2013'S Apparel Industry Revolution

< p > in many public data reports to the market, Anta, the leading brother of the Jinjiang department, announced that Anta's orders for the 2014 Q3 will be increased year-on-year, which is a strong injection that has been difficult for the past 3 years.

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< p > > the author, as a "a target=" _blank "href=" http://www.91se91.com/ "> dress < /a > employee, and many friends in the clothing industry, feel that it is necessary to sort out and regulate the changes in the past 2013 markets. What are the changes in the past 2013 markets? What are the ways to break out of Jinjiang in Fujian Province? What is the direction of the execution level and the landing? How long is it going to be a sinking year or a change year? But the author thinks that 2013, it is over, maybe it is a brand new era, and a temporary label. Maybe 5 years later, we can give a final conclusion.

No matter how 2013, it will be an extraordinary year. It will write a strong brush for the chronicles of costumes.

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< p > < strong > [Anta Xiao Guan Jie] < /strong > /p >

The dialogue between "P" and "Xiao Guan" started from home. As an old Anta, he even went to the fashion industry. Xiao Guan not only served the star brand from Chen Dai, but also invested in his own family in the past few years to have Anta monopoly.

I think the interview is the most objective understanding of the growth of Anta, what is behind it, rather than the official corporate manuscripts that we often see.

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< p > in the past few years, Mr. Ding Zhizhong has been suffering. In the era of high passion, manufacturers are extremely strong in single direction distribution system. On the one hand, they overestimate the growth expectation of the Olympic Games on the sports market. On the other hand, listing is kidnapped by the capital market.

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What is the main driving force behind the growth of P Q3 in 2014? Will the retail market in 2014 and 2015 continue to grow continuously? Or is it a strong signal for the revival of sports brands? With these questions, the discussion is fragmented: < /p >

< p > 1, the growth points of past performance are mainly (dot development, category broadening, area extension, unit price increase, composite growth of indicators and multi brand operation). In the face of market crisis, we believe that the decline of orders in the past 3 years should be a market factor. Anta has consciously made technical adjustments to obtain more inventory throughput period and revitalize channel inventory; < /p >

< p > 2, the control and integration of the channel distribution system is heightened. The cohesion of Anta distributor system is quite strong. The management mechanism introduced earlier has laid software support for this foundation; < /p >

< p > 3, the original market throughput has been adjusted by market leverage, and the market share of the fallen brand has been eroded by Anta with more strength (software strength, hardware strength, supply chain strength and distribution strength); < /p >

< p > 4, differentiated competitive advantages stand out. In the diversification of category design, go out of the homogenization mire and further develop towards leisure, integration and specialization three ends; < /p >

< p > 5, in the marketing system, the implementation of the supporting policy is more vertical and communicated, the original lengthy replenishment period is shortened, effective inventory control is stronger, and the degradation of invalid inventory is more timely; < /p >

< p > P.S, however, Mr. Ding Zhizhong mentioned the redefinition of Party A partners, the wholesale and retail orientation of supply and demand Party B's market positioning.

But at least from the small language, I can see that the most fundamental reason for Anta's growth is not the real recovery of the sports market. Instead, Anta pays more attention to the healthy growth of its own market control, product development, retail support and marketing push.

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< p > < strong > [XTEP - Yu Yu] < /strong > /p >

"P" Yu Yu serves a market in XTEP, and is stationed in headquarters and responsible provinces.

When talking about 2013 hours, Yu was deep and confused, but it was also a year of competitive advance.

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A Yu, in the past 2013, vigorously pushed forward the process of wholesale and retail oriented work. He talked about the way of breaking out of the min Jinjiang school in the past two or three years. It is also natural that ERKE, such as P, is quietly carrying out a self positioning reform in the "corner overtaking".

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< p > < strong > What did XTEP do in 2013? < /strong > /p >

< p > "is crossing the river by feeling the stones," A Yu said in the dialogue. Wholesale pfer to retail business is actually very rough at the previous management level.

Did the vigorous development of the original sport create heroes in current affairs? < /p >

Whether P will be abandoned by consumers in the face of this deteriorating sports market has never talked about the core of the problem.

A Yu only said that in the past year, more efforts have been made in the settlement of retail operations. In 2013, he continued to build a benchmark and stabilize the dealer team. However, the high turnover rate is the most destructive problem.

If Yu says, "selling goods well is not easy to sell, but it is not easy to say, but no one sells. This is the biggest problem. What's terrible is that it's not a lot of money."

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< p > in the face of many problems, we have introduced training courses in a wide range of retail outlets to boost our ambitions.

In the face of such a small profit, the outflow of funds is also a fact.

