2014 China Clothing Convention Parallel Forum

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The Xiaobian of the network introduces the parallel forum of 2014 China clothing Convention: O2O road and art.

This year, O2O is undoubtedly the most popular term in the industry.

From the March China clothing forum to the September Chinese fashion convention, many people in the industry are concerned about the topic of O2O.

Faced with the plight of physical retailing, O2O appeared to be a life-saving straw.

But O2O has so far not been successful, and more companies are crossing the river by feeling the stones.

What is the survival space of O2O and its profit pattern?

These problems are still troubling the clothing enterprises.

Recently, China Fashion Congress invited experts and practitioners to help you.

35 centimeters of attraction

"Do you know how far away consumers are from you?" with the rapid development of Internet technology, the biggest change brought by retail consumption is that consumers have become the dominant factor of the times. How to innovate consumption according to customer needs has become a real topic for all enterprises.

In response, Zhao Tingchao, senior vice president of Beijing Fuji Technology Co., Ltd., the answer is 35 centimeters.

That is the distance from the eye to the screen, and the distance from the eye to the heart.

"In the traditional mode, consumers and producers may be 3000 kilometers away from the terminal stores, perhaps 3 kilometers away, but in the era of mobile Internet, the boundaries of channels have been completely broken, the market has become more liberalized, and consumption has become more democratic."

Zhao Tingchao believes that for the brand, what channel to take in the future is not important, because we are all channels.

And the key need to pay attention to is two 35 centimeters of contacts, one is to let consumers see you, two is to see you in mind.

In the mobile Internet era, online and offline handover has become very fast.

Pick up the phone to the line, put down the phone to the line.

This also means that for a new generation of consumers, maybe your store doesn't necessarily attract him. Maybe your website doesn't necessarily attract him, but when he takes out his cell phone, you must make him think of you in an instant.

In fact, the dilemma faced by many enterprises in recent two years is where consumers are going.

"In the early years, many clothing brands sold what I had, and then slowly became what you needed, what I gave you. Until today, enterprises suddenly discovered that the original methods were useless, consumers no longer bought, and products were not sold well."

Shanghai Jinkun Consulting Group founder and CEO Shi Zhang Qiang analyzed that the confusion at this time is due to the asymmetry of information pmission, resulting in the failure of matching between supply and demand, and the development of the Internet has changed all this. The convenience of information channels has made many consumers begin to understand the industry and understand products.

"Like the story that you heard often when you were young, you could have caught a rabbit by just looking for a stump and sitting there.

Because of information asymmetry, it is easy for rabbits to bump up easily.

After a long time, we gradually got used to this way of waiting.

But now the situation is that you can only catch a rabbit if you find a stumps that are often haunted by rabbits.

This has also led to frequent closes of businesses in recent years.

"As long as I have a lot of shops, I can play this game, but suddenly one day you find that when you shop more shops than you open, you can't play because there is no rabbit.

So at this time, what we need to do is how to base ourselves.

What is the habit of "stump" in different business settings?

Since its opening in 1993, JEANSWEST group, which has more than 2300 stores, is also deeply touched by this.

"Traditional retail is very simple, that is, customers are everywhere.

So, JEANSWEST opened a lot of shops, that is, consumers want to come in, and then hit the tree.

But it also brings a big problem: we never know which store the consumer will buy at that store. "

In order to avoid missing some sales opportunities, JEANSWEST opened a large number of stores, which also brought backlog of stock.

"Why is the cost of business high?" because many times we need to predict the market situation in advance.

Liu Weiwen, director and deputy general manager of JEANSWEST group, said JEANSWEST also paid a heavy price.

"We spent a lot of physical store rents, a shop accounted for at least 20% of the sales, and the last quarter of the library statistics, there are still 20%, in addition to the wages of workers and other expenses.

This comprehensive calculation, as a popular brand, JEANSWEST's gross margin is not high.

Liu Weiwen said, when the drawer was opened, there was no cash in it, so there was only a lot of stock in the warehouse.

Faced with the problem, JEANSWEST is also trying to solve it.

Its practice is to follow the market and follow the consumer.

"Where do consumers go? What do consumers like? What channels do consumers use to buy things?"

As a result, JEANSWEST moved from a traditional enterprise to an electricity supplier, and then toward O2O development.

"In the past few years, apart from retaining some of the advantages of production, JEANSWEST has also focused on strengthening the development of product development, market design and brand image, making it a core process, and combining online promotion, online marketing and logistics distribution to form a new business growth point for Weiss."

According to Liu Weiwen, in 2013, JEANSWEST group sold 50 million garments, with a total turnover of 5 billion yuan.

Among them, a considerable proportion of the growth contribution comes from e-commerce sales.

