Brand New Line Of Shoe And Clothing Brand Is Intended To Relieve Store Pressure.

< p > Lining and van guest, China's a target= "_blank" href= "http://www.91se91.com/" > dress < /a > industry two symbolic enterprises. One is the leading brand of the banner of China's local sporting goods industry. One is the representative of fast fashion clothes in the Internet age of China. The two brands' "marriage" has aroused heated debate in the industry.

In recent months, Lining joined hands with customers twice a month to clean up inventory products and even hit the slogan of "19 yuan" from the flash purchase mode. The sales promotion momentum was directly followed by the 29 yuan T-shirt event of the year.

< /p >

Apart from analyzing the two, P's performance has released a signal to the outside world. It is no longer satisfied with being an independent brand of e-commerce. Instead, it wants to build itself into a commercial mall with many brands, a real shopping mall.

Lining, who did not hesitate to clean up stocks, formally expressed his attitude to eliminate the development obstacle of high storage.

But what is the value behind such a strategy? Is it a great panacea for clothing brands to really solve the inventory problem? < /p >

< p > > strong > opening new avenues on the line is intended to relieve store pressure < /strong > /p >

< p > the local sports brand headed by Lining, despite the surge of Customs shops in recent years, and the phenomenon of surviving broken arms can be found everywhere, but if walking in the pedestrian street of the two or three line city, we will still see the magnificent clothing brand shops on both sides, which are as neat as the parade.

And the most eye-catching is the piling up goods at the door, and the big word "X folded" has become the biggest feature of the clothing store. If there is no such sign, it will be abnormal. People passing by will lose interest in walking.

< /p >

< p > clothing brand original stores are divided into different grades and their respective functions. Flagship stores carry the main functions of brand image display. The regular store layout in the main commercial area bears the heavy responsibility for the sales of the seasonal products. The surplus or tail goods sold in the factory or discount stores are sold for consumers who do not catch up with the fashion trend and have limited purchasing power. This is undoubtedly the best choice.

< /p >

"P >" however, in the market recession, the pressure of the brand stock and the increase of the Japanese drama, the optimization of channels and the improvement of cash flow demand is increasingly urgent, the promotion factory shop lost their original value, because all the stores have become "factory stores".

Buy one get one, half price, super low discount and other promotional tools emerge in an endless stream. Even on the basis of sales pressure, new products will start selling at a discount, because the lower the discount, the less incentive to buy from the start.

< /p >

< p > but what is the final performance of such a promotional effort? Does it alleviate the inventory problem of clothing brands? Data show that in the first half of last year, the total inventory of the six major sports brands of Lining, Anta, XTEP, 31st degree, PEAK and motion was 3 billion 721 million yuan. After several rounds of promotion, the total inventory of the six major companies at the end of the year still amounted to 3 billion 327 million yuan.

That is to say, although the sales promotion scene seems to be hot, it has almost no effect on inventory digestion.

Under such circumstances, it is not surprising to find a new inventory clearing channel, and the clothing brand led by Lining will be locked in the Internet.

< /p >

< p > the Internet itself has the gene of low price sales, and online shoppers are more sensitive to price.

Flash buying mode can help enterprises gather a large amount of popularity in the short term through ultra low price strategy, and form scale effect, and centrally clean up products that need discount sale itself, and the effect will be immediate.

The cooperation with the well-known e-commerce platform does not require "Lining" to spend time and expense to promote an exclusive discount platform. In the short term, it is undoubtedly a smarter way.

However, when analyzing Lining's behavior of cleaning up inventory, we can not help but have another question. Why is the object of cooperation a fan? < /p >

< p > < strong > cleaning up stock should try to avoid killing the brand < /strong > < /p >.

< p > China's clothing brands, especially the local sports brands mentioned above, lack of core R & D technology and design concepts. The phenomenon of product homogenization is serious. Most of the channels are concentrated in the two or three line cities, and the terminal layout is more serious.

Under such a background, the image and connotation of the brand itself become an important reference factor for consumers.

