H&M Launches Basic Ski Equipment In Skiing Field

After a great success in sports leisure series with Alexander Wang, H&M has recently turned its attention to the field of skiing.

It seems that no brand has been able to provide basic ski ski equipment with price quality and quality.

So this

It brings the simplest bottoms and bottoms.

And underwear is not expensive (a jacket costs only $99), hoping to further develop the ski equipment market.

Related links:

Parity is the way H&M has always chosen.

Founded in 1947, the founder is the father of current chairman Pearson (Stefan Persson).

At that time, H&M featured a par price. As Sweden's retail industry was the same as most European countries, it had always been dominated by expensive department stores, so H&M suddenly launched a big red market in the market.

When Pearson joined the company in 1972, he hoped that the company could add popular and quality features beyond its only low price.

Although many people believe that these characteristics can not exist in a brand at the same time, Pearson believes that the company can do it.

Later, H&M advertised "best price, providing popularity and quality", which really booted the company's success.

The products in H&M store are diversified, providing basic clothing for both men and women consumers and children, and selling cosmetics at the same time.

The average price of clothing in the store is only 18 dollars.

The company believes that parity can enable consumers to afford to buy new products in stores every year or even every season.

This strategy best attracts 15 to 30 years old women who want to be able to catch up with the fashionable women at any time.

In order to reduce costs, in order to maintain parity strategy, H&M does not have its own garment factory, and manufacturing is totally outsourced to nine hundred factories.

In order to get the best price, the company chooses carefully the outsourcing objects, which are scattered among the 21 lowest wage countries in the world.

Due to the proper cost control, the company's selling price is low, but its gross profit can still be maintained at around 53%.

Besides price cards, H&M also plays popular cards.

The company regards popularity as perishable food and must keep it fresh at all times. Therefore, the company strives to minimize inventory and keep new products in circulation.

So new ideas must be quickly pformed into costumes so that consumers can quickly buy clothes on the shelves and display fashionable clothes in the street.

To achieve this efficiency, all the costumes of the company are designed by eighty designers in the company.

The company and its suppliers work closely together to strictly control the whole process, and play the role of importers, wholesalers and retailers to minimize the number of products to be processed so as to make the process more concise.

H&M compresses the time from the design to the loading of the clothes. The shortest time is only three weeks, and the speed is one of the highest in the industry.

The company therefore has the ability to introduce popular products at any time.

In addition, every day, the company analyzes the sales performance of each garment separately by country and storefront and grasps which products are hot. It needs to increase production and supply goods more smoothly.

The company advertised the storefront every day to replenish the products that consumers need most.

In the spring of 2003, when H&M opened its flagship store in New York, because the crowd was too crowded, the company could even meet the needs and purchase every hour.