The Store Is Worth Learning From Rink And South Korea'S Clothes House.

Making a difference: inducing the enemy to deviate from the main channel

On the one hand, they are split up, and they are rising with strong personality (rather than low price).

Smith Barney

XTEP is busy clearing up inventory and closing stores.

Is it necessary to kill the teacher?

In fact, there are two types of online brands which have impressed the physical stores and may draw lessons from them.

The first category is the kind of online shop with deep commodity management capability.

The second category is the kind of shop with strong brand style.

If a physical retailer can integrate one type of characteristics, it can make substantial progress in combination with the original advantages of the entity. If it can integrate two capabilities, it will achieve excellent retail brand.

Because of the higher demand for internal consistency of retail managers or management teams, we start with this shop.

A style shop with prominent front ends.

The brand that occupies the front position in the sales ranking of online stores has actually formed its own style.

But we need to pay special attention to those shops that seem to focus on niche positioning, and they can also create high sales performance.

This is enough to shake the past majority of retailers who only focus on distribution performance, because in terms of "outstanding clothing style", they are not worried about the traditional clothing brand, but are worried that their narrower market positioning will affect the sales volume of the large market, thus affecting the final cash flow.

For example, online shops like crack and silk have broken through the curse of the past to a certain extent: you want a strong product style or cultural character, but it may very well affect your sales; but if you turn to the mainstream, which has been proved successful by the market, though the sales volume is large, it will affect the long-term construction of the brand.

In 2011, it broke the top 5 in Tmall and other platform sales. Although their overall sales may only be 1/10 of those clothing retail brands such as Zhejiang, Fujian and other places, they proved again that after the brand of Jiangnan Buyi and other brands, it is possible for Chinese people to create their own strong products.

In the department store investment department that I am familiar with, in recent years, based on the success of international brands, investment managers will even take the initiative to guide Chinese businessmen who want to enter the store: "can you give yourself a sense of Italian or French name, which is really not acceptable, like Scandinavia language!"

Even the strong store brand "Jiangnan cloth" has been proposed by the store to change logo to "JNBY" - although it is the abbreviation of Jiangnan Buyi Pinyin, it looks more like an overseas brand or its sub card, such as DKNY (that is also called "CK" and "Ralph Lauren".

The three largest designers in the US

Donna Karen.

But it proves that even if you use the Chinese pinyin "LI BO" in logo, you can also make stylized effects.

This surprised most of the traditional retailers who heard the news because they thought Chinese culture was not enough to achieve a strong and uniform brand.

Compared with many brand practices in the past, the connotation of the new online store brand is more profound, more consistent and more prominent.

For example, from the perspective of cultural analysis, the word "breaking the silk" itself represents a rebellion against the traditional Chinese clothing business model.

It is actually "anti clothing".

"Silk" is the general name of silk in ancient China, and it can also refer to the clothing. "Split" seems to represent the rebellion against "clothing", but in fact it revolt against clothing, but rebel against the idea of "following the big stream" and "dressing for the needs of parents, units and social demands". It will return clothing to the real mapping of consumers' hearts and let consumers restore the freedom and freedom of dressing.

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It is "anti dogmatic".

"Silk" can be regarded as silk book at the same time, which is written on cloth before ancient paper is invented. Therefore, "cracking and silk" represents the abandonment of stereotypes in the field of brand and marketing, and inspires the later fashion brand to take a more bold and free style positioning.

It's still "anti business".

In ancient times, "silk" was used as a currency for a long time. No matter "Silk currency" or "currency and silk", it could refer to money before the Warring States period.

Although it is still a business and a profitable business, its original creation is not just a business but a new way of thinking about clothing. We call it a new attempt to create a new culture.

The above words not only refer to the brand, but a summary of a strong style shop, which can be said that they already have a unified and profound brand philosophy, and can achieve the unity of style around this philosophy.

In physical stores, there are still few enterprises that can do this. Even if there is a flaw in the unity and height of style communication, even for the split itself, this is a need for improvement.

Because of the complexity of the development of enterprises, we can not predict their future.

But at least we can make it clear that the truly outstanding clothing brand is the creator of fashion, not the imitator.

The backstage organization strengthens the buyer shop.

We all know that commodity management capability is the core element of all retailers, but the different categories and price performance brought about by different depths of commodity management affect sales level and profitability level.

Generally speaking, the "retailer" retail enterprises waiting for the supplier to come to the market, though there are still in the market, unless they have a particularly good shop site and have a monopoly in the local market, they will eventually be eliminated by the market; those retailers who are willing to go out to purchase can gain more advantages and profit margins.

