Why Is The Main Line Of The Three Or Four Tier City Hai Lan'S Home Growing Up Against The Trend?

"As far as I know, this is the only local brand without discount."

Shanghai Liang habitat Brand Management Co., Ltd., general manager, clothing industry marketing expert Cheng Weixiong said.

Cheng Weixiong said this.

It's the home of Hai Lan.

The clothing company, which started in Jiangyin and the main men's clothing, has a good record in its latest first half annual report.

Data show that the company's operating income in the first half of 2015 exceeded 7 billion 900 million yuan, an increase of nearly 40% over the same period in 2014 and a net profit of 1 billion 670 million yuan, an increase of 35.68% over the same period in 2014.

By the end of the last half of the year, the majority of the company's brand named Hai Lan had 3382 stores, an increase of 6.89% over the same period last year.

At the same time, the company strengthened cooperation with shopping centers, and continued to implement the big store strategy, so that the effective business area of stores increased by 18.11% over the same period last year.

This achievement is hard to imagine in many professions.

In the first half of 2015, domestic clothing demand was still in a doldrums, and the overall retail environment did not show a marked warming trend.

Most of the consumers in the first tier cities may only see billboards advertised on some outdoor billboards, which once promised to be "Chinese men's wardrobes" in advertisements, but those in big cities are obviously not the most important target customers of the brand.

It is understood that the main market of Hai Lan's main shop is mainly in the three or four line cities and below some township areas, but we must not belittle the consumption power of small cities. They are the main consumers of Hai Lan's home.

"As far as I know, shops in some places are extremely efficient.

A single store can reach the sales scale of 50 thousand ~6 per square metre per year, and directly catch up with foreign brands such as UNIQLO. "

Cheng Weixiong said: "the domestic brand efficiency is basically hovering around 20 thousand ~3 million, with a low efficiency of only 10 thousand ~2 million."

The home of Hai Lan is mainly middle and low end men's clothing, and at present, the men's clothing enterprises in China are walking on the route of "tall and tall". There is almost no brand that can compete with men's clothing at low price.

It is because the price is substantial, and if you buy it, you don't have to worry about reducing the price in a few days.

The increasingly rational present has become one of the most important criteria for clothing product selection.

It is worth noting that in addition to high cost performance, the company's business model is also different from other domestic garment enterprises.

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Wang Liping, a researcher at Limited by Share Ltd of Shen Wan Hongyuan Group, said that it is possible for the company to continue to grow against the trend in the adjustment period of the whole industry. The reason is that the innovative business mode of the company has a strong "entry" barrier.

Compared with other clothing brands in China, the channel management mode of Hai Lan's home is relatively unique. The franchisee is responsible for investment not to participate in the operation, only playing the role of financial investors, who only takes charge of opening stores and personnel, and is not responsible for store management.

The store is managed by the company, and the goods are distributed by the company headquarters. The sales revenue is divided into the proportion of the Hai Lan family and the franchisee.

This model seeks to strike a balance between store management and shop expansion.

"At present, the management mode of Hai Lan home is unique in China, and the controversy is very large at the beginning. But with the continuous expansion of sales scale, there are many brands in China.

Patterns are following.

Cheng Weixiong said, for example, there are red beans, Yalu, Mei bang and other brands.