The Strategic Adjustment Of Garment Enterprises Is In The Forefront Of Ordos.

Ten years ago, Jiangsu and Zhejiang clothing brands were the innovators who dare to "eat crabs" in the marketing field, such as the phrase "not taking the unusual road" by Metersbonwe by Jay Chou. It is popular among the people. Semir has changed its spokesmen from Nicholas Tse, TWINS, Super Junior - M, Show Luo, Lee Min Ho and so on.

In fact, to observe the current garment enterprises in China, the strategic adjustment is in the forefront of Ordos.

But it also costs a lot of time and cost, and Ordos completed a round of brand reconstruction, which took about 8 years.

8 years later, at the end of 2016, Erdos only accumulated a certain brand thickness, opened the second round of "brand pformation", and split and rebuilt the brand according to the positioning of differentiation.

In those days, a lot of post-80s and post-90s were also able to buy a US bond.

In particular, proud of their "Idol" clothes, they have become the fashion of brand boys and girls.

Unfortunately, for a long time, this "spectacular scene" was soon hit by the impact of fast fashion brands such as Zara, H&M, UNIQLO and other foreign fast fashion brands. In addition, the global retail market in the past two years is not optimistic, and the performance of local clothing brands can be described as a retreat.

These young brands, which had been popular for years, gradually lost the city centre after lack of follow-up marketing promotion.

Take Metersbonwe, a former leader, for example, as of the 2016 fiscal year, the revenues of the state's apparel industry continued to fall for 4 years.

In the latest three quarter earnings report released in 2016, Smith Barney still lost 154 million yuan.

Last October, Smith Barney had to sell a wholly owned subsidiary, Hua Bang Ke, to create a 100% stake to avoid losses.

Zhou Chengjian, who has held the United States brand for more than 20 years, finally failed to keep up. In November 2016, he made a curtain call and handed the baton of brand power to the "next generation" and his daughter Hu Jiajia.

"Over the past decade or so, many Chinese clothing enterprises have established a brand that is actually a fake brand, just a continuation of the past OEM mode."

Cheng Weixiong, founder of Shanghai Liang Qi Brand Management Co., Ltd., told the Beijing News reporters that these brands are incongenitally deficient in their design ability and brand connotation. Once the environment is not good, sales are slow, and marketing can not keep up, it will easily fade or even die.

8 years ago, Wang Zhen, the general manager of the Erdos Cashmere Group, returned to China after "returned overseas Chinese". After studying the advanced brand operation experience of foreign countries, he led the first round of pformation of the Ordos brand. The action of that year was also very diversified, extending from product design, brand VI innovation to channel upgrading.

In Wang Zhen's view, if we want to thoroughly "change", the core is to start from product design, supplemented by the power of sales channels, which is not a process of achieving overnight success.

In the same year, Wang Zhen also set the goal of internationalization and fashion of Ordos products, and invited the top designer of Europe, Gile Dufour, Gilles Dufour, to be responsible for the design of "ERDOS" of the brand international product line, and found and worked with international supermodel Liu Wen to shoot the brand's quarterly blockbuster.

All in accordance with the "international norm" training "ERDOS" brand image, appearance, marketing channels.

In another way, the Pacific bird is the most powerful pformation, and the choice of Taiping bird is capital.

And cooperate with strong marketing.

Founded in 1995, Taiping bird is a genuine "old brand". Although its quality is known in the industry, its brand influence has been very mild.

After the 2011 share reform, Taiping bird expanded its brand to rebuild its management system. The goal is to get rid of the aging shell and strip off the outdated image and create a fast fashion brand that is more younger than ZARA and H&M.

Subsequently, the Taiping bird was established with a design team of 500 people. The annual design volume was 8000. After each season, the theme of the season was set by the fashion director. Several design departments extended their themes respectively, and the Department designers were composed of young people with an average age of 28~29 years.

This is very similar to the production mode of ZARA, a fast fashion giant it has been following.

In terms of marketing, Zhang Liang has been used to promote the activities of Gloria Tang, Xu Weizhou and Huang Jingyu.

Although Erdos and Taiping bird reshaped the brand more than most of the domestic garment enterprises, they are still not perfect.

Take Taiping bird as an example, some industry experts point out that although learning the design and production mode of ZARA, Taiping bird has not been able to keep pace with ZARA in sales and channels. At the same time, it will take some time to really change the stereotype of consumers.

In such a pitional period, we must never be weak in follow-up.

In fact, although there are more positive cases in the pformation of local brands, we can know the overall performance of inventory, and the pformation of more garment enterprises is still in the stage of "only pay, no harvest".

Statistics on the performance data of local listed clothing brands in 2016 showed that only a dozen or so were listed in the first half of 2016, while the majority of local shoe and clothing enterprises were still entangled in the margins of turning losses into profits.

Most of them

The most direct aspect of "changing face" is the change of brand name.

Strategic adjustment is mostly similar, and the most common way is to develop offline sub cards and merge non mainline brands.

For example, the A shares listed clothing business card slave Road, in March last year, the announcement will change the name from "card slave road" to "modern Avenue". The company's explanation is to grasp the trend of O2O in the Internet + fashion industry, and build the modern Boulevard fashion business platform.

Under normal circumstances, it is not difficult for the brand to change its face. It is not difficult to carry out a notice, and it can be explained to shareholders and the public.

The difficulty is to really "change the mind" after announces the adjustment strategy, that is to say, restructure "brand value" from the multiple structures such as design, operation mode and marketing concept.

In the face of the predicament of China's clothing industry, there are brand choices to stick to the pformation, and there are brand choices to quit.

This point can be seen from the capital paction of clothing enterprises in 2016.

On the one hand, the amount of financing under the "listing tide" is high. By the end of February 15, 2017, the market value of local clothing enterprises in Shanghai and Shenzhen two cities and Hong Kong listed companies has reached 681 billion 649 million yuan. On the other hand, the actions of reducing, cash in and selling debts are frequent.

Smith Barney sold its subsidiaries at 983 million last year.

"This is the best era and the worst."

Industry experts believe that the current industry situation is a mixed blessing. In his view, the Chinese garment industry's "counterattack" road is still "blocked and long".

For more information, please pay attention to the world clothing shoes and hats and Internet cafes.