Once The Big Names Are Forgotten Gradually, How To Pform And Innovate Is Worth Studying.

According to the world clothing shoes and hats net, parity

Brand channel sinks, the main market share of low-end clothing in online shopping is the pronoun of youth fashion.

Giordano,

Other brands have seen very few of them in mainstream business circles in the second tier cities in recent years.

How are they going now? Are they really coming to an end?

Baleno can't keep up with the market.

Baleno is one of the most undeveloped brands in the past few years.

In recent years, brand performance has been declining.

By the end of March 2016, in the 2015 fiscal year, the textile business income of Hongkong Baleno Baleno controlling shareholder TexwincaHoldingsLtd. de wing Jia group was HK $4 billion 741 million, which was 0.5% lower than the 4 billion 718 million in HK $2014 in fiscal year 2014, accounting for 50.7%. The gross profit margin of the division was flat. As of the end of September 2016, the median revenue of the business in the 2016 fiscal year dropped by 28.4% to HK $2 billion 3 million, and the medium-term gross profit margin dropped by 21.2% basis points.

Profits will plummet by about 60% in the 2016 fiscal year ending March 31, 2017.

It is understood that the origin of Baleno now only 43 stores in Hongkong, Shanghai left 54 stores, and Beijing is 56, although in the base camp Guangzhou will be more, but the brand in today's mainstream shopping malls, shopping malls are no trace, instead of all the small shops on the street.

It has to be said that Baleno is now far away from the public's attention.

Reporters at Baleno Tmall flagship store saw that shops sell men's clothing, women's wear, children's wear and accessories, and so on. The price range is 39-499 yuan.

The sale of more than 600 pieces of goods, the number of people concerned about about 800000, whether it is the number of online sales of goods or popularity is difficult to compare with the United States and other brands in distress, the U.S. flagship Tmall flagship store has about 6000000 of the number of attention, 2428 items of goods sold.

Even less than some of the existing Taobao shop opened by nethong.

In this regard, insiders pointed out that in today's market brand saturation, relying solely on low price strategy has not worked.

A fashion brand leader thinks that fast fashion brands like UNIQLO have become synonymous with price performance.

Even in the three or four tier cities, Baleno is also difficult to compete with the United States, Semir and some Amoy brands.

In the middle and low end market, Baleno's living space is also being squeezed.

Giordano and Semir are turning to life

Compared with Baleno, Giordano and Semir seem to be more effective in the reform.

In the first half of 2017, Giordano realized sales of HK $2 billion 618 million, an increase of 3.4% over the same period last year, and net profit of 245 million yuan, an increase of 20.1% over the same period last year.

In the first half of the year, the company's gross profit margin increased by 6.6%, while comparable sales increased by 4.6% over the same period.

Gross profit margin increased by 0.2 percentage points to 59.8%, and net profit margin increased from 8.1% to 9.4%.

The group said that the increase in its performance was mainly influenced by its reasonable commodity mix and pricing. Its new sports leisure series and G-Motion products also had a positive response in the market.

According to the reporter, its sales accounted for more than 16% of China's electricity supplier, Giordano stressed that the future will continue to expand the electricity supplier's market share, the first half of this year, its business growth was 26.6%.

As the group's overall business is becoming more and more stable, the group decided to increase investment in marketing and strengthen brand image. At the same time, it will accelerate the renovation plan of existing stores, provide consumers with better shopping environment and enhance brand value.

As for the strategic layout of brand development, Giordano's first tier city market is completely crowding out by ZARA, H&M and UNIQLO fast fashion. The group expresses its focus on China's three and four tier cities, but if a second tier city store still has room for profit, it will not be closed.

At the same time, Giordano will continue to expand its market in Southeast Asia.

Regarding the development prospects of the Chinese market, Giordano said it is cautiously optimistic about the outlook of the mainland of China.

E-commerce continues to be an important part of group business expansion. In the context of merger and offline logistics centers to enhance inventory efficiency, management will continue to invest in e-commerce, and expect that this part will achieve higher performance than the average level of the group.

Like Giordano, Semir's two years of development have been unanimously optimistic by the industry.

Qiu Guang, founder of Semir and chairman of the company, also stated that in 2021, Semir's retail goal was close to 80 billion, its market value was 100 billion, and its revenue was 50 billion.

Why is there such a lofty ambition, which is closely related to Semir's recent good performance.

In the past two years, Semir can be said to be going against the trend. The annual report shows that in 2016, its revenue was 10 billion 703 million, an increase of 13.21% over the same period last year. Net profit was 1 billion 427 million yuan, an increase of 5.78% over the same period last year.