In fact, as early as 2009, JEANSWEST opened online stores.

"At that time, it only sold 1 million 300 thousand yuan a few months, and we just took the shop as a general store to manage, and didn't spend much thought on it, still doing it according to the traditional mode."

In 2010, JEANSWEST discovered that network sales had great potential. For this purpose, an online platform was set up, and the network sales reached 30 million yuan in that year.

After 2012, Internet sales were 210 million yuan; in 2013, network sales reached 260 million yuan, an increase of 24% over the same period last year.

This year, Liu Weiwen estimated that JEANSWEST's network sales will reach 350 million yuan, and the growth of electricity providers alone will reach 34.6%, which is expected to account for about 7% of the group's overall sales.

"Therefore, we can see that the sales of e-commerce have contributed a certain proportion to the growth of the group in recent years. This growth also shows that the electricity supplier market is becoming more and more mature, and the competition is becoming more and more intense. If we want to achieve the double growth in the past few years, we will need to invest in higher costs."

Just then, JEANSWEST found that many consumers began to buy things through mobile phones.

In response to this, JEANSWEST launched a T-shirt that introduced AR technology.

It uses all kinds of printing patterns as the carrier, and uses AR technology to integrate the amazing animation effects and interesting interactive games into the App of "fun interactive T".

Consumers can scan the JEANSWEST official website, shop posters, shopping bags on the relevant two-dimensional code, download and install the "fun interactive T" application with digital devices, scan the print patterns on T-shirts, you can see the animation effect, and also support the sharing of micro-blog or friends circle.

This art, defined as playing on T-shirts, soon won the popularity of post-90s consumers.

"In just two months, we sold 380 thousand T-shirts, and 600 thousand people downloaded this App."

For JEANSWEST, the most practical problem that O2O can solve is inventory.

Every JEANSWEST customer came to the store, whether it was a small store or a large store. When he came to the store and tried clothes, if he did not have the size he wanted in the store, we would send the clothes to his home by adjusting the goods.

If he can't get satisfied, we can recommend it to him through the online shopping service, which means that the whole stock of JEANSWEST will be shared and opened to consumers, rather than being confined to a specific store.

In Liu Weiwen's view, only in this way can the advantages of traditional clothing industry be brought into full play.

"We already have so many stores and warehouses, so how to play its advantages is what we need to consider at this time."

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Dancing online and offline

O2O undoubtedly provides an opportunity for traditional retailers to revalue existing store resources.

The symbiosis and integration of line and line is exactly what Lu Shan, vice president of the O2O group, understands.

"Online and offline are not antagonistic relationships, but cooperative relationships.

For example, selling refrigerators and selling clothes, because the fridge is a standardized product, so relatively speaking, it is more vulnerable to the impact of the network, and clothing is a personalized product, each person's clothing style and habits are different, such as the demand for clothing version, accessories and so on, and can not be solved on the Internet.

Lu Shan analysts believe that online channels are convenient and quick, and the choice is large, which is also consistent with the shopping habits of post-80s and post-90s consumers. So in recent years, it has developed rapidly, but the experience and display function of offline traditional channels is also irreplaceable.

The convergence of the two will complement each other: the advantage of offline channels lies mainly in the consumers' experience of products, while consumers' access to information is the trend and habit of online channels in the future.

In his view, online sales have had some impact on offline entities in recent years, but the impact is still very limited.

"At the moment, the real threat to the survival of enterprises is our philosophy.

I think for the clothing industry, the emergence of the Internet actually reflects many unrealized problems in the clothing industry. "

"In the past, information asymmetry, the real value of clothing for consumers is not clear, and the enterprise has never really studied the main consumer groups, so the product will be too homogeneous, brand positioning is relatively concentrated.

Nowadays, with the adjustment of national policies, the abnormal consumption in the past will not continue to make profits. Meanwhile, the clothing consumption crowd has also undergone great changes. The 80's are gradually becoming the main consumers. At this time, our products are still aiming at the research and development after 60.

Even today we have come to the era of brand, but our own clothing brand has not been established at all. Most of the so-called brands are trademarks only.

Lu Shan pointed out that this is the biggest problem facing China's clothing industry. There is no brand culture, no brand inheritance and no brand characteristics.

"Now 80, 90 young consumers do not care what brand you are. What he values most is the product, from quality to price, then the brand.

If our products do not even have the basic cost performance, what brand do they talk about?

He believes that the downward trend of China's clothing industry is actually a good thing. It is not only a reshuffle for the adjustment of the existing market, but also a time for garment enterprises to "mirror, dress, wash and cure".

"Let's not forget what the essence of clothing is. We are tailors.

When you return to the tailor, you will find it impossible for a tailor to have no shop.

International Executive Vice