How To Highlight The Tight Encirclement Of Double Sided Clothing Enterprises

China

Retail sales slowed down for three consecutive years in 2011-2013 years, and the growth rate in 2014 was basically the same as in 2013. This is the statistics from Roland Begg.

In the past 4-5 years, the European management consulting company has studied dozens of clothing brands with annual sales of more than 1 billion yuan in the Chinese market, and recently released ten major propositions in the apparel industry.

In this report, Roland Begg pointed out that according to the following ten questions, it is more likely that clothing enterprises will break through from the predicament of inventory pressure, electricity supplier impact, brand positioning and design contradictions.

Proposition 1: opening a shop without making money, how to make a channel?

Clothing brand manufacturers generally believe that their channels should sink because low level channels, such as three or four tier cities, are the main potential to expand the market.

However, it is now a lot.

The problem ahead is that offline shops are no longer the main source of revenue growth.

Only fast fashion brands like UNIQLO are the exception.

UNIQLO has entered the Chinese market for 14 years.

Over the past two fiscal years, UNIQLO has added more than 80 stores to the mainland market every year.

Last October, the senior executive vice president of global marketing group, Japan's fast selling group, and CEO pan Ning of UNIQLO, Greater China, said in an interview with the media: "over 316 shops in the mainland market in China, more than 100 shops are concentrated in four cities in the north, Guangzhou and Shenzhen, and the future is sure to penetrate into two or three or even four tier cities."

The Japanese brand also valued the development of online channels. As early as 2009, it landed on the Alibaba Tmall platform. Its Jingdong flagship store was formally launched in April 17th this year, while the Jingdong's exclusive warehouses opened for Shanghai.

Proposition two: is it necessary for multiple brands to go hand in hand?

Proponents believe that brand extension can seize resources and reduce the cost of new brands, while opponents are concerned about the risk of brand extension.

Recently, the La Natsu Bell group, a domestic women's clothing company that has re entered the A share IPO Road, is much more.

The 8 brands, including La Chapelle, La Chapelle Sport and so on, include men's wear, women's wear and children's wear, thus winning a wide range of customer groups.

The industry questioned this expansion strategy, but according to La Natsu Bell's earnings report, the group's revenue in 2014 was 7 billion 814 million yuan, and its net profit was 500 million yuan, up 25.5% from the same period last year, and the gross profit margin remained at over 68% for three consecutive years.

There are more successful cases focusing on single brand development.

Roland Begg thinks that all kinds of models can be successful, but if only the main brand growth is weak, and try to seek profit growth point by developing new brands, the new brand born will inevitably suffer many troubles.

Proposition three: should we take advantage of advertising?

The clothing industry itself has the dual functions of sales and publicity. How much should the merchants invest in the real advertising campaign?

China's high-end men's clothing brands often appear in CCTV.

Compared with female consumers, men are more loyal to brands, but less choosy about clothes themselves.

In some areas, the consumption of men's clothing is more obvious.

Therefore, Roland Begg believes that men's clothing advertising effect is better.

Proposition four: a small amount of or?

The product models of clothing brands can be divided into four categories according to their styles and quantity: small amount, small quantity, large quantity, large quantity and small amount.

"Exception" is a small number of Representatives, striving to create a sense of delicacy and scarcity with a small quantity of goods in a high grade environment, and then provide high-quality pre-sale and after-sales services in the form of one to one or even one to one with high-quality employees.

Zara is a large quantity of less route, the new style of single season is complex, and the type is much beyond the display capacity of most single stores, and its corresponding inventory is also compressed, and the selling model of the best seller even appears in a short time.

The advantages of design team, scale effect and logistics maturity also restrict the peers who are trying to follow Zara.

For the brand of "large quantity and quantity" and "small amount of money", the former will easily cause inventory risk once the business needs do not meet the standards of international large enterprises.

Research is the key.

During the rise and fall of brand development, enterprises pay special attention to the development of new styles and new categories.

Roland Begg believes that enterprises should establish relevant mechanisms to regulate the dynamic balance between the two.

Proposition five: redesign or re planning?

Many garment enterprises originally started by entrepreneurs with designer backgrounds, and design and development naturally became dominant. The domestic commodity planning industry is not mature. In terms of enterprise development, planning departments are often at a disadvantage in terms of discourse power.

Roland Begg believes that design development and commodity planning should be based on a certain extent.

Trade-off between design and commodity characteristics.

Proposition six: choice of goods or orders?

The sales model of the domestic garment enterprises is roughly as follows: the headquarters distribution, the subsidiary and the franchisee to take part in the order, or the direct order of the shop chief.

The distribution system is low and easy to manage, but the reaction cycle to the market is too long, and it is easy to generate accumulated goods or shortages. The ordering system is more flexible, but dealers who lack funds and experience will take more risks.

There are regional orders and headquarters guidance, but sometimes there are differences between headquarters and regional or store managers.

Zara adopts the single store order mode, and the store manager orders directly to headquarters according to market changes.

Store managers take good command of sales and unsalable products from daily sales reports, replenish or order goods two times a week to ensure commodity liquidity and minimize inventory pressure and speed up brand response.

However, it puts forward higher requirements for the comprehensive ability of the overall supply chain and store manager.

Proposition seven: can we take into account cost, speed and quality?

In most cases, it is difficult for garment manufacturers to balance costs, speed and quality.

Zara is undoubtedly a representative of speed. It can even achieve two or three weeks' design from the design to the upper shelf work on some products, which is far ahead of the average time of the industry for about half a year.

The product manager of Zara headquarters will deliver the new product and replenishment order to the logistics center within two hours of receiving the order, and the logistics center will complete the whole process of packaging from the product to the factory within 8 hours thereafter.

If it is sent to stores in Europe, logistics centers will be pported by truck or truck to ensure that they are delivered within 36 hours. All countries and regions outside Europe are pported by air (causing a certain cost loss) to ensure that they are delivered to stores within 48 hours.

However, Zara's products exported to China have also been named for China's AQSIQ because of repeated sampling tests.

Proposition eight: heavy assets or light assets?

There is more room for choice in the asset model of the clothing industry.

For example, choosing a heavy asset model does not necessarily have to build a factory on its own. It is also a way to invest in suppliers.

If we choose the light asset model, we should consider how to control the concentration of suppliers.

According to Roland Begg analysis, centralized suppliers can achieve low cost and stable quality, while dispersed suppliers can bring speed advantages and guard against risks.

Proposition nine: how to play online and offline?

O2O is not the focus of the electricity supplier. The key is how to balance the online and offline businesses.

The outdoor clothing brand Northface has been sold digitally since 2013.

In September of that year, the independent official website "go to the wild bar" and Tmall flagship store came out, and mobile APP was launched on December.

Unlike the way that the official website sells products one way or another, "go wild" will use user experience through digital media or

Combined with other ways, the interaction between users and brands has been increased. At the same time, Northface and some outdoor clubs have jointly launched various outdoor activities.

In just 1 years, the sales volume of The North Face has increased 10 times in the same period without big discount and large quantity of input, and has increased 13 times in the whole year.

Proposition ten: do we really need big data?

Clothing industry "

This trait makes it difficult for rational big data to accurately interpret future trends and perceptual needs.

Roland Begg suggested that enterprises should not put too much energy and financial resources on the collection of massive data, but ignore data processing.

We should avoid being overwhelmed by information redundancy.

In fact, there is no universal data analysis template in the era of big data.

It should be flexible according to the different requirements of different periods.