Multi Brand Strategy Dragged Down Its Performance How To Break The Board Of Concern.

Metersbonwe, the leisure apparel brand, is still declining.

Its recent earnings report showed that profits fell 152.98% in the first half of this year and lost 94 million 760 thousand yuan.

Its profit in 2014 was 178 million yuan, but it was 66% lower than the previous year.

In contrast, another leisure clothing brand Semir, which also started in Wenzhou, has much better performance than the United States. Its net profit in the first half of this year reached 423 million yuan, up 22.94% over the same period last year.

For the decline in performance, the United States will be attributed to the franchisee, said that although direct sales revenue growth, but the franchise channel management adjustment lagged behind the direct channel, revenue fell year on year.

Zhou Chengjian, chairman of the US bond company, hopes to pform the US state into an "Internet tailor".

Last year, the United States spent 50 million yuan on the Internet variety show "wonderful flower".

This year coincided with the 20th anniversary of the founding of the United States, in April, the United States unveiled a App called "fan". At the same time, the title of the second season of this year's "wonderful flower" was also taken over by it.

"Fan" is led by Zhou Chengjian, Zhou Bangwei, who is still studying in Canada. It allows users to match and match their favorite clothes and share them on the platform.

If you take the advice and get paid, you can get the corresponding income sharing.

App has not only the products of Smith bond, but also the third party brand.

Zhou Chengjian hopes that through these marketing initiatives and products, the company will shift from the mode of large-scale shop wide distribution channel to online precision marketing, so as to solve the problems of high cost of shops and lack of attractiveness of products.

But from the present point of view, the effect is not obvious.

However, Zhou Chengjian's determination did not change. Shortly before the semi annual report was published, the United States announced that it raised 9 billion yuan to speed up the pformation of the Internet.

In the first half of this year, it was in the main business income, although the straight shop increased by 5.09% year on year, but the franchisee fell 20.51% over the same period.

On gross margin, Direct stores fell 2.41% by a year ago, and the franchisee plunged 28.02%.

The US side said that the decline in franchisees' goods bookings led to a sharp drop in franchise revenue.

In the context of China's accelerated urbanization, it benefited from low price and rapid expansion, and its revenue reached 9 billion 945 million yuan in 2011, and its net profit was 1 billion 206 million yuan.

But with the strong layout of ZARA, UNIQLO and other fast fashion brands in China, as well as the rise of electricity providers, both the US and Semir have been hit. In 2012, they encountered inventory crises and their performance also showed a marked decline.

Some analysts pointed out that Smith Barney's multi brand strategy also weighed down its performance.

In 2008, the United States and the United States reacted heavily to build a more targeted brand ME&CITY to expand new consumer groups.

Over the next few years, ME&CITY opened an independent flagship store of 1000 square meters.

But radical shops and vague brand positioning soon put the new brand in a dilemma.

In 2012, the 2000 square meter store in Huaihailu Road, Shanghai was closed, and ME&CITY was evacuated in 2014.

(21.99, -0.51, -2.27%).

Of course, the United States did not wait to die.

Starting in 2013, the United States began to pack cultural stores, launched a "Southern Fujian customs" concept store in Xiamen, and launched the "Kuan Alley and Zhai Alley" concept store in Chengdu.

At the same time,

Or embrace the Internet's forerunner.

In 2010, Smith Barney launched an electronic business platform, but it was stripped off because of poor management.

In 2013, the United States and the state bought back the network, trying to integrate with the entity shop through this platform.

While the Semir side also has the action of embracing the Internet, the improvement of its performance is mainly based on its performance.

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In 2002, Semir launched its brand balbala, officially entering the children's wear market.

Now, this part of the business revenue accounted for 40% of the group's revenue.

Unlike Zhou Chengjian's fascination with the Internet, Qiu Guang, head of Semir, believes that "children's industry is the only way out for Semir pformation".

Qiu Guang and his intention to make use of the leadership of Barbara brand in the children's clothing market, through the investment in animation, children's education, Internet services and other aspects, to create a comprehensive one-stop service platform for children's industry.

Last year, it acquired 70% stake in Yu Han (Shanghai) Information Technology Co., Ltd., and set up a children's early education market.

Recently, it is going to set up a new brand of children's clothing.