There Are Two Important Reasons Behind The Fire Of Clothing Suppliers.

< p > how to make better use of the electricity supplier to make the online and offline symbiosis and symbiosis, so that the brand can get a dynamic channel structure? < /p >

"P", "shop operator" or "electricity supplier"? At the end of last year, Ma Yun and Wang Jianlin's "gambling of the century" on the future e-commerce and traditional shopping centres were impressive.

In fact, the outcome of gambling is not important. The important thing is that it conveys a clear message to the industry: e-commerce is unstoppable.

Especially, the industry of a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > is promising.

According to irey data, in 2012, the total scale of online shopping market was 1 trillion and 184 billion 50 million, and the scale of apparel online shopping market was 318 billion 880 million, accounting for 26.9%, the largest category of online shopping market.

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< p > clothing suppliers have such a fire. There are two important reasons behind it: < /p >

< p > first, the cost of clothing enterprises entering the traditional department stores is getting higher and higher, and all kinds of promotion, management and other expenses can not bear heavy burden on the enterprises.

How to reduce costs and light up? Electricity providers have successfully solved this problem.

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Another advantage of the P channel is that its openness enhances the speed of expansion, whether for sale or brand.

Before, for clothing enterprises, the main way to raise awareness and occupy the market is to open stores widely, but this requires sufficient funds, personnel support, and time and space constraints.

In contrast, the electricity providers are less restricted by the above factors, and can get the fastest spread and achieve the maximum speed of expansion.

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< p > to cater for the surging tide of electricity supplier. In recent years, clothing brands have set up their own professional electricity supplier operation team, constantly exploring the way of electric business operation, and maintaining steady growth speed, and the influence is increasing year by year.

At the same time, they also encounter problems: on the one hand, the electricity supplier innovated the sales channels, helped them to optimize and have more access; on the other hand, the huge pull of the electricity suppliers and offline channels is becoming an unbearable burden for them.

How to make better use of electricity providers, so that online and offline integration and symbiosis, so that the brand get a dynamic channel structure? For this, many enterprises began their own exploration.

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< p > < strong > jump clear inventory era < /strong > < /p >

< p > April 8th, "Lining For Vancl 48 hours limited time to collect the bottom" activities began.

Less than 24 hours later, the shelves were sold out and ended ahead of schedule.

In this bottom up activity, Lining's ultra low price product is low to 19 yuan, no one product sells price exceeds 100.

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< p > from this incident, we can see that some a target= "_blank" href=, "http://www.91se91.com/" > clothing "/a" brands have removed their fig leaf.

Prior to this, many brands including the United States and the state have gone through several rounds of online inventory elimination through Tmall stores and vip.com.

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< p > in the past two years, due to the continuous downturn in the economic environment, serious inventory has made the Chinese garment industry in deep trouble.

Many brands try to escape stock traps through various channels, and e-commerce is undoubtedly the most convenient and practical channel.

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< p > billion power network research clothing industry in 2012, the electricity supplier situation found that regardless of brand or channel business, are in favor of the electricity supplier crazy inventory.

In the process of cleaning up inventory, the majority of garment enterprises in 2012 showed more than 50% growth in e-commerce channel performance, while 17% of enterprises in 2012 grew 1 times or more.

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Behind the expansion of the P business channel, brand dealers have revealed the surprising stock problem hidden by traditional brand enterprises.

"Optimistic estimates, many clothing brands digest most of the existing stock at least 1 years, and the real thorough clearance does not exclude 2-3 years."

European time women's clothing related responsible person disclosed.

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Below P, the apparel retail market is sluggish, and the stock of many traditional clothing brands has increased.

It was originally a sales channel to relieve pressure.

However, some traditional brands are confused in the management of online and offline channels, and they only remain aware of the fact that the electricity supplier channel is used to clear the inventory of sewers. This is a serious problem.

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< p > at the same time, clear inventory through e-commerce has advantages and disadvantages to the brand business: profit can be refunded, and the disadvantage is that when consumers are accustomed to the low price of the electricity supplier, it is difficult to adapt to the pricing strategy before the brand business, and finally choose to wait for the discount of the brand.

