Zhou Chengjian'S New Direction For Us State Is O2O.

< p > despite the fact that there is still a time for the annual report to come out, 2013 is likely to become the worst performance in the history of "a href=" http://www.91se91.com/news/index_c.asp "mus bond" /a.

Of course, this is also the most pressing year of Zhou Chengjian, the chairman of the US state. He appeared frequently at the end of the year to publicize the progress of the pformation of the state.

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< p > at the beginning of this year, Zhou Chengjian was still emphasizing learning from ZARA, but now it seems that he has changed a teacher.

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< p > Zhou Chengjian's new direction for US bond is O2O, which is the combination of entity stores and e-commerce.

This year, he started to pform the store into a new O2O concept store. There are now 6 stores in different cities that have been upgraded.

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This year, P will operate independently for two years.

Consumers can log on to the electronic commerce platform of Mei bang and view the products, and make an appointment to make a fitting through the mobile phone. Moreover, the shop assistant also completes the corresponding < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > match.

Do not want to buy the < a target= "_blank" href= "http://www.91se91.com/" > clothes < /a > window shopping, you can also place orders online, express to the home, of course, you can also place orders directly in the online store, and pick up the goods in the physical store.

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< p > this is a new business mode, but it is no longer a new concept for China's retail industry. Suning, another practitioner of O2O, is also telling a similar story in a high-profile manner.

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The key to < p > O2O is to really attract people who like online shopping to get out of their homes.

Zhou Chengjian's way is to completely redecorate the shop.

The flagship store in Hangzhou is the first pformed shop in the United States. It has now become a "central station style". The hall has been pformed into a waiting hall, and the fitting room has been designed as a train compartment.

This is just one of them. Zhou Chengjian plans to design each experience store into different styles, "one city, one culture, one shop and one theme".

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< p > each shop has leisure facilities such as a gallery, coffee bar and garden terrace, and provides free WiFi to facilitate customers to rest and surf the Internet.

Zhou Chengjian said that although the proportion of the upgraded shops in the country's 5000 more shops accounted for only 0.5% of the total, it is impossible to change the image of the US state, but once the whole country has such a store, it will make the consumers understand the US state again.

In his view, the experience store with cultural background can relocate the US state and pform it from an ordinary clothing label to a lifestyle. At the same time, it can get background data from the O2O system.

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The plan of "P" is that in the next 12 months, we will upgrade the 100 shops with experienced functions, and then cover the franchisees.

Based on the consideration of investment cost, the United States can not refurbish all the direct stores at the same time. At present, only a few cities such as Hangzhou, Chengdu and Wenzhou have completed the upgrading.

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At the same time, P is preparing for the pformation of brand positioning.

According to the head of the US bond marketing department, the United States will understand the customers' consumption preferences through the background data obtained by O2O, so as to make adjustments to the products and attract more consumers.

Mei Bang's products were located in the age of 18 to 25 years old, but this once "China's first fast fashion brand" has gradually lost its appeal to young people.

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< p > in fact, while upgrading the shop, Smith Barney continues to close.

In the first half of the year, the company has closed more than 100 outlets.

The three quarter report released by the United States recently showed that the net profit of the company was 382 million yuan, down 49.12% from the same period last year, and the net profit attributable to shareholders of the listed companies in the 2013 year is down from 30% to 50%.

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< p > < strong > the pformation of Smith Barney can be said to be under market pressure < /strong > /p >

< p > from the end of 1990s to 2010, China's garment industry experienced rapid development. In some years, Metersbonwe's net profit grew by 600%.

After that, with the rapid expansion of international fashion fast fashion brands such as ZARA, GAP and UNIQLO in China, the United States has embarked on a radical expansion to resist their offensive.

In 2008, the company listed on the Shenzhen stock exchange A shares, and Zhou Chengjian ranked fifth in the Forbes rich list of China in 2008.

Since the beginning of 2010, the golden age of local brands has ended. The size of the US stock has suddenly increased from 900 million yuan at the beginning of the year to 2 billion 548 million yuan at the end of the year.

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Like P, Lining and Semir are growing rapidly. Chinese clothing (000902, stock bar) companies, which once seemed strong enough to challenge foreign brands, are now having a hard time.

In fact, these local companies fail to truly build their own brand spirit, but imitate pnational brands in design and business mode.

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< p > in the process of expansion, Metersbonwe's learning goal is from Spain's fast fashion brand ZARA.

Zhou Chengjian found ZARA's foundry in China to work as an OEM for Metersbonwe to learn the experience of ZARA.

In the channel, because the United States has always been a franchisee and ZARA shops are all direct battalions, in recent years, the United States has opened more than 1000 Direct stores in the country.

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The biggest difference between fast fashion brand and traditional clothing company is the speed of product update, small production and quick update. Every two weeks, a batch of new products will be updated, and goods that have not been sold will be quickly discounted. P

There are also some new products coming to the shop every week.

"Clothing sales industry, the style of the elimination rate is 5 times or even 10 times the speed of Apple mobile phones, therefore, in the company, I strive to supply chain management to achieve a" weekly plan "listed series.

Zhou Chengjian said.

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Fast fashion brands such as P, ZARA, H&M and UNIQLO have entered the Chinese market. ZARA has landed in 50 cities, opened more than 120 stores, and plans to expand stores in two or three cities.

An imitator, an imitator, can see the advantages in the market immediately.

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< p > although Zhou Chengjian is still emphasizing learning ZARA this year, in fact, after several years of ZARA students, he has another new idol this year.

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< p > in many fast fashion brands, UNIQLO has carried out several rounds of effective O2O promotion activities in Japan, Taiwan and China, and has been promoting O2O strategy in mainland China for some time.

According to an industry source, the United States and the United States extend the product line, to provide products that are suitable for different ages, and also learn from the practice of UNIQLO.

In addition, the United States also launched the first technology brand in the first time, and launched the "new calorie nano velvet" in the autumn. In recent years, UNIQLO has always had thermal underwear with emphasis on science and technology.

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< p > both ZARA and UNIQLO are expanding vigorously in the Chinese market. As for how to get market share while imitating, Zhou Chengjian now hopes for the change of products: "if we look at the three major technologies of clothing color, style, and plate type technology, although we have a gap in color control and style innovation with the fast fashion brands of international clothing, we believe that we know more about Chinese consumers in print technology."

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< p > "take a size as an example, we may introduce three different versions to meet the best wear needs of different body consumers."

Zhou Chengjian said.

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< p > Yes, for local brands, this is indeed an improvement. The problem is that multinational brands have already done so.

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< p > < strong > fast fashion vogue no longer < /strong > < /p >

< p > Yes, fast fashion brands only need a week to push new products, but this is based on the plagiarism of big brands rather than originality, so it is not enough to maintain the brand loyalty of consumers for a long time.

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< p > almost all a href= "http://www.91se91.com/news/index_h.asp" > fast fashion > /a "brand is beset by quality problems.

This is because the fast fashion mode is based on cost control, and high quality fabrics are excluded from the design stage.

In the selection of the foundries, the cost is the most important consideration.

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< p > human demand for clothing has certain limitations. Since the birth of the fast fashion model, some people have questioned whether the new company can sustain it for a long time.

This year, all fast fashion brands need to slow down.

In fact, the performance of H&M and ZRAR parent Inditex group is not optimistic this year, in which H&M second quarter profit dropped from SEK 5 billion 220 million last year to 4 billion 660 million krona.

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