Why Did Metersbonwe, A Tribulation In Pition, Never Succeed?

In the seventh years after the listing, Metersbonwe, which is constantly pforming and trying to make mistakes, has no intention to welcome its "seven year itch". Its net profit attributable to shareholders of Listed Companies in 2015 was 431 million yuan, down 396% from the same period last year.

This is a less inspiring inspirational story: a leading brand of local casual wear comes to the industry turning point, one side is ZARA.

When the international fast fashion brand is squeezing and eroding the Chinese market, the other side is the Internet curtain.

Everywhere, it can be said that the survival of the joints, fortunately, it did not drift with the tide, but chose to fight: the state purchase network, O2O strategy, "fan" APP......

Helpless, all kinds of tricks are exhausted, but still unable to return to heaven.

Has been working hard, never effective.

How does the United States not take the unusual road to the present situation?

More difficulties on the road of pformation

Before the 2010, the United States lived very well.

At the time of the rapid development of China's garment industry, the United States successfully seized the opportunity of overcapacity in China's garment manufacturing factories, outsourcing the manufacturing and production of the most important part of traditional clothing enterprises, only designing and brand marketing, reducing the burden on enterprises and enabling enterprises to cope with market changes more flexibly.

This is the secret of the success of the US state: it is a light asset company like NIKE.

Of course, this is just one.

But everything changed since 2010.

By the end of 2009, the U.S. state clothing inventory was only 900 million yuan, and increased to 2 billion 500 million yuan by the end of 2010, and it climbed to 3 billion yuan in 2011.

High storage makes the "light company" exist in name only.

The poor performance of the market is certainly due to the impact of the Internet. ZARA, UNIQLO and other fast fashion brands in the Chinese market have also made the United States suffer.

Therefore, the United States began a difficult "Internet +" trial and error path.

First, on-line state purchase network.

In December 2010, bon's electronic business platform purchased online.

This movement was quite avant-garde at that time, ahead of many Internet companies in China.

By this electronic business platform, consumers can scan the code in the physical store, and can also realize many functions such as online shopping and offline replacement.

Don't underestimate these applications, which was quite fashionable 6 years ago.

It is regrettable that after buying $about 60000000, the state buying network ended in October 2011.

The reason is very realistic: profitability is hard to guarantee.

On the one hand, it can not adapt to the development needs of BPN in terms of resource allocation, logistics distribution and marketing operation; on the other hand, in the face of the suppression of professional B2C clothing brands such as van customer, BPN only has the power to fight and has no strength to fight back.

Therefore, BPN has not become a new bright spot for US bond, but because the discount of the electricity supplier is much lower than that of the franchisee, further intensifying the internal contradictions.

It is difficult to coordinate the styles, prices and even discount activities of various channels, so as to further increase the stock of Smith Barney.

Second, start the O2O strategy -- life experience shop.

After two years of deliberation, in October 2013, the United States formally announced the launch of the O2O strategy.

The idea of Zhou Chengjian, chairman of the US state, is to set up the experience shop of the United States, integrate the city's characteristics, and introduce the idea of "one city, one culture, one shop, one story" to create situational shopping.

After two years of independent operation, the state purchase network has also been recovered to the listed companies.

Consumers can log on to the electronic commerce platform of Mei Bang to view products and make an appointment for fitting through mobile phones.

Experience shop and shop assistants to complete the corresponding clothing matching.

Each shop has leisure facilities such as a gallery, coffee bar and garden terrace, and provides free Wi-Fi to facilitate customers to rest and surf the Internet.

This ideal blueprint looks beautiful, but in practice, it has really become an ideal.

Although the United States has spent a lot of time in experiential shops, it still can not catch the hearts of consumers. In the past two years, these experiential shops still have few visitors.

Obviously, the coffee table and the Internet environment (Internet tables, etc.) that occupy a lot of store space are not very close to the core of clothing retailing.

Third, the introduction of "fan" APP.

Despite the cruelty of reality, the pace of pformation has been very firm.

At the end of April 2015, the United States announced the introduction of "APP" to further implement its "Internet +" strategy.

"Fan" APP is positioned as an intelligent entrepreneurial tool based on mobile terminals and a platform for fashion matching experience.

According to the state of the United States, "fan" has signed contracts with many foreign brands, and the brand that consumers can find in "fan" does not stick to the United States.