For brands, we should not just regard the electricity supplier as a clean drain, and rearrange the retail channels under the integration of online and offline businesses.

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< p > at the same time, when the inventory is high and efforts to clear up, the traditional clothing brand is also thinking about how to maximize the advantage of the electricity supplier.

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< p > the head of the business department of the seven wolves said that enterprises should turn their eyes to more opportunities, such as the connection of mobile terminals and O2O.

In his view, traditional enterprises need to pay enough attention to mobile terminals. At least, we should do a good job in marketing.

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< p > XTEP chairman Ding Shuibo said that at present, the electricity business accounts for less than 2% of XTEP, and will increase to 10% in the next 3-5 years.

In 2011, XTEP proposed that the electricity supplier should take two steps: consume inventory and start the business to make contributions.

For the trend of O2O, he thinks that the emphasis of online shopping is terminal experience, while online is focused on convenience. If both can find the combination point, it is very beneficial to businesses.

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< p > < strong > youthful targeting < /strong > < /p >

< p > April 12th, YOUNGOR opened the official flagship store of Tmall mall and Jingdong mall, pushing YOUNGOR brand and YOUNGOR's fashion men's GY brand.

It is reported that YOUNGOR's opening online channels, mainly on the online brand communication, expanding new young consumer groups.

At the same time, YOUNGOR will also use online channels to start new products.

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< p > before that, Chen Zhigao, vice president of YOUNGOR group, said in an interview with "successful marketing" reporter at the 2013 twenty-first Beijing CHIC China International Clothing and accessories fair that they expressed their views on the electricity supplier: "YOUNGOR is concerned about the opportunities that exist on the rapidly developing e-commerce platform, but we are still trying to be an electric supplier, and it is prudent and the pace will not be too fast."

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< p > according to Chen Zhigao, because more than 80% of YOUNGOR's online stores are their own channels, they must consider the interests of offline channels when balancing the interests of online and offline businesses.

In addition, he believes that the experience of apparel brands, especially high-end clothing brands, is quite important.

The electricity supplier is more suitable for selling some simple products, such as books.

Therefore, when YOUNGOR is doing electric business, they focus on promoting their single products, such as its hemp products.

And the choice of target audience is more close to young consumers.

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P, a clothing manufacturer who has made remarkable achievements on the Internet, also said that camels targeted development of products is very important.

In 2009, when the net touched, camels sold a few orders a day, or even sold them alone.

Wan Jingang, general manager of camel said: "the most fundamental problem is that we do not understand the online shopping crowd, resulting in our online products are not suitable for online shopping crowd."

He explained that at first, the camel did not consider the crowd structure and age structure of the network, and sold the inventory products under the line.

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< p > after studying, camels slowly made some adjustment and targeted development on the goods, producing some special products for network, and the prices were also differentiated from those under the line.

As a result, camel's network sales performance has gradually improved.

In particular, after entering the Tmall platform, it has been developing steadily, and has sprang up in many brands.

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Disney, deputy general manager of Xiaolong, the brand of children's wear, Zhang Donghai also expressed similar views on "successful marketing" reporter P.

In his view, Internet channels expand faster than offline channels.

But at the same time, business is maturing, and some high-end products are hard to replace by Internet products.

The Internet needs a long process to make real high-end products.

This is a characteristic of the Internet.

"So we will distinguish three high-end products, the middle end and the parity price.

The Internet may have a big impact on our parity products, but it has no effect on our high-end products.

For example, we vigorously develop the < a target= "_blank" href= "http://www.91se91.com/" > shoes < /a > sub category. Parents generally do not deal with shoes on the Internet, because they are often not fit.

So when we develop products, we will develop some single products suitable for sale on the Internet to carry out bundling and selling.

The effect will be better.

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< p > < strong > online offline integration < /strong > /p >

< p > conflict between online and offline has always been a barrier for traditional brands to do business.

The above clear inventory, online targeted product design and other practices, to a certain extent, is also a brand differentiation method.

Others are smarter.

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< p > < strong > a vivid example is JEANSWEST < /strong > < /p >.

