At The Beginning Of The Data, Xiao Bai, Today'S Marketing Guru, Detailed The "Pit" Encountered By American State In Recent Years.

The clothing retailing industry in the new retail era needs to focus on three aspects: "people, goods and markets".

In the Internet age, the business platform is full of ups and down, and the real economy is surging.

Where is the future of the enterprise?

Metersbonwe, which pioneered the "smart retailing" step by step, has recently been infected with insects in its down jacket. It is also faced with so many problems in the new retail era.

1. do not understand market demand.

Metersbonwe released 2017 three quarterly report shows that the first three quarters of revenue 444 million, down 5.69% over the same period.

Moreover, the United States also expects net profit in 2017 to be 2.07-3.62 billion yuan.

Performance decline, cost increase and profit reduction are all signs of brand failure. Why do these problems lead to these problems? The core reason is that user needs are not identified.

As of November 2017, the United States has 3800 stores, as the entry of traffic data, should be able to collect enough data to control the consumption trend, but the annual report shows that the products sold by the United States are not in line with the consumer demand.

After the 1990s, the United States did not really know about the 1990s.

Most of these people go to work and are in the stage of struggling and buying RV.

Looking back at the United States, clothing design is old, clothing is younger, and its appeal to audiences is very low.

Because it did not understand consumer demand, it produced products that were not suitable for audiences, resulting in declining performance and inventory backlog, and then increased sales through publicity and promotion. However, a large number of advertising fees were added, resulting in higher costs. "Combination of two swords" reduced profits and was eliminated by the market in a vicious circle.

Empty data, without analysis or adjustment, may be the reason why the United States has lost its "pit".

In recent years, the United States has gone through some detours: Internet purchase, and fan platform.

But today, the United States finally found this problem and changed it positively: building O2O all channel retail terminal platform tool, big data business intelligence platform.

By opening up internal links such as marketing, commodities, services, organization and coordination capabilities, we can collect consumer trajectories, learn consumer preferences habits, provide personalized precision marketing, intelligent matching, product recommendation and consumer lifecycle management, so as to lock in value added management, enhance brand stickiness and increase joint sales.

The United States will also seek more interaction and resonance with consumers through the construction of online cloud stores and offline scenes. Combined with the social big data, we can find rules for consumers, and all the reflected data of customers can be collected and recorded. These data are used for guiding commodity planning so as to continuously upgrade brand and product.

2. supply can not match consumption, inventory has a vicious circle.

In 2017, the share of American stock in total assets reached 25.28%, and the inventory turnover days in the United States were as high as 204 days. The production and sale of products entered a vicious circle. Compared with the fast fashion enterprises, such as Zara and H&M, the success lies in their ability to respond quickly to the trend.

Today, the United States has undoubtedly become a typical garment enterprise that is torn by this "high efficiency". The supply can not match with consumption, resulting in a large backlog of stocks. In order to clear inventory, there will be a big discount, and then all kinds of vicious cycles...

In the new retail era, business efficiency is emphasized.

Just like the embarrassing situation in the United States, the cycle of procurement, warehousing and sales has slowed down, resulting in soaring costs and declining profits.

Therefore, the integration and innovation of enterprise management mode, restructuring the internal supply chain, significantly improve efficiency and reduce costs.

In 2017, Smith Barney further refined and optimized the supply chain layout to effectively link product production and terminal sales.

According to the semi annual report, it has 8 regional logistics centers, namely, Shanghai, Wenzhou, Shenyang, Dongguan, Xi'an, Chengdu, Tianjin and Wuhan, which are pported from factories to regional logistics centers, and then sorted and distributed to the warehouse of the company. Finally, they are distributed to shops, forming an efficient three level distribution system. Among them, Shanghai six cooker logistics center can reach 500 thousand pieces of clothing products logistics processing capacity.

In the era, the operation cost of electric business is increasing substantially. Too much emphasis on electricity providers will only make the brand unable to make ends meet, and end up with the embarrassing ending of "thankless effort".

In the future, enterprises need to take online and offline interactive marketing methods. Terminal stores should attach importance to customer experience and create a more suitable scene consumption for customers' life and work scenarios. Online cloud focuses on convenient shopping and real-time consultation to facilitate consumers' buying behavior at any time.

3. over the Internet

In the three quarterly report of 2017, the US bond net loss was 79 million 499 thousand and 500 yuan, and it closed more than 1500 stores in just 3 years.

What is wrong with Metersbonwe?

Too much entanglement of the Internet, ignoring the terminal itself, ignoring the needs of consumers.

In April 2015, the United States and the United States launched a fan APP, and the title "wonderful flower", but nearly 100 million yuan in exchange for the conversion rate of Fan Jidi, and finally September 2017 fan announced that the internal adjustment to suspend operation.

Offline stores have blindly built flagship stores in the most expensive gold areas of the first tier cities, but they have benefited little. Products are unpopular, inventories are increasing, and performance is declining.

It is true that we want to seize the market of young consumers. There is nothing wrong with moving to the Internet, but the most fatal problem is that the United States has gone wrong in the most basic terminal stores.

In the past few years, the United States has put too much effort in attracting consumers, resulting in a lack of planning for terminal stores.

In the Internet era, it seems that most brands are eager to gain instant benefits and blindly rush into the Internet, trying to capture consumers with "convenient offensive".

The expansion of the online market is a large-scale way of opening up, leading to high inventory worries, and brand homogenization.

Today, the United States and the United States began to gradually adjust the offline strategy, from management terminal to energy terminal.

The company put forward a practical plan to put the right of operation and management down to the store and release the individual strength of the terminal.

The terminal begins to adopt digital management mode, use information technology to perfect store management, and optimize the consumption experience of offline stores.

The core of empowerment terminal is to drive the store to enhance efficiency, and maximize the flow rate, conversion rate, customer price and repeat purchase rate of offline stores.

The pit that met in the United States this year may give us some enlightenment.

The industry needs to focus on the three aspects of "people, goods and markets", and use the Internet big data to understand the consumption demand and trend, optimize the supply chain, enhance the efficiency of enterprise management, coordinate the online and offline interactive marketing effectively, drive the terminal and empowerment terminal down-to-earth, and ultimately achieve the sustainable development of the brand.

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