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Shanshan And Itou Tada Cooperate To Start The Localization Of The International Brand

2014/6/1 17:26:00 98

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Shan Shan Itochu International Brand Localization

grafting of Itochu mode /p >

in fact, before the comprehensive cooperation agreement was opened with Itou Tada, the two sides already had contact.

since 2000, Shan Shan has introduced 11 international brands such as Marco Esani, Le Kark and Dunhill through Itochu.

At that time, the cooperation between the two sides was not very close. Itou Chutada was equivalent to a "brand intermediary", and only a small shareholding ratio was established in the joint venture company established by the international brands and the international brands.

obviously, this loosely cooperative mode can not meet the demand of fast internationalization of garment industry.

In this regard, Sugi Sugiya seeks closer cooperation through the international resources of Itochu to realize its rapid pformation.

"cooperation with Itou Tada has not brought about the healthy development of many brands of Shan Shan.

According to the latest annual report data of Shan Shan, the number of brand businesses of Shanshan in 2013 reached 300 million yuan, which was 20.21% lower than that of the previous year.

"past point to point cooperation, the future will be face-to-face."

After signing a comprehensive cooperation agreement with Itou Tada, Zheng Yonggang, chairman of Shanshan Group, said.

"Itou Tada's ability to integrate brand resources and channel resources is very strong.

Lin Xiaolin, President of Noah fashion brand investment management agency, told reporters.

indeed, as one of the largest brand agents in Asia, Itou Tada holds a large number of international brand franchise or exclusive agency, and its agent has more than 180 international brands. Chinese consumers are familiar with CONVERSE, rovan, and Barry, all of which are Ito's brand.

This is obviously a great attraction for the Chinese fir, which strives to realize the multi brand development strategy.

after the establishment of a comprehensive cooperative relationship with Itou Tada, Zheng Yonggang said that the original intention of the comprehensive cooperation was to choose the leading position in the 150 years' talents, scale, technology, management, internationalization, and global business network, and to graft Japan's management, business experience and global business network to enhance the global competitiveness of Shanshan.

to ensure that itoin's mode can be effectively engrafted in fir, Shanshan then invited Japanese executives to give cultural and managerial guidance to the Chinese fir.

Zheng Yonggang also said in public: "this time I made up my mind, who will stop the management of the company, and I will let the class be dismissed."

but unfortunately, this kind of great support has not changed to the rapid development of Shanshan clothing business.

according to the 2013 annual report of Shanshan stock, the main business income of the company's clothing business was 1 billion 700 million yuan, down 4.25% compared to the same period last year. The net profit of the Company attributable to shareholders of listed companies was -552.91 million yuan.

According to the announcement of Shanshan, the decline in garment business performance is mainly due to the expansion of multi brand businesses and OEM business losses.

obviously, the cooperation with Itou Tada has not brought about the healthy development of many brands of Shan Shan.

According to the latest annual report of Shan Shan, the number of brand businesses in Shanshan in 2013 reached 300 million yuan, which was 20.21% lower than that of the previous year.

is this cooperation a powerful exploration or a failure attempt for the Chinese fir?

unsuccessful mode exploration

< < a href= > http://www.91se91.com/news/index_c.asp > > Lin Xiaolin < /a > it seems that the cooperation between Shanshan and Itou Tada is a powerful exploration of the pformation from local enterprises to internationalisation, but objectively speaking, this exploration failed to achieve the expected goal.

for the reasons, Lin Xiaolin believes that it is mainly related to the overall environment of the clothing industry.

"At that time, the domestic consumer market is not mature, and the acceptance of international brands in the domestic market also requires training and running in period."

Lin Xiaolin told reporters that the immaturity of the consumption environment and timing was mainly reflected in two aspects. First, there was still a gap between domestic consumers' clothing concept and foreign countries, and there were still some deficiencies in dress etiquette and so on. Their cognition of fashion was different from that of Western consumers. Two, at that time, international brands were stronger and were unwilling to make adjustments in the design, color, and version of the Chinese market, and the differences in skin color and body shape between the East and the West also led to the fact that these international clothing brands were not necessarily popular in the Chinese market.

