Semir Clothing: Children'S Clothing Will Face More Challenges In The Future.

Recently, Semir Published in 2014 annual report, the main business income of 8 billion 70 million yuan, an increase of 11.8% over the same period, of which children's clothing revenue 3 billion 167 million yuan, an increase of 24.91%, becoming the fastest growing Semir clothing business.

A sub brand has grown from scratch, growing faster than the main brand and becoming the leader of the industry. This situation is rare in the clothing industry. Barbara Today's results.

Facing the increasingly fierce competition for children's clothing market, Barbara will face more challenges.

Semir gene

Since the opening of children's wear business in 2002, Children's wear The revenue has accounted for nearly 40% of the total listed companies, most of which come from the brand balbara. Barbara's time to enter the children's clothing market was foresight.

"In 2002, Semir realized that China's children's wear market is relatively blank, and there is great room for development." Zheng Hongwei, Semir fashion director, told the new financial observation reporter that Semir chose the "medium price and quality" orientation to enter the field of children's clothing, because such positioning can "satisfy the largest consumer group".

Wang Luan (a pseudonym) is the chief operating officer of a high-end baby brand in China. According to his recollection, "2002-2003 years of children's clothing market has some high-end positioning, some are some miscellaneous cards, and there are several local brands that locate the middle price, but they are short-lived. After two years, they can't see them. It can be said that Semir was entering the best period at that time."

After Barbara, there were some casual wear brands that were involved in children's clothing business, but the brands that survive now are also pulled apart by Barbara.

More importantly, Barbara followed Semir's genes well. The Semir casual wear brand mainly adopts the virtual business mode, that is, the company mainly deals with product design, research and development, marketing, brand building and so on, and the production is completely outsourced. After the establishment of children's wear company, it also operates in this way.

Zheng Hongwei also said that Barbara also learned from many of Semir's management ideas and methods, such as the management mechanism of franchising chain and the corporate culture that win cooperation with agents. "These are very helpful for Barbara."

Soul character

Xu Bo, the official position is executive vice president of Semir apparel and general manager of Barbara Business Department. He built the brand of Barbara, and called it one of the most professional managers in China's apparel industry.

"He is the soul of Barbara." A person who worked for many years in Semir said to the new financial observer.

In 1997, Xu Bo, who just graduated from University, entered Semir, which was founded for only one year. "Xu Bo is Semir's" old man ", almost grew up with Semir. These people said that after entering Semir, Xu Bo started from the market commissioner at the grass-roots level, the market management section director, logistics, sales and other positions have almost done.

Such experience also laid the foundation for Xu Bo's work in Barbara. Zheng Hongwei believes that after Semir has experienced, Xu Bo has been a more comprehensive and experienced management personnel in the clothing industry. In 2001, Xu Bo was ordered to form a Barbara children's wear company and served as general manager.

In the view of these people, Xu Bo accumulated a lot of market experience and customer resources in Semir. More importantly, he can balance all kinds of relationships well. "No matter whether the relationship between different departments within the company, or with the relationship between suppliers or agents, he handled very well, which made him work smoothly."

Wang Luan is a former CEO, a well-known man's clothing in the past. He admitted that a small brand will encounter many problems at the very beginning, such as how to solve the supply chain, how to match with suppliers, and how to spanfer capital chain. "If there is not a core person to coordinate all kinds of relationships, the brand is hard to do."

Xu Bo solved these problems well. In 2004, Barbara set the highest single store daily sales of about 100000 yuan, an increase of 108% over the same period last year. In 2014, Barbara's terminal sales exceeded 6 billion yuan.

"Xu Bo is outstanding in both business and character. The key to success is Barbara." The foregoing said.

Future challenges

In the clothing industry, children's clothing is regarded as the last blue ocean, and more and more clothing brands are set foot in it. It is certain that Barbara will not face a handful of rivals more than a decade ago.

"Fortunately, it has formed a good scale advantage and a high market share, which has made it different from other brands. If we can upgrade our products in the future, the problem will not be too big. " Wang Luan said.

Zheng Hongwei believes that there has not yet been a rival brand in the market. "(compared with balbala) the scale gap is relatively large, which may lead to competition for some of our product lines, not a comprehensive competition."

The biggest challenge comes from the Barbara brand itself. "How can we integrate global resources, maintain leading design, and continuously upgrade supply chain management and retail management to meet consumer demand for products? This is the challenge for our future development." Zheng Hongwei said.

In addition to children's wear, Semir has also set eyes on the entire children's industry. In 2014, Qiu Guang, the head of Semir, had publicly stated that "children's industry is the only way out for Semir spanformation". In the future, it will take advantage of the leadership of Barbara brand in the children's wear market, and create a comprehensive one-stop service platform for children's industry through investment in animation, children's education and Internet services.

In July of the same year, Semir clothing purchased 70% stake in Yu Han (Shanghai) Information Technology Co., Ltd., and arranged the children's early education market.

Public figures show that over 220 million 0-14 years old children in China have great potential in the children market. It is such an opportunity that many global children's service platforms have entered China. "Competition in China's children's market is, in a sense, a global competition." Zheng Hongwei said.

Barbara is on the way, and it will take time to prove whether he can become a leader in the global children's industry.