Where Are The Opportunities For Consumers With Rational And Diverse Needs?

Don't misunderstand fast fashion brands.

Wu Guanghong had a map of KFC's development in the Chinese market: after a long dormant period, the curve began to move upward.

In the first quarter of this year, the number of KFC's stores in China reached 4896, which is close to Wu Guanghong's expectations of his SKOHOUSE shop.

Kentucky first entered China, the earliest 8 years of development is also very slow, that is, constantly improving the operating system.

After that, 5000 shops will soon be open.

therefore

We need to accumulate more. "

Originated in Hongkong

The leading brand SKOHOUSE Shu Shi Ke is a fast fashion brand in the relevant media reports. It adopts the marketing mode of F2C (factory to consumer), which is directly subordinate to the line.

Nowadays, with the development of UNIQLO, Zara and other brands, the concept of "fast fashion" has been deeply rooted in the hearts of the people. But Wu Guanghong believes that the consumer's understanding is superficial: "making fast fashion in China's footwear industry, the core is to make breakthroughs in the internal operation system, product development and terminal management."

Where are the opportunities for consumers with rational and diverse needs?

In recent years, with the rapid expansion and strong penetration of the Internet, people's consumption behavior, consumption habits, consumption concepts and so on have all presented new characteristics: consumers are more rational, the price of products is more pparent, and the pursuit of personalization and fashion is higher.

This has led many traditional brands to take a difficult step and even fall into the whirlpool of "closing shop tides".

Why did Shu Shike dare to act in the opposite direction and concentrate on the entity?

It is not difficult to understand that Wu Guanghong will observe KFC.

As a country with rich food culture, China's catering industry is a highly competitive and diversified market.

Fast food such as KFC is obviously not the first choice for consumers to eat.

Obviously, in China's shoe market, as a casual shoes brand, Shu Shi has the same market environment.

"The essence of business is the return of values.

The Internet is just a tool. It focuses on the value of consumer experience. "

Wu Guanghong, who was a marketing person in his early years, believed that if he grasps the experience value of consumers and meets their needs, such brands will have better opportunities.

"In a subdivision area, it is only by taking advantage of the precise brand positioning to occupy the minds of consumers, and become leaders in the industry."

"Our position is to be a leader in comfort and leisure shoes.

The core value lies in the 8 words: comfort, leisure, fashion and benefits.

Wu Guanghong said that in the domestic fashion industry, Shu Shi Ke is the only brand that focuses on comfortable and casual shoes.

And its business mode comes from Wu Guanghong's business logic: all products, channels, including promotions all focus on this positioning.

This first decides that Shu Shi Ke should use F2C, that is, factory direct consumer mode, to save the cost of intermediate links, so as to realize the real benefits of consumers.

But high cost performance is only a breakthrough point.

"The price is substantial, does not mean that there is no grade."

Wu Guanghong believes that the essence of F2C is to provide consumers with the value above price, so that more high-end people will be willing to choose SKOHOUSE Schwartz: paying for fashionable products.

Optimized "fast fashion": 1000 pairs of new models and 2 pairs of classic models.

"You said UNIQLO is

In fact, it is not. This is just a concept put forward by the fashion industry.

Wu Guanghong said.

He made three categories of products circulated in the fashion industry: luxury, classic and fast fashion, and chose the concept of "fast fashion", which caters for the tonal of consumers.

"Quick response is a winning point. We will rely on the global fashion buyers to design and process the current trends and consumer preferences."

There are 1000 new varieties for Shu Shi every year, and 7 days for each product from development to listing, up to 10 days, 2 to 3 times a week, in line with the traditional "fast fashion" standard.

But in fact, after choosing their own subdivision, Shu Shi's thinking on product extension is more than speed and depth.

The products of traditional fast fashion brands will not be duplicated after sale.

And Shu Shi Ke will make a statistic for the products with good sales volume in the season, and make a new production. In the ten products with high sales volume, two of the most representative products will be selected as the classic ones.

But the classic of Shu Shi Ke is more like "duplicate" edition.

"Next year is still the product, but the material will change. We will make use of the new soft and natural materials to improve the comfort experience of the product."

Wu Guanghong believes that the study of "comfort" will allow Shu Shi to slowly jump off his shoes.

"Cage and Nike are slowly becoming a technology oriented enterprise.

We also want to develop toward technology companies in the future.

Based on the pursuit of user experience, Wu Guanghong put after-sale services into the extension of products.

The shoes sold by Shu Shi Ke can be maintained free of charge and free of charge for life.

"Products must have good experience before they have good brands, and real brands should return to stores."

From childhood to beauty shop, let the brand return to the store.

In just seven years in China, Shu Shi has already owned more than 100 brand stores. "Our current layout is scattered and distributed in Shanghai, Zhejiang, Anhui, Hunan, Jiangxi, Chongqing, Hebei and Yunnan."

Shu Shi's future store plan is: 3 to 5 years to 1000, determined to open 5000 brand stores in China.

In Wu Guanghong's view, to achieve this ambitious ambition requires a long and arduous process like upgrading from the original store mode to the brand store today.

"The first 1 small store mode, we are in the form of warehousing, no warehouse, all shoes boxes outside the shop, the image is relatively poor, but the performance is good, and then slowly developed to the image standardization of the 2 era, shop layout, product quality and so on have changed, the entire sales performance has also improved."

Facts prove that "small and beautiful" storefront form is another success point of Shu Shi Ke. "Small and beautiful" is based on all aspects such as selling ratio, camp entry, user groups and so on. The effect is remarkable.

In Wu Guanghong's view, Shu Shi Ke should be bigger and stronger, and need further pformation and upgrading. "In December this year, we settled in Wanda, which is a turning point. The brand target is the 3 era, and we should cooperate with more shopping centers and large shopping malls to form a 300 party to 400 party collection mode."

Whether it is "small and beautiful" or a collection store, shops are always the core of Shu Shi Ke. "The brand will eventually return to the terminal, only shops can really Contact consumers. The information collected by shops is the most timeliness. We use the ERP system to collect consumer data. At the same time, the two departments of commercial control and business enterprises are working together to find consumers' demand points, so as to provide data reference for product innovation."

Wu Guanghong believes that the key to return to the store is operation. "Shu Shi needs to work hard in manpower, operation, market, logistics, resources and so on. He should pay close attention to performance, pay attention to throttling, reduce costs, improve customer satisfaction and strengthen team building.

Whether a brand can really do well depends on these. "

To develop the brand as the scale of its business, Schwartz needs to put more energy into the operation system of personnel reserve, brand marketing and so on, which is still a problem that it will face at present and even in the future.