Interview With General Manager Of Bao De Group About Brand Market

Just when many famous manufacturing enterprises in Quanzhou moved their headquarters or marketing centers to Shanghai and Xiamen, the MOMO CO children's clothing of Bao de had moved the core marketing department from Xiamen to Quanzhou in May.

At the same time, it has been 8 years to enter the domestic children's wear brand market, and the "MOMOCO" children's clothing, which has taken a firm foothold in the first tier market, has started to expand into the second tier market.

Lin Xiangyang, general manager of Bao Bao group, believes that if enterprises want to achieve new growth, they must create new models besides manufacturing, while he chooses brand marketing operation mode.

From the first line to the second line expansion, the domestic clothing market generally has the concept of "adult and children's clothing". The brand awareness of children's clothing industry is weak, and the domestic children's wear brand market is almost occupied by "foreign brands".

The children's clothing industry in Quanzhou, which is led by Bao De, occupies a large proportion in the same industry in China, but most of the enterprises are mainly exported to foreign trade.

In recent years, as the export market has gone from bad to worse, coupled with the increase of domestic consumption level, consumers' awareness of the brand awareness of children's wear has begun to awaken. Many foreign trade children's clothing enterprises have been offering the banner of the brand and starting to turn to the domestic market.

From the brand positioning of many local children's clothing enterprises, most brands are based on two or three line cities, but few people dare to take part in the first-line market.

Shishi, a leader in children's clothing business, told reporters that because of the far cry from the big strength of international children's wear, the brand is rarely considered for the first-line market.

However, as early as 2000, the "MOMOCO" (Mamie Marka) brand, which entered the domestic market, has the determination to stand up to the international reputation.

"MOMOCO's first store opened in Shanghai. At the very beginning, we positioned ourselves in the first-line market.

MO MOCO is also one of the few brands of children's clothing that can stand on the feet in the first tier cities.

Lin Xiangyang said.

When entering the first tier cities, Mo Mo co cleverly chooses international children's clothing chiefs such as NIKE and ADDIDAS as "neighbors". NIKE and ADDIDAS stores are often seen on the edge of Mo Mo co stores.

Children's clothing brands such as NIKE, ad D and so on also follow the movement style of adult clothing, while "Mo Mo CO" is positioned as leisure, fashion and simple style.

There are big international brands to help attract popularity, and product complementarity. This is one of Lin Xiangyang's brilliant moves to "MOMOCO" successfully enter the first tier market.

However, because positioning is based on the first-line market, in the past 8 years, the development speed of "MOMOCO" brand has been relatively slow in China, so far there are only more than 200 stores in the country.

"But we can say that in the past few years, Mo Mo has also gained popularity in the market."

After the brand is established, the scale of the brand is considered.

Lin Xiangyang disclosed that MOMOCO has adjusted its brand strategy this year. "We hope to expand the second tier market based on the first line."

In Lin Xiangyang's view, another motive force that drives "MOMOCO" from the first line to the second line is the awakening of brand awareness in the domestic children's wear market.

"Only a tier of cities could have such purchasing power before, and now the two or three tier market also has such a large market space."

Since the upgrading from supermarkets to shopping malls in the past one or two years, it has been stranded in the increasingly serious situation of foreign trade. Some children's clothing export enterprises have continuously increased their share of the domestic market.

Although MOMOCO has already achieved good results in the domestic first tier market, but for Bao De, from 1992 to date, the clothing industry still insists on giving priority to exports.

At present, the ratio of export and domestic sales of Bao De is about 7: 3, while the proportion of private brand export is not large. Lin Xiangyang admitted: "foreign market acceptance of your own brand is not high enough. I don't feel very mature yet."

I don't think it's bad to make OEM for others.

"Lin Xiangyang thinks that it is possible for an enterprise to build its own brand and promote its brand in the future.

But the characteristics of different enterprises are different. They do not necessarily have to create their own brands.

As a garment factory, if you can do OEM for Armani, it shows that the management and manufacturing level of this garment factory is very advanced, and the processing profit that the big brand gives the enterprise will not be too low.

In fact, this is the "processing brand".

In Europe, there are three types of clothing sales, including supermarkets, shopping malls and brand chain stores.

As early as five or six years ago, Bao de worked with some large supermarkets, such as WAL-MART and Carrefour.

But Lin Xiangyang soon discovered that although large supermarkets can guarantee a large quantity of orders, but the price is low, the value of products is low, and the profits of processing factories have been reduced again and again, so they can not adapt to their position.

"This is forcing you to go up to the top."

Lin Xiangyang said that with the demands of promotion, Bao de slowly abandoned the supermarket, and then sought to cooperate with the clothing brand business. Po's products began to enter the large department stores and clothing brand chain stores in Europe.

At present, Bao De's partners include H&M children's clothing, Disney and other international well-known brands, mainly in the Western European market.

Moreover, most of the brand of the agent, in Fujian Province, only a processing enterprise of Bao De, which is the recognition of the quality of the product.

In the past two years, Bao de has won the "national export exemption", "China famous brand" and "China's top ten children's wear brands".

With the cooperation, Bao De's products began to enter the chain stores of large department stores and clothing brands in Europe.

At present, Bao De's partners include H&M children's clothing, Disney and other international famous brands, mainly for Western European market.

Moreover, most of the brands of foundry in Fujian province are only a processing enterprise of Bao De, which is the recognition of the quality of Bao de products.

In the past two years, Bao de has won the "national export exemption", "China famous brand" and "China's top ten children's wear brands".

From the manufacturing to the market pformation, as early as 2000, when Bao de began to enter the domestic children's clothing brand, he set up the MOMOCO brand marketing center in Xiamen.

