How Can Fashion Designers Choose Marketing Strategies In 2018?

According to the world clothing shoes and hats net, just the past year,

Brands have more or less adjusted their experience strategies.

Most obviously, almost all companies have begun to promote the full channel strategy.

As a result, the entity store has new appearance and new specifications, and has also integrated into the new technology.

The laying and expansion of network channels has become an important task that the industry cannot avoid.

They are also actively looking for new growth points.

Expanding the international market is an indispensable part.

But everyone is more concerned about how to raise the product's richness.

New products, new brands, new products...

Different brands have different choices.

However, not all efforts will yield joyful performance returns.

In 2018, some companies could make steady progress relatively easily through the adjustment in 2017.

But more can only be adjusted, and busy in self rescue.

These brands have a bright future.

Zara

There is reason to believe that in 2018,

We will still take the position of the fast fashion brand leader.

Its operation mode of "data company" has been tested by the market for a long time, and the response speed from product development to subsequent supply chain can fully meet the needs of global consumers.

In the 2017, it was announced that it would pform into the "new digital consumer retail enterprise", and the superiority and foresight of the model could be seen. Now consumers are not satisfied with buying bulk production at low prices, which requires fast fashion brands to be faster than before, and more individualized in product development.

However, for Zara, keeping this pattern is not enough to make it sit back and relax.

Under the premise that the global retail environment is still sluggish, and the lifestyle of consumers is deeply changed by the rapidly rising mobile Internet, Zara needs to go faster.

This is why Zara has begun to practice the full channel strategy in depth since the end of 2016.

Zara's actions are bigger and more thorough than those announced at the same time.

The flagship stores in Barcelona and Tokyo and other important stores in various markets were refurbished and reopened in 2017.

In addition to the new visual effects, these stores have also added electronic fitting rooms, and add online shopping and return to the offline pick-up points.

Zara also pays attention to the expansion of network channels, opening up online stores in emerging markets such as India, Malaysia, Singapore, Thailand and Vietnam.

Meanwhile, Zara mobile terminal store APP was optimized in 2017.

In addition to providing convenience for shopping, the APP can also serve as a shopping guide for customers to browse in physical stores. The built-in scanning tool can help customers understand the store inventory by scanning barcodes on the labels.

In conjunction with this, Zara has updated its marketing strategy.

In the era of entity shop dominated, Zara relies on window layout to achieve the effect of multi-channel advertising and save money.

Now, the focus of Zara is on the production of its own content.

In addition to uploading product hard photos and attaching product number information on platforms such as Instagram, it has begun to put every new brochure on the line by the standards of online fashion magazines, with themes, scenes, models, visual impact and practical advice.

As video functions on Instagram become more and more perfect, customers also see more creative video content.

Judging from the performance, the adjustment made by Zara has achieved good results.

According to the results of the first three quarters of fiscal year 2017 announced by Zara parent company Inditex in December 2017, sales of Inditex driven by Zara rose 10% to 17 billion 960 million euros (about 140 billion 670 million yuan) compared with the same period last year.

Group net profit increased to 234 million euros (about 1 billion 833 million yuan), an annual increase of 6%.

From the end of 2017, the good momentum is likely to continue, as the Zara reform continues.

At the end of the year, Zara collected the photos taken by the global customers through Instagram, and used the design of T-shirt products for the next season.

Zara hard publicity for product promotion under Blingbling theme

UNIQLO

Liu Chi, the founder of fast marketing group, has two years to go to target the fast retailing of the world's first apparel retailer.

It can be seen that the whole fast selling group, especially UNIQLO, has been moving more and more frequently in the past year.

The most obvious change that consumers can see is that UNIQLO's product choices are becoming more and more abundant.

UT's products had been in May, and uniqo made an exhibition in Shanghai.

The series of cooperation has not been stopped, and the object of cooperation is more and more large and diversified.

In 2017, American curator Jeffery Deitch and Loewe creative director J.W. Anderson joined the camp of cooperation.

In their partnership series, customers can buy many stationery and household products besides clothes and blouses.

In addition, UNIQLO has launched semi custom services in Japan and the US market. The price of less than 200 yuan can enable customers to choose their favorite collar, cuffs and so on for basic products.

Meanwhile, fast retailing is working hard to pform itself into a new type of digital consumer retailing company.

The corresponding reform measures are called "Ming Ming plan" by Ryui Masa, that is, using big data to improve group product development to sales management.

Up to now, the most important part of the plan, the "RFID" used to record consumer purchases, has been introduced into stores.

As a result, fast marketing can get more accurate user portrait and carry out more effective inventory management, thereby improving the accuracy of supply and the efficiency of supply chain response.

In addition, in the relatively mature and potential growth market of China, Xun has introduced weekly accounting system to UNIQLO to test new water supply chain management methods.

The core purpose of many of these efforts is to save the group's very low sales growth rate.

Since the 2016 fiscal year, UNIQLO has seen growth fatigue in Japan, China and other highly competitive markets.

In the fiscal year, the growth rate of UNIQLO's revenue in Japan was 2.5% from 9% in the previous year.

The overseas market represented by the Greater China market declined more sharply, from 45.9% to 8.6%.

In fiscal year 2017, there was still room for improvement. The sales growth of UNIQLO continued to decline to 1.5%, while overseas market growth also dropped to 8.1%.

But the good news is that fast selling seems to have explored a way to effectively control profit margins.

Thanks to the input and use of the new logistics center and the company headquarters in Japan, and the increase in the control of commodity discount, the net profit of the group rose 148% to 119 billion 200 million yen, or 6 billion 960 million yuan, in the 2017 fiscal year, a record high.

In the first half of fiscal year 2017, the group's pre tax profits grew by a big leap forward, up nearly 80% from the same period last year.

