Children's Wear Business Grew Faster, And Channel Integration Was More Successful.

Barbara is familiar to everyone.

The Semir group behind the brand is also popular.

However, there is more than one Semir.

Brand, he also has a dream of children's whole industry chain.

At present, supply chain integration, channel expansion and multi brand operation can be described as pformation and upgrading.

In the process of pformation, Semir has witnessed the rapid development of children's clothing with its strength. I wonder if his dream about children's whole industrial chain will be the trend? Is it consistent with the characteristics of Chinese children's clothing format? Let's see how they do it in the process.

Barbara is China's children's wear market.

At present, it accounts for 4% of the market share.

The children's wear market is in the outbreak stage, coupled with the concept of second child, consumption demand and consumption ability increase rapidly.

Semir children's clothing has obvious competitive advantages, strong product competitiveness, wide channel and online and offline market share.

At present, the market of children's wear is scattered. In a market without strong competitors, a mature and competitive enterprise has met the rapid growth of market demand. This is the best opportunity for enterprise development.

Semir children's clothing business has maintained a relatively fast growth: in the 15 year, the Barbara store has increased by more than 300, which is about 10% more than that of the same store, and its market share has increased to 4.5%. The sales of marcard sold by about 90 million, an increase of 100%+ over the same period last year, which has achieved a profit and loss balance. At present, the number of stores is about 140, and the number of stores is about 140.

At the same time, the company launched a red envelope policy (decoration subsidies, procurement discounts, etc.) to encourage agents to open shop.

On the other hand, the company set up a wholly owned subsidiary (E-commerce Team) in Hangzhou 3 years ago to take charge of the development and sale of brand online.

This strong decentralization approach will stimulate the pioneering power of the electronic business team in order to form an independent corporate culture of online sales and ultimately better promote online sales performance.

Facts have proved that in 2015, double 11, Semir sales of 396 million, and millet HUAWEI and other enterprises ranked seventeenth in the whole network, balbala brand for children's wear champion and the whole maternal and child industry first.

E-commerce brand fleet initially formed: 15 years electricity supplier sales 1 billion 760 million, an increase of 83% over the same period, of which Semir 890 million, Bala 730 million, new brand 140 million, has initially formed an e-commerce brand fleet.

Visit supply side reform and virtual operation

"Is it also born out of the traditional clothing industry? Is Semir today a service enterprise or a manufacturing enterprise?" as the leader of domestic casual wear and children's clothing, what is the secret behind a clothes made so thoroughly? Semir chairman Qiu Guang and Fang Fang media said, "there is no secret, if any, it seems to be called Semir's supply side reform."

Semir online business "brother to buy" platform, has launched a burst of light thin down jacket.

This case is known as the "Semir miracle".

Behind the "Semir miracle" is the strong strength of integrating the resources of high quality supply chain, bringing the experience of beauty to consumers through the introduction of strong manufacturing suppliers and the ultimate process.

"Even a seemingly simple shirt involves a series of links such as fabric supply, plate design, manufacture and packaging. The supply chain is the key to deciding the quality and price of a garment."

Zhang Hongliang, director of Semir's electricity supplier operation, said: "in the Internet era, the traditional business models will be cancelled or replaced one by one, leaving only two origins of products and consumers.

Therefore, it is not the channel type that decides the competitiveness, but the supply chain behind the channel. The strong supply chain is the winning weapon of Semir in the electricity supplier war. "

However, the integration of high quality supply chain is not one step in place.

Over the past few years, Semir, which does not own its own factory, has "borrowed chicken and eggs", virtual production, and has selected and supported a number of heavyweight suppliers through excellent and excellent selection.

For these suppliers, regardless of design capabilities, fabric development capabilities, or quality control capabilities, they can always provide consumers with the best products in the shortest possible time.

It is precisely by virtue of the supply chain that Semir can "stay behind".

Zheng Hongwei, chairman of Semir fashion group, said most of the words "integration". Through the cooperation with McKinsey and TNS, a well-known international strategic consulting firm, Semir sought the precise positioning of the brand. Together with the French PR0M0STYT company, the Semir international fashion information center was jointly established, and the design studio was opened to Seoul, Paris and London.

Through the marriage of authoritative fashion design agencies at home and abroad, Semir accurately grasped the market pulsation and walked in the forefront of fashion.

In December 12, 2014, Wanda, Gongshu, Hangzhou opened a grand business. Semir's children's wear brand Barbara, the first sixth generation new image shop in the country, was established. It opened for only 3 days. Bala Bara Hangzhou Wanda store achieved the first floor of sales performance, and the whole Hangzhou Gongshu Wanda single store sold second of the good results. Semir shouted the slogan "what the next season is popular and see Semir".

On brand promotion and promotion, Semir hired international famous brand stewardship to introduce "360 degree brand management". It promoted brand influence from products, reputation, customers, store access, visual identity, image and so on, and invited domestic and international front-line stars to take on the role of image spokesperson, and constantly enrich and enhance the connotation of brand.

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Multi brand linkage development, children's industrial chain in line with Semir's dream!

Entering the new normal development stage, the apparel industry has changed from opportunity oriented to the current ability oriented, from channel driven to product driven, from speed to quality. In the face of the changing new situation, Qiu Guang and put forward the development strategy of multi brand, "this is the only way for clothing enterprises to become bigger and stronger."

A single brand of children's wear has begun to extend to the children's industry.

Dream many, Macal and other brands have been launched online.

They hope that through the investment in animation, film and television, children's education, Internet services and other related children's cultural and educational industries, integrate resources, pform children's product providers to online and offline integration, and integrate children's industrial service providers with products, education and cultural dissemination, create a one-stop service platform for children's comprehensive industries, and implement "multi brand, multi series" development strategy.

How far is Semir's strategic goal of the world's leading multi brand apparel group set up at the start of the day? When interviewed Zheng Hongwei, he preferred to attribute this topic to how close it is to the target. "After 20 years of energy accumulation, Semir, a listed company, has the strength and ability to deeply integrate global quality resources, and develop multiple brands through multiple acquisitions such as mergers, acquisitions, agents and so on, so as to achieve" Semir's life ideal ".