However, 8 years later, when many enterprises moved outside to find better talents and capital environment, Lin Xiangyang moved the marketing center back to Quanzhou's corporate headquarters.

In the eyes of outsiders, this move is somewhat unthinkable.

The explanation given by Lin Xiangyang is that "in Xiamen, it is for consideration of market promotion, and now moving back is for the purpose of practicing internal strength."

Lin Xiangyang said, marketing center and headquarters separation, the initial effect is indeed better promotion.

But problems also follow.

For example, the exchange of information between headquarters and marketing center is relatively poor and easily disjointed.

Even the marketing center can not be consistent with the inner culture of Bao De's enterprise.

"Therefore, moving back is mainly to speed up the internal circulation of enterprises."

Obviously, improving the internal strength is Lin Xiangyang's re examination of the development of enterprises for more than 10 years, and is also a foreshadowing for further upgrading and pformation of enterprises.

"In the future planning of Baode, we will gradually change to the direction of market operation."

Lin Xiangyang believes that as a manufacturing enterprise, production capacity is limited, the service object is limited, 1000 workers or 2000 workers, you can not expand without limitation.

But if we operate from the market, the market is infinite.

"If we want to find new growth points for manufacturing enterprises, we must create a new mode. I believe that the way of market operation is to Pao de".

Of course, from manufacturing to market pformation does not mean abandoning manufacturing.

"In limited manufacturing, we will gradually develop some goals to promote development, which may be the upgrading of production capacity, and may be the promotion of internal management.

This is what treasure has accumulated over the past 10 years and can not be abandoned. "

In Lin Xiangyang's vision, the future is to establish a pattern that can control both ends.

One is to focus on market development, market product development, channel management and so on. Then, combined with market share, we will cooperate with some production bases.

In order to find a new growth point, manufacturing enterprises must create a new model.

Dialogue: brand accumulation can not be leaped. "Golden Triangle boss": Bao De's MOMOCO is an early entry into the domestic market, and dares to compete with "foreign brands" in the first tier market.

How do you think we should shorten the gap with foreign brands?

Lin Xiangyang: we have made statistics. The number of MOMOCO sales will not differ from those of adjacent NIKE or ADDIDAS, but profits will be quite different.

We sell two or three pieces for sale.

In fact, this is also because our brand accumulation, reputation, can not reach that level, can create the added value of the brand.

It can only be said that MOMOCO is based on the first-line market, but it can not go further.

So this year we will make adjustments to expand in the second tier market.

This is the real gap between domestic brands and foreign brands.

Domestic brand time is too short, the brand needs to accumulate, and the time of accumulation may be shortened. For example, you spend 8 years to achieve the scale of 10 years, which shows that you are more powerful than others.

But it is impossible to jump through every process.

"Golden Triangle boss": many people in the industry believe that children's clothing industry will explode in the next few years.

Do you agree with this view?

Lin Xiangyang: I think growth is absolute.

But consumers' brand awareness of children's wear has just sprouted.

Take men's clothing, after years of nurturing, consumers can basically buy cards, which is much more mature than children's wear.

Children's clothing consumption has to go to this stage, and it needs a certain process.

Of course, the brand awareness of children's clothing is waking up, and for the whole industry, there will surely be room for growth.

"Golden Triangle boss": this year's international and domestic economic situation is not very optimistic. Many companies think that this year will be better than this. What do you think of this?

Lin Xiangyang: 8 years ago, when China joined the WTO, many people thought that in the global market, the clothing industry would explode and many people would jump inside.

As a result, WTO is in, but the quota is still limited.

I feel that the existing economic and economic structure is not a matter for enterprises to be reassured by minutes. Even if this year has passed, new problems and challenges will emerge next year.

"Golden Triangle boss": Bao de has already realized the pluralistic development, and its business involves many fields such as clothing, education, real estate, hotel and so on.

As a general manager of the group, will the energy of this diversified development be distracted?

Lin Xiangyang: of course, there will be some influence in the big aspect.

At present, every industry will have an independent team in the operation of several industries.

I personally focus on the main garment industry, and other industries are only involved in some early positioning and ideas, but the specific ones are operated by professional teams.

Impression of three characters: Lin Xiangyang is famous in Quanzhou.

Whether he gave up his career in the sea and inherited the family's industry, he brought Bao de into the top ten brands of children's clothing in China, or he married Beijing Normal University. He spent a lot of money to build a private high school in Quanzhou, attached to the Beijing Normal University's affiliated middle school, or Bao de group involved in the diversification strategy of hotels and real estate. Any selling point was enough to support Lin's reputation.

It is easy for anyone who is famous to have a sense of distance.

But in Lin Xiangyang, the reporter saw the success of a successful entrepreneur's elegance, knowledge and demeanor.

In fact, two years ago, reporters had had contact with Lin Xiangyang.

At that time, reporters just involved in the clothing industry interview.

Occasionally, I heard Lin Xiangyang's fame in the industry and asked him for advice.

As long as he has time, he never refuses to interview reporters, so that the standard development of the industry is so small that he can always express his mind and speak frankly.

Some of the Quanzhou bosses are not clear about the concept of management and development of enterprises, and in Lin Xiangyang, they can not only read very clear strategic thinking, but also set up a set of theories even though they are expounded.

Lin Xiangyang said: "for enterprises, we have identified the direction, identified the business model, recognized the future of the market, and the rest are persistent problems and persistent problems."

I believe that since Lin Xiangyang has outlined the blueprint of the enterprise, perseverance is certainly not a problem for him.