Online Brand Has Become The Core Competitiveness Of Textile And Garment Industry

< p > Mcglaughlin 1996 was established. It started as a mail order catalogue business. In 1999, the wheat net was formally launched. In 2009, the wheat net was revised to a vertical < a target= "_blank" href= "http://www.91se91.com/" > clothing /a > electronic business platform. The company was listed on NSDQ in 2010.10, the issue price 11$, the fund-raising 129 million dollars, and the selling rate 0.73.

At present, the stock price is 2.28$, and the selling rate is 0.18.

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In the past 2006-2009 years, Mcglaughlin has experienced rapid growth, operating income increased from 34 million US dollars to 177 million US dollars in 2009, and the annual compound growth rate is 72.5%. In 2010, although the traditional catalogue mail sale has shrunk, it has still achieved 28% growth under the impetus of "a href=" http://www.91se91.com/news/ "online business" /a "high speed growth, and the income scale has reached 227 million US dollars. In 2011, electricity suppliers, catalogues, mail orders, entities and offline businesses began to shrink, and the scale of revenue fell to 152 million US dollars in 2012.

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< p > online channel: 2008-2010 has experienced rapid development, nearly doubled in three consecutive years. By 2010, the company's online revenue was $108 million, and the proportion of total sales revenue increased to 47.5% in 2010.

But in 2011 and 2012, especially in 2012, the company's online business was shrinking to $72 million. The direct reason was that the number of active customers was reduced, the number of active customers declined, and behind it was the lack of customer stickiness (lack of product characteristics and better choice of customers).

During the peak period in 2011, the number of active users of Mcglaughlin online increased from 1 million 400 thousand in 2010 to 2 million in 2011. 2011Q4 reduced the sales promotion of e-commerce and reduced the number of active customers, and the number of active customers dropped to 1 million 200 thousand in 2012.

At the same time, the average annual volume of orders per active user dropped from 5 in 2010 to 3.8 in 2012.

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The core drivers of enterprise income growth on the platform of < p > B2C: active customers, repeat purchase rate, ARPU (per capita purchase amount, depending on the precise recommendation of customers based on data mining).

Determinants of profitability: gross margin, core customer costs (advertising expenses), warehousing and pportation costs, and information technology input.

The key to the formation of the core competence of the platform enterprise is customer satisfaction based on the core of customer value and based on the accurate recommendation based on the customer. Based on this, the main capital investment of each B2C platform enterprise is warehousing logistics and information technology. For the traditional brand < a target= "_blank" href= "http://www.91se91.com/" > dress < /a > enterprise platform, basically it has completely entered a new field. Accurate recommendation on the basis of information technology is not a strong point, and there is also a lack of large-scale B2C platform enterprise scale effect in distribution.

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< p > core competency determines < a href= "http://www.91se91.com/news/index_c.asp" > brand apparel > /a > online business ceiling.

Mcglaughlin's contraction in 2011 and 2012 is due to the increasing competition in the supply of low-end goods. For the products that attract consumers with high cost performance, lack of differentiation and lack of customer stickiness, it is necessary to continue marketing advertising and promotion to maintain the number of active users.

Investors saw the rapid development of Amoy brands, mostly because they were in the early stages of development; at the early stage of development, as long as they were a bit unique, they could develop rapidly in the first few years; not only the brand, but also the brands that differentiated markets, such as GXG and DUZZLE, grew rapidly in the first few years.

But once the scale reaches a certain level, it is inevitable that the requirements for the company's management capability will be raised. This will return to the predicament faced by the traditional brand clothing enterprises, that is, how to ensure the design of marketable goods, how to recommend goods accurately, and how to control inventory effectively. This is the core of the operation of a brand < a href= "http://www.91se91.com > dress enterprise < /a >.

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