Ke Eli Till Uses "Multi Brand" + "Direct Camp" To Expand The Market.

"We have been sticking to the camp mode, and you can see that we have been opening stores. Whether this model is good or bad depends on how you evaluate the operation system. Every store we open is a burden if it fails to produce benefits. If there is benefit, it is power. As long as we maintain the growth of single stores in the original stores, and maintain the expansion of business scale, this is not a burden. " Ke Eli Till (3709.HK) Jin Ming, chairman of the board, told reporters. The company, which ranks the top in the high-end women's clothing industry, has been in constant growth in recent years.

　 Locking customers with values

What is behind the brand, is the way of life, what is behind the lifestyle, is the values. You will see that the styles and popularity of women's clothing are constantly changing, but the values behind them are basically the same, and the provision of women's clothes is Ke Eli Till's values. The reporter asked Kim Ming. Women's wear The trend is constantly changing. Is it not very difficult to maintain a dominant position in this market?

It is Ke Eli Till's constant development strategy in changing women's clothing market. According to Jin Ming, the product is aimed at women aged 30 and -50, among whom the 35-45 year old woman is the core customer group. In his view, women in this age group are most stable in their values. "In fact, before the age of 25 or 30, the change of women is very great. From reading to working, this is a big change. It's another big change to be in love and not in love. The difference between getting married and not getting married is very big. It's quite different from having children after marriage. But after the age of 30, especially after the age of 35, people are basically stable and their values are not easy to change. So our core customer group is locked in between women aged 35-45. Jin Ming said so.

From the perspective of performance, this theory of value is supported by data. From 2011 to 2015, the company's revenue and net profit were rising steadily. In the first half of 2016, the company achieved a revenue of 702 million yuan, an increase of 20.03% compared with the same period last year, a net profit of 121 million yuan, an increase of 32.29% compared with the same period last year. Among the three traditional brands, Koradior, LaKoradior and Koradiorelsewhere grew by 12.64%, 12.57% and 205.53% respectively in the first half of 2016. In addition, the company added its brand "cadIDL" in 2016, and plans to launch its own customized fashion brand 'DEKORA' in the second half of the year.

　　 Adhere to the direct camp strategy

Different from some of the peer shop measures, the company still keeps opening shop. As of June 2016, there were 482 stores in the company, of which 433 were direct stores, 49 were distribution shops, and were stationed in more than 100 cities in 29 provinces / municipalities / autonomous regions. It is understood that Ke Letil plans to open 70-80 new outlets every year.

"Whether this model is good or bad depends on how you evaluate the operation system. Every store we open is a burden if it fails to produce benefits. If there is benefit, it is power. As long as we maintain the growth of single stores in the old stores and maintain the expansion of business scale, this is not a burden. " Jin Ming said.

"In fact, you want to judge whether our model is good or bad. Is the growth of the performance on the report real? You go to see a clothing business: first, you go to see where the shop is, is the most popular shopping mall in the city or popular. Second, you go to see the store is not much, new not new. Third, you go to see the state of shopping guide, has been busy or idle there listless. These three are enough. " Kim Ming said straightforwardly.

Jinming also said that the impact of e-commerce on high-end women's clothing is not large at present, because this group of people buying clothes has a stronger need for experience.

　　 Developing multiple brands

In addition to continuing to enhance traditional brands, the company will take the development of niche brands and launch customized services as a new growth point.

The acquisition of niche brands is due to our understanding of the trend of consumption. We find that nowadays consumers have more personal assertions, and niche brands have more space than before. We can't think about it. It's just a strategy to develop our original brand and buy niche brands. Kim said that Ke Eli Till could find synergy to buy niche brands. On the one hand, Ke Eli Till has established a nationwide direct channel to enable minority brands to reach more customers. On the other hand, Ke Eli Till has a mature supply chain platform and management system, which can help minority brand development.

In addition, the upcoming DEKORA brand in the second half of the year will create a new personal customization business. The company has established strategic cooperative relationship with Qingdao cool intelligent Limited by Share Ltd, utilizing the supply chain resources of cool special intelligence to realize the large-scale customization and customization of women's clothing. "Personal customization business is inspired by our strategic investor Fosun," cool special intelligence is also the line of Fosun, which has already realized the personal customization of men's clothing. Customizing this business is not a traditional practice because of its high cost. With the progress of science and technology and the progress of industry 4, parity customization has become possible. The core market we aim at is women's standard products. Jeans And white shirts. This business will not say that the outbreak will be very fast in the short term, but there will be great demand in the future. We are very optimistic about this. Jin Ming said.