Metersbonwe, Semir And Other Brands That Have Been Forced To Withdraw From The First Tier Cities.

Metersbonwe, JEANSWEST, Semir are all familiar with the domestic clothing giants, but now they are all down.

Among them, Metersbonwe closes more than 200 stores a year, which makes people sigh, but it will make people feel that this decline is doomed.

What lessons can we conclude from the failure of Metersbonwe?

In recent five years, many domestic clothing giants have been caught up in the wave of closing stores.

The most typical example is the closure of more than 200 stores in one year.

After listing in 2008, the peak market value in 2010 reached 38 billion 940 million.

However, four years later, the market value of the US bond market shrank by only 9 billion 266 million.

The main reasons for the analysis are as follows:

1, the impact of foreign big brands.

In recent years, the domestic market has been gradually dominated by ZARA, H&M and UNIQLO.

Metersbonwe's own target group is the fashionable young consumer group, which is the two series of "metropolis" and "campus".

But ZARA itself is the founder of "fast fashion". UNIQLO's system in Japan is more mature. Each of these brands has more experience and product advantages than Metersbonwe.

2, the new product cycle is too long, resulting in excess inventory.

In the market research, it was found that the impression of Metersbonwe is that he has been giving a discount, and 40 percent off, two, 50 percent off. It is hard for people to establish a sense of high end.

The reason is a lot of inventory.

With the same concept of "fast fashion", ZARA takes only 10-15 days from clothing design to shelf life, while the United States needs 70 days of turnaround time.

The United States pursued "fast fashion", but ignored the reduction of inventory rate and became a "slow" operation.

3, the impact of the electricity supplier.

This is the predicament faced by all businesses under the line, but it is even more difficult for Metersbonwe, because Metersbonwe's target group is the mainstream of online shopping.

Although Metersbonwe has also set up a fast bond network, its effect is far from satisfactory.

In the case of Metersbonwe, it is not difficult to see the contemporary Chinese private sector.

The grim situation.

Metersbonwe has no hand in competition in the first tier cities. Now it can only be reduced to a discount brand of two or three line cities.

In the face of foreign competitors entering the Chinese market, how to keep the national brand at home and move towards the world? This is the most urgent problem. Therefore, in the face of the Internet environment, the private clothing brand is faced with the pformation and upgrading of enterprises under the Internet thinking.

For the case of Metersbonwe, here are the following suggestions:

1, the Internet age should be small and beautiful.

A certain point can not be the best, then do the whole, although there are independent design, but it is not high enough, not enough. In the Internet thinking, we must be "small" and beautiful in order to win.

2, shorten the inventory cycle.

The "fast fashion" route of ZARA clothing is to shorten the inventory cycle as soon as possible in exchange for low price but quick return of cash and profits.

In the information age, garment industry, as a traditional industry, should also speed up.

3, grasp the electricity supplier.

Try to follow the customers' tastes as much as possible.

O2O can be closer to consumers, more comprehensive analysis of data, and have more advanced business philosophy. If the pformation is successful, this is an important weapon for domestic garment enterprises. If you do not learn, your opponent learns, then your ending will inevitably be killed.

In short, domestic

The decline is inevitable. It is most important to find the export of pformation, minimize losses and find new profit points. It is also very possible to make a comeback.