chinese brands understand the strategic significance of the electricity supplier, and really establish a O2O (online to offline) effective mechanism? A more effective platform, in fact, has been thinking about such a topic.

　　 Channel equilibrium theory

In 2012, "de Stocking" is a common topic faced by many brands. However, the rapid digestion of inventory and the recovery of funds also bring negative effects: the channel management is chaotic and the price system is seriously damaged.

Before 2010 and 2011, e-commerce was developing rapidly, and dealers spontaneously sold products on line. But at that time, the sales of offline stores were still in full swing. E-commerce is only a "sewer" positioning - clearing up the season, unsalable goods. However, the inventory pressure released in 2012, and even the new product listing soon appeared on the commodity platform of the e-commerce platform, and with lower pricing, the chaos of the channel was inevitable.

Wang Dongzhu, chairman of Tao shoe net, said he had two reasons for judging the high inventory of shoes and clothing enterprises: first, the decline of foreign trade orders led to the transfer of domestic idle capacity to domestic trade, after which all kinds of new brands of Amoy brands grew with the help of Taobao and other platforms, which had eroded the market of domestic brands. "In terms of domestic consumers, the loyalty to the brand is still low, choosing the commodity at low price as the starting point, leading to the brand with high premium capability, and the product being the stock"; two, the rapid development of e-commerce in recent years, which has nurtured the buying habits of consumers. When these people are happy to complete the purchase behavior on the Internet, most brands do not keep pace with the development, resulting in the disconnection between the developed online products and the consumers' preferences.

Ding Shizhong, chairman and CEO of Anta's board of directors, is also worried about such a problem. On the 17 day, he appeared in the Quanzhou Electric Business Summit Forum, telling his thoughts on online and offline, indicating that the electricity supplier should have a brand new position.

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During this period, Jinjiang The business people of the Department are most willing to talk about the reason why the founder of Anta personally focuses on the business of e-commerce. "For those brands that rely on traditional distributors, they did not attach importance to the electricity providers in the early days, but when the explosive growth in this area has been achieved, the relationship between the online and offline businesses is difficult to coordinate, and the authorized level of ordinary professional managers is too low to solve these contradictions at all." A vice president of sports brand industry told reporters. Ding Shizhong's own statement is that Anta needs to shift from "tactical to strategic" to the electricity supplier. He said that the reason for the contradiction between online and offline commodities is that there is not much difference. Now we need to think deeply about the relationship between the two and the allocation of resources.

Previously, online retailing is more of a "sewer" strategy for brands, with a view to clearing inventories. Taobao sports outdoor category responsible person Hui Yuan said, in the past, Taobao's channel pattern is very important is "consignment", but in 2013, "we found that direct sales, distributors, including many B2C website to Taobao," that is, brand operators began to re-examine the value of network channels.

Xiang Wentao, general manager of AOKANG electric business, thinks that enterprises should first think clearly about what kind of positioning the electricity supplier business is, and what strategy it has. If it is only a clear inventory channel, it will inevitably encounter many problems.

And XTEP's practice is no longer simple from product segmentation. Xiao Lihua, vice president and general manager of the electricity supplier, has been busy sorting out the operation management process, business intelligence analysis system and supply chain plan in recent two years. In view of it, only by establishing a fast response supply chain can we adapt to the new business mode. For example, in logistics support, XTEP can basically do automatic scanning, load bearing, alarm and so on. Ten people can deliver ten thousand orders per day. Without strong backstage support, the user experience of the Internet will be greatly reduced.

The sound of high inventory has stimulated the brand to rethink and relocate the electricity supplier channel. Similarly, there are also new changes in the electricity supplier platform.

　　 Gradual change of platform

The positive attitude of the brand is also letting the platform business think about how to provide more detailed services for the former.

Yu Wei, vice president and costumes director of Tmall, said that in 2013, the platform launched the "full life cycle" management of goods, including the "pre-sale" product. In his view, "when doing new products, businesses have buyer teams. They may have to decide what clothes and shoes are popular in 2013. But this "pre-sale" can enable businesses to put the new products ready for sale in the next quarter on the line for pre sale, consumers can pay a certain deposit through products, accumulate a certain amount of sales, and push back the supply chain through sales volume.

In fact, the pre-sale mode is also the mode of some products sold by Taobao sellers in 2012, which is usually designed by some designer brands. After the order is placed, businesses will deliver goods 7-15 days later.

A lot of consumers are adjusting their online shopping mentality compared with the fast delivery that buyers generally demand before.

In addition, Tmall also developed "full-time guidance shopping". In fact, it also converted the way of price belt flow into a shopping mall mode like line shopping. It helped sellers to pay more attention to how to create more professional dress matching, window display, prop decoration and so on, so as to enhance the bargaining power of products.

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Van customer service is also adjusting its development strategy. For example, Chen said, "(previously) many traditional brands regard all customers as competitors, as enemies, but in fact, we are not competitive relations. We are willing to buy 30 million of Vic's actual customers, and Vic's daily flow to the traditional clothing and clothing brands."

Fan is changing from pure original brand sales platform to "brand + channel" platform, forming more brands. The purpose of this platform is to get a more diversified profit model, perhaps one of the ways to achieve self rescue.

All along, the concurrence relationship of large business platform is very subtle, but the disorderly competition in price war obviously can not form a benign cycle. The platform, including Tmall, has been adjusted to include product search, sorting rules, and more focused products, providing orderly services to businesses including clothing.

　 Remodeling ecosystem

According to Huiyuan, in 2011, Taobao was thinking about how to bring brands to the market and increase the number of quality sellers. By 2012, the strategy had shifted to how to develop key categories and key brands to make consumers' experiences. By 2013, "we want to have such a good foundation, so that brands can grow rapidly in the soil, because the market will eventually become more subdivided and diversified, which is a trend, which is the problem to be solved on the whole Taobao website in 2013."

This is also a consensus that includes many Amoy brands and mature brands. Extensive competition ultimately damages the interests of the company and the core value of the brand, but this requires the establishment of rules and the return to the origin.

CEO Wu Zhichao's reflection is that in order to adapt to Taobao's sales and popularity ranking rules, the company even reduced the development of new products, pushing the original product's motivation and insufficient. "Because we all know that according to the strategy of platform vendors, it is the easiest way to create a burst fund, so we are going to search for the best selling styles, and then imitate and reduce prices, without concentrating resources, and building the core competitiveness of enterprises."

In response, Zeng min, who served as director and IT director of Hongxing Erke, said, "we must return to the essence of business and return to brand management, commodity research, supply chain integration, and operation flow acquisition, centered on consumer demand and service, and finally return to the innovation power of enterprises".

Xiao Lihua believes that the challenge of traditional enterprises is to turn over the list. "At present, 99% of Quanzhou's traditional corporate brands are of this model: sales forecasting, procurement, distribution, and terminal sales. If they sell well, they will be out of stock, but if they are unmarketable, they will all become inventories." But whether enterprises can quickly turn over the bill according to the feedback of consumers, and achieve small batch and multi batch production mode, which requires enterprises to work hard and practice internal strength well.

It is understood that Taobao is gradually adjusting the rules of search, for example, a picture of the same product will not show too much at the same time, so that the price and price reduction without bottom line will be avoided. In search, it will increase the display of new products and encourage enterprises to create and promote new products. As a result, there will be indirect changes in the strategy of Amoy brand and traditional brand in the electricity supplier.

In the post inventory era, how to reshape and balance the relationship between online and offline? Brand owners and platform vendors are looking for the right path.