Can Semir Group Copy The Legend Of ZARA?

At present, Semir The group has four major industries, including leisure wear, children, e-commerce and new business. The new business sector is responsible for capital investment in agriculture and medical health. Qiu Guang and Qiu Jianqiang are responsible for it, and the casual clothing industry is naturally responsible for Semir brand clothing itself, by Qiu Guang he's son-in-law. Among all the businesses, the group's investment in Semir brand is the biggest. Whether China can produce second ZARA has always been a problem that the industry is constantly exploring.

Semir and a lot of domestic clothing brands have used the "horizontal integration" virtual management mode. However, there are drawbacks in this mode: if the intangible assets can not be increased, such as brand effect, light assets will reduce the market value of the company. From this stage, the impression of young consumer groups on Semir, Mei bang, Anta and other domestic brands is much worse than before. Qiu Guang and also stressed more than once: "brand aging" is the biggest bottleneck that Semir has encountered at present, and the key to solve the problem is absolutely inseparable from the improvement of supply chain, products and channels.

According to Zhang Zuoren, vice president of production, in 2012, Semir shut down many large shops with poor efficiency, and at the same time cut down the series of improved products, and the number of upstream suppliers decreased accordingly. In 2014, Semir brand suppliers were adjusted from over 300 to more than 70, and quality management was carried out to ensure the quality of products and the stability of orders.

However, the industry generally believes that the main reason for a large number of shops is that enterprises can not react quickly to the market. ZARA seems to rarely have a stock crisis.

Different from the virtual business mode, ZARA, H&M and other fast fashion brands use SPA mode. The SPA model, put forward by GAP, an American Apparel giant in 1986, is a vertically integrated form of sales linked to product design, manufacture and retail. Although the SPA mode also has the characteristics of "horizontal integration" which will outsource most of the business, the downstream sales side is mostly self operated, which ensures the close integration of supply chain and consumers.

with ZARA For example, ZARA 90% stores are direct outlets. In the production process, ZARA will divide products according to the different sensitivity of fashion, and the products with low fashion sensitivity will be outsourced to China or Morocco for direct production. But for fashion products with strong sense, ZARA will implement the buyer system in all parts of the world. The new version will be ordered in small quantities, and then sold in a small area. Finally, it will react quickly to the market through terminal sales data and consider whether or not to turn the bill. This greatly avoids the risk of pressure.

Domestic clothing brands are always trying to learn from ZARA, and Semir is no exception. Semir Marketing Director Wen Chen told Chinese entrepreneurs that 2017 was the first year that Semir vigorously entered the first tier cities and worked closely with shopping centers. "Earlier, Semir has been ploughing the three or four line market, although the future channel will continue to sink, but the second tier market is the important direction of future layout, shopping center will become the main channel of development."

Unlike Semir's strategy in the three or four line market, in the second tier market, Semir will focus on direct sales and try to join the fashion buyer system in the supply chain. It is understood that the current proportion of Semir brand ODM is between 40%~50%, and this proportion is still being constantly adjusted to try to find the best. In 2012, the time from design to sale of a Semir product was 9 to 10 months, and now it has been shortened to 2 to 3 months. Semir's reform has indeed achieved results, but there is still a gap compared with the mature fast fashion brands. ZARA part of the product from design to sale, 2~3 weeks to complete, but now, fast fashion brands in China's development also encountered problems.

In January 14, 2017, the newly upgraded Semir store was officially opened on the two floor of Wanda Plaza, Jiangqiao, Shanghai. The business area of the new shop reached 1500 square meters, and the sales volume reached 1 million 80 thousand in the two days before the opening, which is not inferior to the results of the next UNIQLO.

"From the second half of 2016, we began to explore how to achieve better cooperation with shopping centers. So the management visited the shopping centers represented by Wanda. After listening to the suggestions, we invited the Korean design team to spanform the store image, brand promotion and product research and development. In the whole process, we also did some. Fast fashion Product category. It is reported that there are more than 300 shopping centers in Semir, mainly in East China and Southern China. Among them, there were more than 160 upgraded stores in 2017, mostly in Beijing, Shanghai and Guangzhou. But in the morning of Wen Chen, the spanformation of Semir brand has just begun to exert itself. According to Wen Chen, Semir plans to open another 1000 shopping center stores in the next five years. There is no doubt that Semir is working hard to return to the battlefield.

Turning to the future, Qiu Guang and Semir hope to achieve a 80 billion sales target in 2021, and become an enterprise with a market value of over 100 billion, and the four plates of its layout can also develop healthier and more quality. "Despite the challenges, we have confidence in the achievement of this goal." Qiu Guang and added.