< p > according to Ye Weiwen, director and deputy general manager of JEANSWEST, JEANSWEST was only involved in the electricity business in September 2009. In 2011, the total sales volume of online shopping reached 136 million, and in 2012 it was 230 million.

"On the Internet, JEANSWEST can achieve an average of 800 thousand sales per day, which is equivalent to the sales volume of 500 square meters of physical stores under 1 months."

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The practice of < p > JEANSWEST is to set up an independent online shopping Department, pforming from pure entity operators to offline and e-business dual channels.

For stores around the world, it is hard to breed a misunderstanding of online and offline channels.

But JEANSWEST adopts the method of sending orders online through the system directly from local branches, while sales performance is also included in the sales performance of local branches.

Since all branches are independent accounting corporations, the headquarters online shopping Department actually acts as the "online salesman" of local branches.

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< p > in Ye Weiwen's view, this can not only achieve the functions of the group army's operations, but also make full use of the advantages of warehousing in all parts of the country.

The online shopping department will not rush the business under the line. On the contrary, it is pulling business for its 13 branches.

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Liu Chao, general manager of children's clothing brand JINGDING cat, recommended to reporters that they had recently introduced an intelligent management system to P.

"Through this system, we design, produce, operate, logistics, and capital turnover all on a management platform, and integrate online and offline.

This is also a new trend in the clothing industry. "

According to its introduction, at present, through Baidu, Tmall, Dangdang and other electronic business platforms, you can search for tinkling Cat brand.

In his view, online and offline sales are the same, but the way is different.

"Our online and offline products and prices are the same.

Consumers can shop online or offline, and can also experience shopping offline.

Online sales is a way of selling, a new sales channel, and how to sell products to consumers more quickly.

There is no difference from physical store management. "

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< p > Liu Zhao is paying close attention to new technology and new mode.

"The power of information technology, including the Internet, is the main tool to arm our clothing market and brand new media."

In Liu Zhao's vision, in the future, both online and offline, it is necessary to simplify the shopping mode with the power of science and technology, such as AR shopping, and other means to achieve electronic shopping.

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< p > < strong > from price to value < /strong > < /p >

Xiao Lihua, vice president of XTEP P, believes that the development of electric business will change from price war to value war. We should return to the essence of e-commerce and create a fast supply chain with brand as the core.

Traditional enterprises have 10 key elements to do business: business mode, capital, commodity, operation, brand, supply chain, channel, system, team and logistics.

The core part should be integrated in the integration, innovation, brand resources, commodity resources, channel resources, supply chain resources, information resources and so on.

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< p > for this point, the big business man Ma Yun also deeply agrees.

At the 2013IT leaders summit, he criticized: "electronic commerce is still a bargain today, and price is still being set, not value."

Value means brand management.

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< p > with the growing maturity of the electricity supplier industry, the era of no brand "grassroots" is slowly coming to an end. The era of e-commerce brand is coming.

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< p > in the field of e-commerce clothing, the most recent concern is YISHION Electric brand A21.

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< p > January 2013, YISHION closed its own Tmall flagship store, two independent mall websites and Jingdong mall YISHION official flagship store.

When the industry was wondering about its practice, in March 21st, YISHION again brought back its new e-commerce brand A21 to the electricity supplier.

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< p > A21 has a clear positioning -- a fashionable buyer brand for young people.

They support this brand positioning from two aspects, highlighting brand personality, that is, fashion buyers and high quality prices.

Obviously, A21 is a brand new brand created by YISHION. It takes advantage of the mature industrial chain system of YISHION, and adopts the sales mode of independent team design, independent production and network exclusive supply, so that it distinguishes it from traditional electricity providers. After continuing the advantages of some traditional models, it tries to solve the problem of "value and brand building" in traditional mode.

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< p > no matter the way of A21 in the future, this way to enhance the brand value of electric business is worth affirming.

Some traditional models of electricity suppliers make price war without paying much attention to product quality, which not only damages the interests of the industry, but also damages the rights and interests of consumers.

And the pformation of "brand management" should be: while shaping a good brand image, it also improves the quality of the product and brings more additional value to the consumer.

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