In order to stabilize their camps and ensure the survival rate of shops, they have introduced retail assistance teams to manage and sell in stores (months), and let them from new stores to mature stores, and the pfer to distributors is also the focal point of the brand side.

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< p > for the breakout in 2014, "the law of attraction" is inexplicable, and when it comes to retail sales, how does retail turn?

Let me remember deeply and agree very much.

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Less than P, the direction of the channel is to expand the recovery year. After 2 years of shuffle, many brands have fallen down, and there are still more opportunities in 2014.

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P: walking on two legs: upgrading a retail store is still arduous and can only slow down its pace. The expansion of channels will further start, while accelerating the layout of factory shops and allowing the existence of diversified channels.

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The dialogue between P & P.S and Yu is mainly faced with its responsible area. It did not mention XTEP's operation of PUMA movement in 2013, the launching of TOP tide dress, the restart of kids and women's fashion, a target= "_blank" href= "http://www.91se91.com/" and "shoes /a".

The author thinks, the pace of diversification of XTEP is starting in succession, but the two legs of the retail and retail can grasp well, grasp the stable, but the key point, to sink to operate well, to do well and to be strong!

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< p > < strong > [Qipai - Dazhi 9 Mu Wang - Xiao Li seven wolves - ah Yi] < /strong > /p >

< p > for the traditional big clothes brand, the friends interviewed by the author are very real and touching. I would like to integrate the views of these friends to a regular space so as to check back.

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< p > 1, false economic prosperity, pushing up the cost of virtual high channel, creating a high premium; a premium that is not in line with the market rule is exposed to many problems in the face of economic slowdown.

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< p > 2, high priced, match with brand reality? Match with the atmosphere of business circle? Match with the target customer group? If the hardware system matches the decoration, will the service software system keep up with it? < /p >

< p > 3, the futures mode of traditional big suit is dominated by index orientation and fixed production rather than sales.

The low turnover rate and the high cost rate, coupled with the weak selling rate, have dragged down the dealers' three carriages.

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< p > 4, Fujian menswear operators are the largest group of Internet users who are hurt by the Internet. Now it is not the brand players who want to play, but the dealers do not play with you.

Channel control is not strong, online business shocks, price war chaos.

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< p > 5, O2O can be the life-saving straw of the brand? The core is whether the dealer will play with the brand. But if there are different voices: if the Internet WEB page provides the convenience of information, the randomness of purchase has many advantages, but we even think it is a display platform, and the same store can also be a display platform and after-sales service center.

The two sides are mutually beneficial and complementary, and the interest sharing of the two platform is the key point.

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< p > P.S the author did not want to write more about the problems of Min faction. However, I really hope that in the past, we could more carefully and carefully respect the needs of the main consumer groups in the society. The stronger production and supply mechanism may be the focus of industrial revival.

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< p > < strong > [BELLE Xiao Wu > < /strong > /p >

Less than P, Xiao Wu serves BELLE group. In the past year, the perception of retail has really touched me, a young man who is willing to lay down his body and devote himself to retail.

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< p > when asked why BELLE is so successful, can you sum it up? Speech is fragmented. After hanging up the phone, I think about several points to make notes: < /p >

< p > 1, details: Xiao Wu entered the first day of BELLE, and his new head told him that BELLE from outside was more amazing and more exaggerated than ever. BELLE is a company that pays great attention to details. < /p >

< p > 2, data: Xiao Wu said, Lao Jiang, you should not think that BELLE has more data and modern management mode, but also used PPT data report in 2011, which is basically traditional retail; < /p >

< p > 3, culture: BELLE has a strict promotion system, few airborne troops, and even a little "family flavor". Over five years old employees are too many, old staff welfare is very good, and even retired. In addition to social medical insurance, BELLE continues to pay wages to retired employees, so it belongs to a strong sense; < /p >

< p > 4, executive ability: because of a strong sense of belonging, BELLE's self monitoring mechanism is very strong. BELLE's execution is horrible and can be deeply rooted in the bone marrow. BELLE's honor and disgrace is closely related to itself.

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< p > P.S why is BELLE so successful? How much can we realize the influence of culture and the internal driving force of social responsibility enterprises?

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< p > < strong > conclusion: < /strong > < /p >

< p > 00 scattered on WeChat, wrote the interview content of such a few friends, actually there are quite a lot of content for entering this article.

But as stated in the foreword, "2013, it has passed, no matter how it may be, perhaps it is a brand new era."

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P, a few days ago, at a party, a big brother told me a sentence: in this era of low profit, we should grasp the two core: one is the efficient compression and integration of the supply chain; the other is the deepening and appreciation of services.

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< p > we must conform to and respect the law of < a href= "http://www.91se91.com/news/index_c.asp" > market < /a >, so as to survive.

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