This has accumulated a lot of momentum for a series of more radical reforms.

In fact, fast marketing has begun to release further signals of reform: Ryui Masa announced that he will retire in 2 years, leaving the CEO position to young people with rich experience in digital operation and coping with rapid changes in the market.

Uniqlo * J.W.Anderson conference, these brands may have to continue to "fire".

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H&M

The first thing to call the "fire fighting" list is H&M.

In December 2017, H&M group just announced its worst quarterly sales performance.

During the financial period, group sales fell 4% to 584.5 billion Swedish kronor (about US $6 billion 890 million), far below analysts' expectations.

Affected by this, H&M group's share price fell 15% on Friday afternoon, the biggest decline in 8 years.

Earlier, Barclays Bank had lowered its stock rating to "reduction", and pointed out that its sales growth mainly depends on new shop opening stimulus, and it is not a long-term solution.

In fact, in addition to being busy with brands such as H&M, H&M group also wants to boost its performance by relying on its rich brand portfolio.

At present, ARKET, a very simple Nordic wind, has opened up the streets.

Soon, the group's ninth brand NYLON will also come out.

The new brand will completely break away from the frame of "cost performance", take the light luxury route, and try to grab the previously blank market for the group.

But so far, the volume of these new brands is not enough to affect the general trend of the group.

H&M is still the whole group.

But whether it is channel strategy or more core products, H&M is lagging behind.

In terms of channel strategy, the conservative attitude of H&M to the electricity supplier channel has also laid the seeds for these one or two years and even subsequent growth.

Take the Chinese market as an example, remember that at the end of 2016, Magnus Olsson, general manager of H&M Greater China, said in an interview with the interface news that "the online shop that is built independently" is better.

By the end of 2017, H&M had changed its name. It announced that it would enter Tmall in the Chinese market while announcing its bad fourth quarter results, and looked forward to developing new retail cooperation with Tmall in the future.

The corresponding fact is that in the 2016 fiscal year, H&M's sales in China only recorded an increase of 5%.

In the first 9 months of 2017, sales in the Chinese market increased by 8% compared with the same period last year, but still below the expected level.

In September 2017, H&M withdrew from shopping mall in Xidan, Beijing.

It is reported that the shop lease did not expire at that time, so it was also necessary for the city to refund H&M.

From the point of time, H&M's joining Tmall is a bit of a struggle.

It's hard to say how it works.

The key factor affecting performance is product disconnection.

The largest volume of Divided in H&M stores, which is the product line that sells basic products, can no longer satisfy consumers' demand for trendy costumes.

This also makes quality problems more and more prominent.

Even the charm of the H&M series, which once made the scenery of the designers unlimited, is also declining.

How many changes can explain the problem? In 2017, the cooperation between brand and Erdem only selected 5 stores when it was launched in China, and there were 14 stores in the Chinese market when the last series was released.

Erdem * H&M product catalog, but there are not many stores listed in China. I wonder if there is a "hunger marketing" consideration.

Forever 21

The most negative news brands in 2017 may be the fast fashion brand Forever 21.

It was busy closing the shop: it closed the flagship store of 6 floors in Tongluowan, Hongkong in early 2017, closed its first flagship store in Tokyo, Japan in 2009 of the same year, and the only shop in Yintai in77, Hangzhou, closed down in the second half of the year; in the previous media reports, it also considered leaving the Australian and British markets because of poor performance.

On the other side, it was busy with lawsuits.

The contents of the lawsuit are all about creative plagiarism.

In 2017, it was prosecuted by brands such as Puma, Gucci and Adidas for a whole year.

At the same time, in order to regain the initiative, it also brought Gucci to court. Before Gucci prosecuted it, it asked the US court to cancel the trademark rights of Gucci "stripes" trademark.

Aside from the negative impact of these negative news on brand image, Forever 21 has also exposed problems in channels and products.

Just like H&M, if we can not expand in the channel, including the expansion of e-commerce channels, especially the expansion of mobile terminals, and product development -- apart from plagiarism and only the popular foundation in the US market, we can make significant breakthroughs in developing products that can attract global consumers. Then Forever 21 will not be too good in the coming days.

In 2017, Forever 21 and Gucci were placed in court for "red and blue" and "red and green" stripes.

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GAP, TOSHOP

A lot of information shows that the expectations of GAP Gap group, the parent company of GAP, are becoming lower and lower.

At the Goldman Sachs Retail conference held in September 2017, Gap and CEO Art Peck announced that GAP and Banana Republic stores were closed, while Athleta, Old Navy stores and GAP and Old factory stores for sale discounts became the focus of the industry.

Before that, GAP has been sticking to the pformation strategy, but its performance has been rising and falling.

Back in March, GAP announced that 216 people would be laid off to save themselves.

In August, GAP also pulled out of the Australian market to stop losses.

We have already mentioned in the 2017 forecast that if GAP wants to get out of the predicament, it must solve the problem of unfashionable style, unclear positioning and slow development of international market.

But in 2017, GAP failed to make a big contribution to the three issues mentioned above.

In 2017, GAP launched a series of limited tribute to the 1990s classic and advertising, but this is not enough to bring it back to its peak.

The situation is almost the same as TOPSHOP.

To some extent, it was also abandoned by its parent company, Arcadia, which has entered voluntary bankruptcy procedures in Australia and New Zealand.

The prospect of TOPSHOP can be imagined when competitors compete against the high street brand through joint cooperation, special series and faster and more personalized market reaction.

And at least until now, Arcadia seems to have no more other arrangements for TOPSHOP than shop closes and layoffs.

Whether from the improvement of production chain or expansion of international market, TOPSHOP is more cautious and less courageous.

More interesting reports, please pay attention to the world clothing shoes and hats net.