Take Lining as an example, there is a unique brand spirit advantage. The image of the national brand leader is deeply rooted in the hearts of the people. Although young consumers are no longer familiar with the gymnastics Prince Lining, the champion gene of the brand itself is undeniable.

Over the years, Lining has invested heavily in sponsoring a number of events, supporting sports and creating a brand image with a view to enhancing the brand's quality and increasing the weight of product sales. Naturally, he does not want to be affected by the tactical action of cleaning up inventory at super low prices.

< /p >

< p > therefore, it is understandable that clothing brands themselves do not want to be labeled with low price or discount, because consumers do not distinguish between buying new products or stocks, and only having the same brand concept.

Therefore, cooperation with young and fashionable customers instead of choosing other Internet platforms that are limited to sale is more of a brand's sprint than a sustained long-distance run.

However, flash buying itself needs a widely advertised action so that more people can join in the crazying rush team. This has already linked the discount with the brand. If such an action takes too much time, it will lose the brand's vitality and kill the brand. At the same time, it will have a huge impact on the sale of the real products and even the discount products.

< /p >

< p > therefore, although flash buying is a powerful driving force for sales, there is no doubt that tactics should be pushed to the battlefield under suitable conditions, otherwise it will backfire.

If we consider the low price characteristics of flash purchase and avoid the negative impact on brand, we should plan it out in a planned way and follow the principle of less and better, and form a burst point in a very short time.

After the event, it quickly erased the traces, effectively controlled the propagation noise after the event, avoided the subsequent proliferation, and affected the potential consumers' purchase behavior.

At the time of implementation, it can be carried out in conjunction with the large-scale integration activities of the brand, as part of the overall activity, such as the online feedback special of the brand anniversary celebration, or the precise small-scale dissemination of specific populations, such as students with low purchasing power.

< /p >

< p > < strong > dredging and combination, clearing stock needs breaking means < /strong > < /p >

< p > or take sports brand as an example. In the field of close combat, apart from the six major brands mentioned above, the stock pressure of Nike and Adidas also exists, but its dominant position is still obvious. Proper price cuts can alleviate this pressure, and the compression of its price space will inevitably pfer pressure to local sports brands, making the inventory of local brands more difficult to clean up.

< /p >

Under the condition that the front confrontation is not dominant, the pfer to the dominant battlefield can become a train of thought. In the vast four line cities and even the rural market, the garment demand is also huge.

In the past few years, the sinking plan of the household appliances industry has once lifted the whole market. The local clothing brands also have the ability of channel layout in depth below the level Four market, and this advantage is not available to international brands.

Therefore, we need to pay attention to dredging inventory and pfer stock products to the highly sensitive market. This is a more reasonable move, which not only meets consumer demand, cultivates brand emerging markets, but also effectively digested inventory.

< /p >

< p > to control inventory, we need to start from the root cause of inventory.

For domestic clothing enterprises, most of them take the form of advance order, especially the sports brand. Generally, they start booking goods from dealers to brand dealers in advance two quarters. The quantity of orders depends on the experience of dealers for market, and there is no reasonable basis. In order to ensure sales, the general order quantity will not be underestimated conservatively, so as to avoid supply shortage. Therefore, it is inevitable to generate inventory.

< /p >

To avoid this phenomenon, domestic garment enterprises can learn the experience of fast fashion brands and integrate production chains. The first thing to do is to reasonably plan product design and production, and to enhance the reaction speed of suppliers and brands. P

Minimize the order quantity of a single product and make further response based on actual sales, such as replenishment or deployment from other vulnerable sales areas.

Recently, some local brands have pformed their original wholesale mode into retail. They also aim at strengthening terminal management, optimizing and improving the quality of operations, demonstrating the determination to solve inventory problems.

This solution is more effective than flash buying.

< /p >

< p > in short, flash buying is a double-edged sword. It is indeed a cutting edge for garment enterprises which need to solve the pressure of inventory urgently. However, if we want to fundamentally solve the problem of inventory production, we need to cultivate our own internal strength, change the business mode from the source, maximize the risk of avoiding inventory, and maintain healthy operation.

< /p >