Clothing Brand Strategy Is Not Universal.

< p > multi brand strategy is not a panacea for every single use.

From past cases, many brands of less than a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > the brand process of enterprises is not as smooth as imagined.

Some have been pushing forward slowly, and some have lost money because of multi brand strategy.

Industry observers believe that the multi brand strategy itself has advantages and disadvantages, and the implementation is much more complicated than the plan.

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< p > < strong > two factors push out multi brand strategy < /strong > < /p >.

< p > in recent years, < a href= "http://www.91se91.com/news/" > clothing industry < /a > is becoming more and more difficult to make. However, recently, Zhejiang Semir a target= _blank _blank href= http://www.91se91.com/ has become a big sensation in the industry. Limited by Share Ltd has invested heavily in buying 71% stake in Ningbo zhe Mu sang Holdings Limited.

It is reported that the paction volume is estimated to be between 1 billion 980 million yuan and 2 billion 260 million yuan, which has become the largest merger case in China's apparel industry so far.

Analysts believe that Semir's acquisition of zhe Mu is still in order to promote multi brand development strategy.

At present, Semir already owns two famous clothing brands, Semir and Barbara, and its business is maturing.

China zhe Mu is still a self owned clothing Brand Company, which is mainly located in high-end casual men's clothing. Its GXG, gxg.jeans and so on are the leading brands of urban youth casual men's wear.

At present, the middle and high-end leisure men's wear industry is in the growth stage, and the future development is very large. Through the acquisition of zhe Mu Shang, Semir clothing will expand new business growth points, and layout the high-end business on the basis of the original public leisure and children's clothing business to meet the diversified needs of consumers.

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"P" is unique. In recent days, Japan and Japan have announced that they will launch a seed brand located in Han Fengzhong's old a href= "http://www.91se91.com/news/index_c.asp" > women's wear < /a >.

The target group of the seed brand is a 45-55 year old female consumer. Zhao Yingguang, CEO, said that the basic team has been set up, but the name of the new brand has not been determined yet.

After the introduction of the middle-aged and old women's clothing brand, the target consumers of Han dresses have achieved seamless coverage at all ages from children to middle and old age.

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< p > Zhao Yingguang has said that the basic layout of Han Du Yi she's multi brand operation based on the Internet has been completed.

Han Feng fast fashion ladies HSTYLE, Hanfeng OL fashion women's clothing Soneed, Hanfeng fast fashion men's wear AMH, Han Feng fast fashion children's wear MiniZaru, Europe and the United States wind fast fashion women's wear niBBuns, Oriental retro a target= "_blank" href= "http://www.91se91.com/" > designer < < brand > brand, each sub brand development is good, can support the development of the next 3 years.

In addition, three seed brands have been set up to prepare for the development in 5 years.

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< p > > a href= "http://www.91se91.com/news/index_c.asp" > clothing enterprises < /a > recommending multi brand strategy is not new.

Last year, the good news bird made a bid to the Korean brand to buy the 10 year operation right of HAZZYS, the leisure brand of Korea LG fashion group.

The same as the good news birds, many brands including Shanshan clothing, YOUNGOR, seven wolves and Li Lang have already started.

Clothing enterprises to implement multi brand strategy to a large extent is also a must.

Yang Dayun, chairman of UTA group, said the ceiling of single brand profit has already appeared.

The era of single brand profits has passed, and now more brands are needed to share risks.

The logic behind this is that the demand for "a href=" http://www.91se91.com/news/index_c.asp "clothing market < /a" is becoming more and more diversified, and the personality needs of consumers will become more and more vigorous. More brands are needed to meet their individual needs. Similarly, people with different incomes and jobs will have different interests and interests, and the same person will also be in a different state.

As for clothing products, consumers need different brand styles to satisfy themselves, and single brands can only be locked in single target groups, so that if a single brand can operate only a small part of the market.

In order to expand the profit margins of enterprises, there must be other brands to compete for the corresponding market.

Moreover, a single brand also has the risk of concentrating risks. If the brand is in crisis, the whole enterprise will collapse, so multi brand operation is also one of the best ways to disperse risks.

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< p > < strong > slow progress, "panacea" is not omnipotent < /strong > /p >

< p > although the multi brand strategy has obvious advantages, it is not a panacea.

From past precedents, the failure of multi brand strategy is not uncommon.

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< p > since 2006, YOUNGOR brand has been subdivided into Mayor Youngor, CEO Youngor and Green Youngor.