"not only is the Chinese fir, but many local enterprises will find that in their own international development, it is difficult to find people in the local market who are familiar with the Chinese market and understand the design, and can communicate with the international brands."

at the same time, in Lin Xiaolin's view, since 2008, the global economic situation has been sluggish, which has failed to create a good environment for the international development of the brand.

"P", the people familiar with the matter told reporters that, from the development strategy of the Chinese fir in recent years, the clothing business has continued to shrink and put more energy into investment in finance, real estate, new energy and so on.

"This also let the Chinese fir in the past few years in the discourse power and influence of the garment circle is becoming weaker and weaker, and people's attention to Chinese fir is gradually decreasing."

apart from the influence of economic environment, the lack of professional talents has also become an important reason for the industry's frustrated innovation in the mode of Chinese fir.

"actually, it is not only a Chinese fir, but also an important difficulty for many local enterprises to promote their own international development.

Many local enterprises have found that it is difficult to find people in the local market who are familiar with the Chinese market and understand the design and realize the barrier free communication with the international brands in the operation of international brands.

Ray Tibor, vice president of Lu Shan, told reporters that many domestic enterprises turned to talented people in Hongkong and Taiwan to join with foreign brands because they could not find suitable talents at home. But this method is often difficult to achieve.

"Executives in Hongkong and Taiwan may be more fluent in international communication and communication with the international brands, and are more familiar with the international market. However, the market environment of the mainland and Hongkong is still very different, and its understanding of China's local market is often insufficient."

Zhang Xiaofeng, vice president of the Ningbo clothing association < /a > vice president of the P clothing association, though not willing to talk more about the cooperation between a and href=, but also admitted that there were some problems in the cooperation between the two sides.

The Japanese managers left 3 years after the two sides' cooperation, and the changes in the positions of senior executives in Shanshan recently confirmed the judgment of the industry.

in fact, besides Shanshan, there are more and more enterprises that strive to achieve brand diversification and breakout in recent years. YOUNGOR, Bosideng, Semir and other garment giants continue to realize their internationalization and multi brand pformation through the agency and merger and acquisition of international brands.

This pattern of development is also a development model that many Japanese businesses have represented by Itochu, but it is obviously not easy to replicate this pattern and succeed in the Chinese market.

< a > href= > http://www.91se91.com/news/index_c.asp > localization > /a > soft rib /p >

"I feel that many fashion enterprises are not in the right attitude to introduce brands. They think that it is OK to win the market by relying on only one LOGO. It is not known that the consumption mentality of the market has changed for a long time. To win the market, it will ultimately depend on the product."

Lu Yama said.

according to the characteristics of the local market, promoting the landing of the international brand and making products suitable for local consumers are obviously the key to the success of many Japanese brands in the multi brand strategy.

Lushan, an example of the British brand Burberry, represented by Japan's San Yang chamber of Commerce, told reporters that after winning the Burberry's production and sales rights, the Sanyang chamber of Commerce launched Burberry's blue label and black label, and redesigned Burberry's products according to the Asian body shape, making it more in line with the Asian's physique and dress preferences, and finally achieved success in Japan and even in the Asian market.

"Now Burberry black label and blue label have become the national brand recognized by the Japanese."

Lu Yama said.

"P", and for the localization of international brands, Chinese enterprises still have a long way to go.

"at present, Chinese enterprises are mostly divided into two kinds when they introduce international brands: first, the introduction of original flavor, so their products may not be suitable for the characteristics and consumption preferences of the Chinese market; the other is the trademark authorization which only obtains an international brand, and its products are still in accordance with the original design."

Lu Shan told reporters that it is for these reasons that Chinese enterprises have introduced many international brands, but few have succeeded.

obviously, realizing the localization of international brands has also become a soft spot that hinders the internationalization of many local brands.

to this point, Lu Shan believes that in order to realize the localization of products, we must first strengthen the research of enterprises on the local market.

"Now, many domestic enterprises do not have a thorough study of the Chinese market, how can they make good products?" secondly, train and find excellent international talents. "This kind of talent must be familiar with the international market, understand the design, realize seamless exchanges and docking with the international team, and also be familiar with the international talents of the Chinese market."

Thirdly, adjust the brand mentality.

"A lot of local enterprises are not enough to invest in proxy and authorized brands, and they are afraid of making clothes for others. This mentality also makes it hard for China to have its own Burberry logo and blue label."