Create O2O Experience, Improve Efficiency And Quality

The essence of clothing O2O is still retailing. Consumers will not pay too high a cost for good service, nor will they give up a good shopping experience just for the sake of cheap. It is the ultimate wish of consumers to have a good quality and inexpensive experience. To achieve good quality and low cost, enterprises need to layout the back-end and polish the supply chain. To achieve a good experience, enterprises need to break the existing interest chain and reconstruct the ideal mode of clothing O2O.

The ideal clothing shopping scenario should be: (1) customers order online, pick up goods near the line, shorten the customers' browsing path; second, try out the clothes on line, buy online, and quickly transfer goods when missing numbers. This sales mode will become the norm in the future, and it is also an inevitable trend of development. At present, the biggest advantage of the online business is the low price, and the biggest short board is that the customer experience is not good enough. Just like the European network often mentioned, where the pain is, the opportunity is there. The traditional industry should re attack the electricity supplier, first of all, be able to do the same price sale online and offline, dare to break the original interest chain, accept the offline shop to become a fitting room and become a storehouse. When channel is no longer important, consumer experience will have an essential upgrade.

In April this year, the first "YOUNGOR house" opened in Shanghai, and Smith Barney and XTEP opened a large experience shop last year. In my opinion, opening up experience shops, increasing catering, entertainment and leisure items may be just some tasteless value added services, and can not enhance the customer experience to a large extent, because the ultimate goal of customers going to clothing stores is to buy clothes. There is no mistake in the form of experiential shops. The mistake is that these services are just a piece of patchwork, without a spiritual core. The core of this spirit is the export of brand culture. Just like Nike, a company specializing in sports equipment for half a century, turning itself into a service company around customers who love sports, looking back at the Nike brand promo, it has always been publicizing the theme of individual struggle and inspiring, and it is easy to see its positioning. Selling clothes and shoes is just one of the products it offers. Nike sells a sport style and a spirit of sportsmanship.

The inventory period of UNIQLO is 83.72 days, much larger than that in China. enterprise Faster than at least half. Inditex and H&M were 90 days and 100 days respectively. UNIQLO forms a huge database by collecting all the sales data of every day, every color, every yard and every shop. Through real-time monitoring and analysis of sales data, the production volume is adjusted and the marketing plan is adjusted. Through real-time monitoring and analysis of sales data, the production volume is adjusted and the marketing plan is adjusted. UNIQLO basically achieves zero inventory. Of course, it involves the opening of online and offline ERP. Many traditional enterprises still exist as independent departments, or they only regard the online as the channel to deal with the tail cargo, or the right hand to hand. Only when ERP gets through and has big data can we optimize the supply chain, shorten the information path and cut off unnecessary links.

Price, product quality, marketing and supply chain are Garment industry Four indispensable factors are indispensable. The overall sales volume of the clothing industry is still growing. The period of transformation is the period of industry shuffling. The traditional enterprises should have the courage to brag, break the existing channel interests, fine operate the enterprises, and reshape the brand culture, so that they will not become a group washed away by the tide. Billion European Network believes that this change in clothing O2O will eventually return the garment industry to the essence of clothing.

　　 Uniqlo In the product development mode, the basic fabric development and function development are the key points. For example, a light down jacket that can be "easy to carry in pocket" can absorb moisture and heat Heattech underwear. Zara is a fast fashion. Its style is the key. From T to shop, it only takes 30 days or so (not encouraging plagiarism). R & D and design is the value-added link of clothing, and inventory is also the biggest problem in the apparel industry. Practitioners claim that they earn 50 million and put them all in warehouses. Compared with customers, Chen said in his rethink book that he sees the clothes of everyone as cheap food market. I have seen a passage that the world is flat, the second class products are second rate in the US in Africa, and second in China, and the Internet can not solve the problem of changing the top two. There is no shortcut to inventory, only the intention of making clothes, research and design are equally important.