In addition, "fan" allows users to mix and match the clothes they like, create fashionable pictures and share them on the platform.

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

Because of the two seasons' famous variety show "wonderful flower", this APP has a high reputation among young people. But for the United States, whose brand has become old, it is not realistic to expect this APP aggregation brand and user participation mechanism to bring the customer viscosity to the United States and promote the sales of its own products.

From the actual performance of the market, the result is also mediocre.

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Several misunderstandings of American state

I can't say now.

Wrong, but in the implementation of some strategies, the United States did not do the right thing:

1. in the early stage, it was wrong to estimate the electricity supplier's difficulties.

Semir clothing in Wenzhou began to do business in 2012, but the result is quite different from that of the United States. In 2015, the net profit of Semir apparel grew 23.16% to 1 billion 345 million yuan over the same period, and the net profit margin of the two was nearly 1 billion 800 million yuan.

The reason why the US did not establish the first advantage was because of the miscalculation of the electricity supplier.

In the development of its traditional stores, the United States has established a powerful logistics supporting facility, but the offline logistics is not completely matched with the requirements of the electricity supplier, and the United States has not effectively solved the problem of resource allocation from beginning to end.

There may be reasons for the lack of talent in the electricity business, or the lack of emphasis on strategy at the very beginning.

2. difficult inventory problem.

Online is actually a good way to digest inventory.

The biggest contradiction in inventory digestion at stores is the conflict between inventory and new goods. If you put a stall in the doorway every day to do 70 percent off sale, it will definitely affect the brand image of the enterprise. But if you put it online, you will not have this problem.

Online discount and flick of goods and light goods on the line should be a more harmonious symbiotic relationship.

However, the actual effect of single channel operation from the United States and the United States shows that the styles, prices and even discount activities of various channels are difficult to coordinate. Franchisees, Direct stores and online discounts are not unified.

This is what business decision-makers did not expect.

3. the consumption experience is not linked to the stickiness of consumption.

The fundamental problem to be solved in O2O is the "one night stand" relationship between the brand and the consumer. This should be the original intention of the O2O strategy. The most troublesome thing on the line is that the consumers are coming. You don't know who he is. When he leaves, you don't know who he is, even if he buys something, you don't know who he is.

And pferred to the online and even mobile terminals, this problem is solved well, because customer information one eye to understand.

So the United States set up a life experience shop, but it seems that the center of gravity has shifted, making the wrong force, it focuses on "life experience" and "Internet environment".

As a less high-end domestic clothing brand, MP has been catching up with international brands in the supply chain, management mode, style design and so on. But there is still a clear gap. Will this icing on the cake shopping experience shorten the gap? Will it make "80 after" and "90 after" become iron powder? Not necessarily! But it is certain that this move has greatly increased the cost of the United States.

4. brand marketing is not worthy of the name.

Two times before and after the United States and the United States, the name "wonderful flower" column, the cost of nearly 100 million yuan, a large amount of marketing investment and sales is not directly proportional to.

This point can be estimated from the current US bond financial report one or two.

The cooperation between clothing manufacturers and columns can only be said to restructure marketing. This kind of APP based on Internet gene and "post-90s" thinking has yet to be tested for the money making of American state clothes.

Most importantly, we have not found much correlation between "fan" and Mei Bang's clothing retailing industry. The conversion rate is hard to estimate.

5., I don't know what I want to do.

From the state purchase network to O2O, and then to "fan", the thinking of American state is ahead of schedule, and it is worth affirming, but it is a little confused about what it wants to do.

Do you want to be a clothing brand, or a platform brand, or something else?

The pformation of the US state seems to be a step by step, but in reality it is forced to do so.

The implementation of O2O strategy is only a manifestation of touches, but it does not fundamentally solve the pain of consumers' actual demand.

The road of pformation is not overnight. It is important to advance bravely, but strategy is the way.

But no matter what you do or how you do it, the most important thing is to make the product well. If your product is really not substitutable or meets the needs of consumers, those so-called forms and packaging are not important.

As the clothing industry, it should be like ZARA, always have the custom of finding the trend of the wind, seems to be the essence of the road.

The clothing industry is also an industry that needs to be built with the spirit of craftsman.

The O2O road of Smith Barney is actually just beginning. It is too early to talk about success or failure. We will wait and see whether it can get out of the current predicament.