Its positioning is that "golden standard" is the chief executive of 40 to 55 years old; the "blue label" is for business people ranging from 35 to 40 years old; the green label is located in the young and fashionable consumer group.

For the behavior of sub marking, YOUNGOR said that as early as the beginning of the 20th century, it had considered subdivision brands, "young is green label, tailor made is more advanced called gold standard", at the beginning, consider every label brand after adding YOUNGOR, so that everyone knows that YOUNGOR brand, after all removed.

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< p > unfortunately, the marking method is not satisfactory in the market.

According to the data provided by YOUNGOR group, "in 2012, the sales volume of YOUNGOR clothing is about 4 billion 300 million yuan, and the main brand YOUNGOR is about 4 billion yuan". That is to say, the total sales revenue of the remaining four brands is only around 300 million, with an average of more than 7000 yuan.

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< p > Bosideng is another living case.

In 2009, Bosideng wholly-owned the Jiangsu Bosideng Clothing Development Co., Ltd., entered the field of men's clothing business, and also established a joint venture company to participate in the sales of Rocawear, a street corner brand in the Greater China region.

At the beginning of 2011, Bosideng had owned 51% stake in Mogao brand and 51% of Shanghai's Rambo children's products by expanding its capital and expanding its stock to expand the business of casual wear and children's wear.

At the end of the same year, Bosideng spent 892 million 500 thousand yuan on the acquisition of 70% of the domestic women's clothing brand Jesse, and entered the fashion women's clothing market.

But frequent takeovers do not mean that Bosideng's multi brand strategy is successful.

Only a year later, Boston announced the assignment of all the shares of Rambo, which he held, and at the same time terminated all business of the company.

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< p > in the field of self creating brand, Bosideng launched the "Rui Qi" women's clothing project and the "a" href= "http://www.91se91.com" > Senior Men's wear "/a" project in 2010. The former "high-end fashion ladies" positioning coincides with Bosideng women's wear, ice cream dress and even the acquired Jesse brand. The competition for market resources is inevitable, while the latter has a positive confrontation with Bosideng men's high-end products.

One plus one is not necessarily equal to two, and the result can be negative in business war.

In the second years of Bosideng's "four seasons, multi branding, internationalization and the strategic positioning of the down jacket business as the core and strengthening the down garment business", 2012/2013's fiscal year results show that there are many problems in the pformation of the company: as a result of the one-time customer relationship and goodwill impairment of 256 million yuan for the "Bosteng men's clothing" and the acquisition industry "Jesse women's clothing", the net profit of Bosideng dropped by 24.9%.

This shows that the multi brand strategy leads to high cost, but the cost does not match the cost.

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< p > < strong > is easier said than done, but experience is less than /strong > /p >

< p > although countless brands' multi brand strategy is not effective, but the founder and CEO Zhao Yingguang of Han dresses house, there is no need for discussion on the multi brand strategy of < a href= "http://www.91se91.com > clothing enterprise < /a >. Based on the diversity of consumer needs and the commonality of the underlying supply chain, it is the only way to carry out multi brand operation when the enterprise develops to a certain stage and can do what it can.

At that stage, in what way to carry out multiple brands, it is the wisdom of strategic makers.

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< p > the Great Wall fund clothing industry researcher Chu Wenyu said in an interview with reporters that the multi brand strategy has certain advantages, but the operation of a brand is not a simple matter. It takes at least 3 years -5 from product launch to launch to consumer acceptance.

Moreover, it is necessary for enterprises to have strong capabilities themselves, not all enterprises have such strength and commitment.

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< p >, she said, from the international experience, it is easier to extend a brand from the high-end to the lower end, but it is more difficult to go from the low end to the high end.

After all, the market faced by both is different, the consumption group is different, and the operation is also very different.

Consumers are also different.

The rapid luxury brand pformation will also face these problems, which may cause people to distrust the brand.

Ultimately, the success of pformation depends on the operational capability of the company and whether or not it can grasp some special elements.

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< p > according to industry analysis, in the process of multi brand development, the differentiation of resources is inevitable. This is a problem that garment enterprises must consider.

Because of the worry that resources are being differentiated, most clothing companies can not make up their minds to separate their brands from the company.

This leads to the fact that most companies make more than one brand, but there is no way to distinguish the main brand from the product line to the marketing terminal.

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< p > compared with the multi brand strategy of foreign garment enterprises, the domestic brands still do not seem to know the way.

The way to multi brand is to go, but how to truly enjoy the profit growth brought by multi brands is a long-term learning process.

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