After The Golden Age, Domestic Brand Clothing Began To Innovate Marketing.

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< p > recently, the news of "a href=" http://sjfzxm.com/news/index_cj.as > domestic "/a" and the decline of the casual wear brand came out frequently. First of all, Zheng Shineng, chairman of FEEL100% and chairman Zheng Xingtong and his son, were exposed by the media, unable to contact, the workshop was closed down, the property was pledged, and nearly 200 suppliers and OEM enterprises scattered throughout the country were deeply tired, and 200 million yuan owed or died. < /p >
< p > on the other hand, the latest financial results released by Hongkong de Yongjia group, which owns Baleno, S&K, Ebase and I.P.ZONE four casual wear brands, is also not optimistic. The retail business in the mainland, which accounts for 85% of the apparel retail business of the German wing gat, has achieved sales income of HK $4 billion 920 million and HK $4 billion 100 million in the 2013 to 2014 fiscal year, respectively, down 15% and 17% respectively. Moreover, in the next two years, Germany and Yongjia closed down 224 and 388 shops in the mainland respectively, and the sales staff decreased by 3782 people. If the number of stores in Hong Kong, Macao and Taiwan was added, there were 706 stores in the two years. < /p >
< p > the same goes together. < a > almost /a > all garment enterprises will mention the slow growth of domestic demand, fierce competition, and foreign fast fashion brands "encirclement and suppression" when explaining the poor performance. Many brands started copying H&M, ZARA and other fast fashion brands directly. However, they failed to achieve the goal. < /p >
< p > take Metersbonwe as an example. Since last year, we have studied the UNIQLO library with strong O2O system and built our own O2O system. But Metersbonwe, who hopes O2O, is obviously also experiencing the embarrassment in transition: Metersbonwe has laid a O2O model experience store in the country, providing consumers with coffee, Wi-Fi, tablet computers and other services and consumer experiences, thus attracting consumers to stay in the shop for a long time to use tablet computers or mobile phones to access the Internet, login and download their own APP, so as to realize the transformation of offline users to mobile APP. But obviously consumers are not used to such a way, and consumers respond to the media: "I have already seen these clothes in the store, why do I need to use mobile APP to place the order?" this is not superfluous. In May of this year, Metersbonwe O2O's operator Metersbonwe company CIO min Jie also left, this is its second departure from Metersbonwe. The first time was to leave in 2011 and return to Metersbonwe in 2012. < /p >
< p > thus, "bringing ism" does not guarantee successful transformation. Where is the gap? < /p >
< p > the domestic leisure apparel industry has sprung up a lot of brands in the "golden age", but one obvious phenomenon is that these brands hardly have their own Tonality: a commercial street is full of different brand stores. Under the trend that consumers' personality needs are becoming more and more prominent, homogenization not only aggravates the competition of the industry, but also makes them die. I have to admit that compared with foreign brands, design is the short board of the domestic casual clothing industry, because the first pot of gold of the boss will often be put into the shop expansion first, almost no one is willing to invite designers with high salary, but this situation has not improved much. < /p >
< p > in contrast, some domestic brands adhering to their own designs, such as exceptions, Jiangnan Buyi and Su ran, adhere to their own style and follow the niche line. They also develop well, and the price is strong but they are very popular among the high-end consumer groups. Although these brands do not belong to the category of domestic casual clothing, we can see from the side that there are also good designers in China. Shortage of talent can not be an excuse for the poor sense of casual clothing design. < /p >
< p > in addition, because the domestic casual clothing enterprises once set the "expansion" as the top priority, they often kill the goose that lays the golden eggs for the purpose of capital withdrawal, and frequent frequent efforts to promote sales. This may be very useful in the early stage of brand development, which helps to ensure that enterprises have sufficient cash flow and reduce inventories. But in the long run, consumers will feel "buying losses": who wants to buy new products in half a month or more after a month? < /p >
< p > besides, fabric research and development is also a bruising brand of domestic casual wear brands. Insiders know that although UNIQLO is not strong in design, it is strong in fabrics. It has been constantly innovating in the use and research and development of fabrics, and has created a single hot product such as lightweight Heattech series thermal underwear and so on. However, domestic casual wear brands have few departments specializing in fabric research. Metersbonwe, an example of UNIQLO, launched the "new heat nano velvet" cold proof clothing last year. It claims to be able to heat up to 5 degrees above conventional materials such as down and ordinary cotton. However, it has been criticized in the industry. It questioned that it only packaged the ordinary polyester fiber into a new material. < /p >
< p > in the domestic leisure clothing industry recognized "golden age" has passed, in the face of increasingly fierce competition and high demand for consumers, how enterprises should strengthen themselves is worth pondering. < /p >