What Is The Problem Of Apparel Industry Under The Downward Line?

The garment industry is trapped in the "Besieged City": "downwards" under the downward line of development.

How does a Taobao store achieve annual sales of 1 billion 500 million yuan? The success of the Amoy brand stimulates the tradition.

The company smashed heavily into the electricity supplier, and Metersbonwe raised 1 billion 200 million yuan to invest in O2O.

When the traditional clothing brands were on the line, Amoy brand, however, worked hard online, claiming to open 10 thousand direct store entities.

On the other hand, it is to break through the line, and to attack on the line.

Although it is the winter of the clothing industry, Hai Lan's home has deducted a net profit of 2 billion 250 million yuan in the first three quarters of this year. How does the Hai Lan home run against the nuggets?

What is going on? Where will the brand go? Industry segmentation, channel integration, competition between traditional apparel brands and Amoy brands, and accelerating integration.

In the face of more and more rational and fastidious eyes of consumers, how can online and offline fashion brands pform and develop in order to continue to expand their volume and maintain high growth?

The continuous downturn of the physical retail industry has made the traditional clothing retailers feel pressure, and the competition on the offline line has become increasingly fierce. It has also made the clothing brands who are rooted in the e-commerce platform begin to think about the way to go.

Last month, Amy brand opened its first real direct store in Shanghai, and its number of franchisees was also increasing rapidly.

At the same time, Yin man is also seeking capital to drive. The director, vice president and CFO Chen Yu of the Hui Mei group of the EMMAN group, in an interview with reporters, said that it would submit the IPO application to the fastest batch in the first quarter of next year.

Another Amoy brand, Han Du house, has announced cooperation with Pathfinder to jointly hatch outdoor clothing brands.

From this we can see that the integration of online and offline apparel brands is accelerating.

In fact, traditional clothing brands and Amoy brands are thinking about how to maintain growth and break through the ceiling in the context of a depressed retail environment.

Cultivating brand, exploring O2O and developing fast fashion have become the common choice of many garment enterprises.

Amoy brand: revenue continues to increase, profit margins decline year by year

In the overall downturn of the apparel retailing industry, the price performance ratio has become an important criterion for consumers to choose clothing products.

The rapid expansion of the Amoy brand seems to illustrate this point.

Founded in 2008

The brand of Korea's clothes house grew very fast. The annual sales volume was 3 million yuan, and the team was 40. By 2014, the two figures had increased to 1 billion 500 million yuan and 2600 people respectively.

According to the figures revealed by Jia Peng, deputy general manager of Korea's clothing house at the 2015 Business Review Conference, the average daily visits of the shops are 5 million, and the "double eleven" has reached 130 million visitors per day, with sales reaching 284 million yuan.

At present, there are 28 brands owned by Han Dowie, including its own brand, its operating brand and its joint venture brand, including men's wear, women's wear, children's wear, bags and so on.

"Almost every week there are new ones. There may be hundreds of new items every day during the season.

The new year can reach 30000.

Jia Peng told the daily economic news reporter.

Behind this scale of brand operation and update speed is the Korean group's operation.

"There are currently 280 teams, no more than 3 people in each group, and 1 of these 3 people.

The 1 leaders are responsible for page production, and 1 are responsible for inventory management. These 3 people are equivalent to a small company.

Jia Peng explained to reporters the operation mode of his group mechanism.

Han Duyi house gives its 280 groups a great degree of freedom. Employees can put forward what products they want to make, encourage mining and subdividing the market, and incubate their own brands.

The new sub brand has its strategic deficit.

"Until the brand has its own online store and has a steady sales volume, it will be successful hatching."

Jia Peng told reporters.

Multi brand operation is a development consensus of garment industry.

Yin man, who belongs to the first camp of Amoy brand, also has many brands and categories.

Also started in 2008, Yin man started a multi brand operation in 2013. Its parent company, sinomi group, currently operates 9 sub brands, such as Yin man and Chu language.

This year's "double eleven", Yin man's total sales volume reached 166 million yuan, the first on-line home brand "Yin man Home" the biggest pen order amount exceeds 310 thousand yuan.

Many brands will bring about a substantial increase in the cost of marketing promotion.

According to the financial data, Hui Mei Group achieved operating income of 216 million yuan, 590 million yuan and 956 million yuan respectively from 2012 to 2014, and the net profit was 20 million 17 thousand yuan, 34 million 125 thousand and 300 yuan and 38 million 907 thousand and 700 yuan respectively, while net profit increased while net profit rate was declining.

In this regard, Chen Yu told reporters that since 2013, the United States has carried out multi brand operation, the loss of the new brand in the early operation and the marketing promotion for the mature brand has had an impact on net profit.

However, IDG, which has completed the three rounds of the three rounds of nearly 500 million yuan financing, is not bad money. In May of this year, the United States announced that it would invest 100 million yuan to support designers.

According to the special bulletin, Sini forecast that in 2015 and 2016, the revenue and profit of the Hui Mei clothing will maintain a good growth, and the net profit is expected to reach RMB 70 million yuan and 100 million yuan respectively.