A quarterly report released in April 26th showed that the revenue was 2 billion 67 million yuan during the period, an increase of 7.47% over the same period. The net profit attributable to shareholders of listed companies was 252 million yuan, an increase of 3.16% over the same period last year.

Semir's outgrowth is actually quite surprising, and this has much to do with Semir's positive pformation.

To avoid the positive competition from foreign fast fashion brands, Semir has opened up a new world in the field of e-commerce and children's wear.

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Semir electric business was established in 2012. It has developed rapidly in 5 years and has become a new growth point of Semir's apparel performance.

In 2016, Semir's clothing business grew by more than 80% over the same period, and the retail sales of e-commerce reached over 3 billion 200 million yuan.

For the understanding of the electricity supplier plate, Semir believes that it is not only the channel of Semir's two major brands, but also the electricity supplier itself must form a platform. In the future, through the development of fashion partner business and designers, network red and other cooperation, the use of Semir's clothing flow advantages and customer resources to launch more products and brands.

In September last year, Semir electric launched an innovative fashion partner program inside and outside the industry. In the Semir fashion partners program, the stars are no longer just brand spokesmen, but are more deeply involved in clothing design, brand activity planning and fans interaction, to draw the distance between the brand and consumers.

The business mode of "brand + partner" has opened a new mode of content marketing for Semir electricity providers, creating high-quality content with star partners, serving fans and eventually converting to sales, so as to realize the mission of "praising life with fashion".

Under the background of increasingly fierce brand competition, the success of Semir fashion partners in innovative business models indicates that Semir's all-around strategic upgrading of brand operation, marketing, customer experience and commodity supply chain has achieved initial success.

Semir is also starting to work in the children's wear market.

From 2011 to 2016, Semir's children's clothing business has more than doubled, and its scale is already close to adult clothing.

Its brand, Barbara, has a market share of 4%, and has become the number one brand in the industry.

The outside world is even more appreciative of Semir's children's clothing business.

XinDa securities research reported that, because of the strong brand strength and the leading position in the offline market, when balbala is developing online sales energetically, the channel providers can still make profits and are willing to follow their development.

With its competitive position under the stable line, balbala's product development, supply chain capabilities and brand awareness are stronger than online brands, making it the only successful domestic brand in the two online and offline competitions.

How to pform and innovate is worth studying.

Both early domestic fashion brands and some foreign fashion brands that had earlier entered the Chinese market failed to avoid the decline of brand influence.

For the disadvantage of brand management, Semir has summed up the reasons for the decline in sales of products: in addition to the impact of online shopping, the impact of foreign brands is also huge.

In recent years, foreign fast fashion brands UNIQLO, Zara and H&M have entered China's development one after another. These brands, apart from the soft power of design and brand, far exceed domestic brands, the hard power of the supply chain system is far beyond that of domestic counterparts.

The supply chain system of Semir and Smith Barney is in a leading position in China. The lead time (from product design to sales time span) is about 2 months to 3 months, while the leading time of Zara and H&M is only 2 weeks.

The industry also said that most of these brands started earlier, and occupied a large market share with the advantage of early establishment. Nowadays, the brand aging is serious, the marketing method is single, and there is little investment in publicity and communication with consumers.

In the age of Internet that is changing faster and faster, the update speed and rhythm of these brands have been derailed.

Today, the fast fashion brands of normalizing speed up the layout of the two or three tier cities, and continue to strengthen their leading position and competitiveness in the market.

The industry predicts that in the future, fast fashion will expand its product line faster and faster in China.

Fast fashion brands become the darling of young people nowadays. They develop very fast and are novel in style.

This is a new contrast with the old clothes of Baleno and Giordano.

In addition to the fast fashion brand, the Internet has spawned the rise of the Amoy brand, and consumers' clothing purchasing channels and brand screening have become rich and diversified. This also squeezes the survival space of Baleno's traditional leisure brands.

Old brands' franchising mode, joint design and collection store concept have gradually been submerged in the imitation of brands.

Among the brands that stand out from the old brands, there are still worth learning. From the end of the business to the new products, the cross-border marketing of e-commerce, and the positioning of the business partners as the resources of all parties, the marketing idea of Semir can always advance with the times, even ahead of the layout, with the bright point of innovation and change.

From the Semir marketing story, we can also get enlightenment. Enterprise marketing ideas must change, we must constantly innovate, in order to keep pace with the times, in order to adapt to consumers' pursuit of novelty, this consumption psychology.

However, if the macroeconomic environment of comparative industries is even more difficult than in previous years.

Even the growth rate of international giants is slowing down, so brands should not blindly follow suit if they want to stand out.

In the three or four tier cities, Semir, which has been successful in Semir's business and children's clothing, is now standing in the position of the United States, and now the United States is still trying to pform itself. So how to pform and innovate the old brands is still worth studying.

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