There Is Still Much Room For Tonlion Parent To Pursue Multi Brand Strategy.

　　 Leisure clothes The past few years have not been easy. After experiencing negative performances such as channel contraction, profit decline, weak sales growth and inventory backlog, casual wear has become a negative teaching material in the clothing industry.

In this regard, casual wear enterprises are also trying to change. Among them, multi brand strategy has become the preferred transformation mode for many casual wear brands, and Ningbo Bo Yang Garments Co., Ltd. is no exception. However, unlike other casual brand brands, the multi brand strategy of Bo Yang clothing is more focused on talent development.

　 Talents and multi brands

"Bo Yang's implementation of multi brand strategy is very important because of the consideration of further upgrading of talent cultivation." Xiang Jiangpeng, deputy general manager of Ningbo Bo Yang Garments Co., Ltd., told reporters that the multi brand strategy of Bo Yang clothing started 10 years ago. At present, it has 6 clothing brands and a home clothes brand.

In Xiang Jiangpeng's view, to promote the healthy development of multi brand strategy, it is equally important to judge market demand and talent accumulation. In this regard, Bo Yang costumes from the focus on the development needs of young companies, and strive to promote brand building, but also for the company's young talents to provide a broader platform for development and more entrepreneurial opportunities.

"Bo Yang's new brand projects are usually managed by brand project managers, who are trained by Bo Yang themselves." Xiang Jiangpeng told reporters that many of these project managers grew up from front-line salesmen, designers, market commissioners and other grass-roots employees. Their work experience at the grass-roots level made them have their own unique understanding and judgment of market demand.

And the brand of fruit shell in Bo Yang's home clothes is one of the more successful projects in recent years.

"The shell was originally an idea and creativity of our young designers. After the relevant business assessment, the company expressed support for the designer's idea." In Xiang Jiangpeng's view, the company's support for the development of the shell is also the development trend that it caters to the current segmentation of the consumer market. "The location of the shell is very precise, which is aimed at young and fresh young artists."

Xiang Jiangpeng thinks that we can make a thorough study and grasp of the individual needs of the consumer market in order to achieve the "sharp knife effect" of the leisure wear brand in the future development.

For the precision of the market segmentation, let the fruit shell achieve good results in the terminal market. "Shell sales are still dominated by online platforms, and sales in the first year have reached about 20 million yuan. Next year, the goal of shell is to achieve sales of 50 million to 60 million yuan."

Finding survival space from subdivision management

With the sluggish domestic market and the impact of international brands on local casual wear brands, many casual wear brands are also striving to find breakthroughs in the current market.

In this regard, Xiang Jiang Peng believes that casual wear in the two or three line market still has great room for development, but if the enterprise wants to grasp this opportunity, it must change its broad position on the product in the past. "Casual wear brands need to sort out the existing supply chain, focus on the target market and make intensive products" on the basis of ensuring the accuracy of pre design research and development.

This is also the reason why Bo Yang costumes can achieve positive growth in the current market environment.

"Bo Yang has subdivided and accurately positioned its own target market, and even made a market segmentation for the local sales area." Xiang Jiangpeng told reporters that through the use of tools such as big data platform, we can help enterprises understand the market trend and make market decisions in a timely manner.

At present, the clothing brand of Bo Yang clothing focuses on different consumer groups. Tonlion's positioning is fashion casual wear; social interest is young fashion women's shoes; 33 layer is targeted at high-end customized crowd; and de Ma Na and F4 focus on fashion women's wear and fashion men's clothing, at present, the industry is also at a moderate level of development.

At the same time, the fine management of the brand will also help solve the problem of high inventory in the leisure wear industry.

"At present, the traditional clothing brand also extends the order system of four times a year, which easily leads to the disconnection between the product and the market, which eventually leads to the backlog of a large number of stocks. Through the integration of supply chain, we can help the brand to achieve product sales, and better integrate production and marketing, and help enterprises produce marketable products. To do this, Xiang Jiang Peng believes that it is necessary to enhance the reaction speed of enterprises in all aspects of the industrial chain through meticulous management.

"Now, Clothing enterprise We must shorten the development and production cycle of products, and integrate the information of terminal feedback into the production of all links in the supply chain. Xiang Jiangpeng told reporters that at present, Tonlion The original production mode has been changed, and the production cycle of products has been shortened to several months.

But even so, compared with the international fast fashion brands represented by Zara, the reaction speed of local casual wear brands in the supply chain is far from enough.

　 We don't have fast fashion yet.

"Tonlion as a whole can be included in the category of fast fashion." Referring to the current brand positioning of Tonlion, Xiang Jiang Peng told reporters. And the fast fashion trend is also the transformation choice of many local casual wear brands.

But in Xiang Jiangpeng's view, with the small amount of Zara and the speed of product renewal every two weeks, there is no real fast fashion in the local casual wear market.

"I understand the fast fashion, that is, the brand delivers the current fashion to consumers in the form of products at the fastest speed. Of course, this fast fashion has different performance in different countries and time points, which requires that the brand must start from the consumer's cognition and demand. Xiang Jiangpeng told reporters that this requires enterprises to meet, guide and follow the needs of the consumer market.

To achieve these, the operation experience of fast fashion brands abroad is worth learning from Chinese enterprises.

"Although it is not very realistic to let local casual wear brands achieve the same product update speed as Zara, local leisure wear brands should combine their own development status to absorb and learn from the practices and quintessence of the current international well-known fast fashion brands in supply chain management." Xiang Jiangpeng, for example, tells us that enterprises can use ERP to grasp the sales situation of products in time, and improve the efficiency of terminal logistics with information technology, so as to quicken the response speed of the supply chain.

As for the future development of local casual wear, Xiang Jiang Peng maintains an optimistic attitude: "as long as the company focuses on its own business and makes deep efforts in a practical manner, there is still room for development of casual clothes."