In addition, the recent disclosure of the La Natsu Bell IPO prospectus shows that in the first half of this year, La Natsu Bell achieved a revenue of 3 billion 490 million yuan, a net profit attributable to 276 million yuan, and a gross profit margin of 63.56% of the main business.

In February this year, La Natsu Bell held a total price of 200 million yuan stake in Hangzhou Agel Ecommerce Ltd (mainly online brand "seven grid") 54.05% of the shares, strengthened the electricity supplier channel operation ability.

At present, La Natsu Bell is also a multi brand operation strategy.

However, whether its fast fashion brand can stand out in the shadow of foreign brands such as Zara and H&M has become a new profit growth point of the company.

Big manufacturers: smashing money to develop electricity providers, get through online and offline

In June this year, Yin man launched the "1000 City store" plan, plans to open 10000 physical stores in 1000 cities in the future, leveraging the 10 billion yuan offline market.

In November 23rd, he announced that he was working with new world department store to open the first direct store in China.

Chen Yu told the daily economic news reporter that the first thing to be done by IMMAn is joining the system. "This will be faster, and the direct investment will be larger, but the direct store is a very strong brand exposure place, so as long as we can afford the investment cost of the direct store, we will do it."

Amoy brands expand to the bottom line, while the traditional apparel brands are also throwing money on the development line.

In 2013, Metersbonwe launched the O2O experience store, and integrated the electronic business platform "state purchase network" to get through online and offline.

In the first half of this year, Metersbonwe's main business revenue reached 2 billion 777 million yuan, and net profit for the first time turned to -0.95 billion yuan, down 152.98% from the same period last year.

Some analysts pointed out that Metersbonwe's electricity suppliers, franchisees, direct outlets on the three channels of style, price and even discount activities difficult to coordinate, so that Metersbonwe's inventory burden is more heavy.

Zhu Qinghua, a light industry researcher at CIC, told reporters in the daily economic news that multi brand strategy errors and advertising marketing investment were too large, but did not bring high output. Instead, it increased the burden on enterprises. With the development of electricity and electricity providers and the survival of franchises, it eventually led to the confusion of channels. These are the reasons for the appearance of Metersbonwe's decline.

The same is the heavy money to fight the variety of Hai Lan's home (600398, SH) harvest is beautiful financial data, continuous sponsorship in the three quarter, "run the brothers", "run the same male" with fire sales.

Hai Lan's home revenue in the first three quarters of this year was 11 billion 300 million yuan, a net profit of 2 billion 250 million yuan, an increase of 50.98% over the same period last year.

In the first half of 2015, the sales of men's clothing brands ranked the top three in the first half of 2015. The main business revenue was 210 million yuan, an increase of 95.59% over the same period last year.

There is a brokerage research report analysis that Hai Lan's family direct franchise mode, the terminal's ability to control and control, online and offline "at the same time with the same price" strategy is the basis and advantage of O2O propulsion.

Ma Gang, an independent critic of shoe and garment industry, told reporters that Yin man joined the system to make use of other people's resources. The risk is relatively small, but he still needs to invest a lot of resources in the relevant operation guidance and meticulous management of the store.

Unlike the Yin man, Han Du Yi house does not want to expand the volume below the line. "We have also studied many cases of O2O, but have not found any particularly successful results.

We think the online market is big enough. "

Jia Peng told reporters.

The famous international fast fashion brand Zara is an example of many brands learning from Metersbonwe, Korea and so on.

The outlook Industry Research Institute fast fashion industry analysis report that ordinary clothing enterprises need 90 days from the order to the product listing, Zara's reactive production and distribution only need 12 to 15 days.

Multiple batches and small batches are the magic weapon for fast fashion.

"All clothing enterprises are dying in inventory. Why Zara is successful? Zara adopts the mode of selling off, and then a good garment is sold out."

Jia Peng told reporters, "if a good clothing produces 1000 pieces, it will sell very well at the beginning, the net profit may be 10%, but if there are 100 pieces left at the end, then all the profits in front will be gone. The best profit mode of all garment enterprises is the high gross profit and the sale."

In the future, Metersbonwe will also aim at "faster and less".

From the notice, Metersbonwe's "smart building" platform is aimed at the "multi batch, small batch" fast fashion model.

Metersbonwe said that at one end of the "Zhi Zhi" platform, all kinds of production oriented upstream and downstream enterprises, such as production, accessories, design, freight and so on, will be introduced. The other side will introduce brand dealers, designer brands and individual consumers, so as to solve the contradiction between the individualization of the garment industry, the small batch, the lot order, and the large-scale production of the factory.

Online trading platform.

This year, La Natsu Bell (06116, HK), which has a relatively high market share in the domestic women's wear market, has started a fast fashion brand operation.

In Zhu Qinghua's view, the domestic fast fashion market is almost occupied by foreign giants, and domestic brands want to kill a "blood road" in the containment of foreign giants. At present, it is more difficult.

Ma Gang believes that consumers are becoming more astute, paying for good design and cost-effective products. In the future, the development of garment enterprises must be close to these two points.