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Some supermarkets and department stores developed from the end of the last century to the beginning of this century, because of their earlier layout and better location, have become rather lazy in the "initiative procurement", thus losing a large number of market opportunities.

Many people forget that in the early days of WAL-MART's development, its founder Sam Wharton even used to drive hundreds of miles to find new products, stock items and specialty products to increase the attractiveness of his shop.

However, if a simple retailer retailer does not intervene enough in commodity management, it will still be unable to get higher gross profit and quality.

Therefore, we will see that when mature WAL-MART and other international supermarkets, their merchandisers must learn to consider the material from the raw materials to the technology in depth, so as to judge their sales space and their own profit space. From a professional point of view, there are some excellent retail buyers who can judge the commodities better than most of the manufacturers under the category, so they have an advantage in the negotiations.

IKEA is a model of deep commodity management.

First we need not control what it sells, but we should first see that it is a retailer.

But it is this retailer who can specialize in providing deep guidance to the upstream suppliers of their timber sources and processing technology, which makes most suppliers lose their negotiating advantages in front of them, or even rely on IKEA to get their own factories' development and upgrading.

In commodity management, the biggest challenge for retailers is not to find out the ins and outs and technical details of the one or two commodities, but how to provide effective supply management in the broad category width, and to ensure that the basic characteristics of most commodities meet the needs of customers.

Only in this way can we maintain a balanced profit and return on the collection of thousands of single items.

For example, when a traditional supermarket or a traditional department store wants to operate its own brand, the natural obstacle is how to achieve a high quality and excellent price combination in a wide range of categories.

Most online stores are not far from traditional retailers. Due to their lack of professional management, they can only rely on limited sources of supply, and can not dominate the category and quality of goods, so the price control is the weakest.

But now in the Tmall clothing ranked first, "Han dresses house", has adopted a very ingenious commodity organization way, has obtained the commodity superiority in the clothing, especially in the women's clothing.

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Han Du Yi house fortunately chose the style of Korean dress.

Although we do not know whether this is the result of specific choice, Korean culture has had a profound impact on the past 5 years and even the whole world, and even surpassed Japan in a certain way.

Even 6 or 7 years ago, Japanese culture was relatively dominant. At that time, the movie "the day after tomorrow" and "the tower of heaven" still took Tokyo as the main point of Asian selection. But today, besides Shanghai, China, more and more Asian cities like "cloud charts" have changed to Seoul.

With the increasing number of Korean travel in China, this kind of Hanfeng will continue for a period of time, creating a huge market space for Korea's clothes house.

However, even if we choose a style with strong overseas culture background, it is still a big problem that how to produce products and provide customers with a lot of products.

As the founder of Han Du Yi House said, he hopes to provide a large volume of goods with unified style, balanced quality, low price, but still larger profit margins, like a reader's Digest, but how to "provide" is the biggest problem.

Through the design of some systems, Han Du Yi house solved this problem skillfully.

First, the establishment of a large number of buyers group, through the competition mechanism and reward mechanism, to achieve rapid and diversified procurement, enhance the probability of success in trial and error.

The two is to integrate all kinds of professional staffs such as purchasing teachers, production and quality management, retail management and so on in the group to form a small business unit. At the same time, it also carries out cost control and retail promotion design.

The three is the recruitment of young people who are quite or slightly higher than those of the target group, such as age, education, region (level market), and build up the final team of buyers through at least 1 years of practical training.

The four is to start with the selection of mature suppliers and their successful styles, and then to develop their own designs and look for domestic foundries.

Although compared with ZARA, UNIQLO and so on,

Han Du Yi she

依然在供應(yīng)鏈組織及管控方面有很大不足，例如由于跟產(chǎn)業(yè)基地距離較遠(yuǎn)，而無法在買手團(tuán)隊(duì)中加入面輔料商和代工商的快速配合，但是它的模式依然可以成為所有想做買手型零售商的學(xué)習(xí)對(duì)象——對(duì)于一家百貨店來說，雖然不像網(wǎng)絡(luò)零售商那樣有輕松的商品轉(zhuǎn)換空間，但在商品資源和人力資源相對(duì)豐富的中國(guó)，“韓都衣舍模式”在任何一個(gè)區(qū)域市場(chǎng)，當(dāng)?shù)嘏琶叭牧闶凵潭伎梢試L試。