Children'S Clothing Is Considered To Be The Last Piece Of Blue Ocean.

"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.

"(and

Compared to the larger scale gap, some of our product lines may become competitive and do not constitute comprehensive competition.

The biggest challenge comes from the Barbara brand itself. "How do we integrate global resources, maintain the leading design, and enable the supply chain management and retail management level to continue to improve?

The change of product demand is a challenge for our future development. "

Zheng Hongwei said.

except

In addition, Semir has set its sights 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 pformation". 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.

Related links:

Compared to the poorly performing North American market, Adidas performed well in the equally competitive China region: in 2014, Adidas's Greater China sales reached 18.11 billion euros (about 12 billion 247 million yuan), up 10% over the same period last year.

This is also its Greater China region since the 2010 fiscal year, fifth consecutive years of sales growth, the total growth rate of about 80%.

The inventory problem, which has been mentioned since the Beijing Olympic Games, seems to be gone.

At that time, Adidas invested 80 million to 1 billion US dollars in sponsorship, and at the same time produced a large number of thematic products.

But after the Olympic Games, the serious inventory problem made the cash flow pressure of the company huge. At that time, the total goods in the warehouse of Adidas were even up to hundreds of millions of yuan.

This decline lasted until 2010 years, and closed more than 200 stores in 2009.

What ultimately saved Adidas's Greater China performance was a reform plan called "2015 leading": tracking the habits of users through cooperation with distributors, eventually increasing the quantity of orders and the selling rate of products, replanning the store layout, paying more attention to the vast four to seven line city market, and investing in more and more profitable subdivision stores in a second tier city with relatively saturated market.

But in the gradual recovery of sales volume, Adidas did not get the simultaneous growth of brand influence.

A more comparable example is New Balance: with running becoming a new trend in the city, New Balance shoes have become a fashion trend among young Chinese consumers.

From 2012 to 2014, the number of New Balance stores in the mainland of China increased from 301 to 1600, and sales reached three digit growth in two years, and even threatened Nike, who also worked in the field of jogging shoes for several years.