How To Become The First Brand In The Industry? Semir'S Children'S Wear Brand, Barbara, Has Broken Billions Of Revenue.

In recent years, Dolce&Gabbana, Amani, Dior, Fendi, Jimmy Choo and other top-level

Children's wear lines have been launched, and the traditional industry of children's wear has been pushed onto the cusp.

From the presence of luxury brands, we can see the potential development potential and profit margins of children's clothing industry.

Barbara is

The children's clothing brand, which was set up in 2002 for children aged 0-16, is located in the middle class and a small family. It ended in 2016 with a turnover of more than 5 billion.

Faucet.

And maintained a high growth rate of more than 20% annual growth rate, far exceeding the industry growth rate.

In 2016, Barbara set up 2 sub brands: Mongdodo and Marcolor, facing the different sub sectors under the price of about 10% of the main brand (Barbara), and realized the development strategy of Barbara in the multi brand mode of children's wear industry.

A kind of

In 2016, the scale of children's wear market in China reached 145 billion. From the perspective of industrial life cycle, compared with men's wear and women's wear industry, children's clothing industry in China is still in the stage of growth, and has the characteristics of rapid growth of market demand and large growth space.

The growth rate reached 6.5% in 2016. With the opening of the second child and the upgrading of consumption, it is expected to maintain a compound growth rate of more than 5% over the next five years. The market size will suddenly rise to 150 billion in 2017, and the market will reach 196 billion 800 million yuan in 2021.

In the children's wear industry, children's clothing products are divided into 0 to 1 year old baby clothes, 1 to 3 year old children's clothing, and 4 to 14 year old children's clothing.

Baby clothes and baby clothes are often referred to as "children's clothes".

In the last 5 years, the growth rate of children's clothing is significantly higher than that of other categories and industries.

It is clear that Chinese consumers' cognition of children's products, categories, functionality and children's clothing consumption is slowly rising.

Because 0-3 year old infant's physical endurance is weak, the quality requirements for clothing are high, and children's clothing will greatly benefit from the upgrading of consumption.

At present, Barbara's children's clothing is the first brand in China's children's wear industry. With the accumulated reputation of many years, it has reached 3 of the market share of more than second children, but only 3.1% of its brand share.

The remaining 9 enterprises in TOP10 LIST failed to reach 1% of the market share.

It is proved that the children's wear industry in our country is highly dispersed, and the opportunities for future employment enterprises are not only the continuous market scale, but also the market share.

In developed countries, the brand concentration of children's clothing industry is low in China.

In the relatively mature markets of children's clothing industry, such as the United States, Japan and the United Kingdom, the average CR5 is about 20%, while China is one of the largest international markets for children's clothing industry, with CR5 reaching only 8.8%.

The low degree of industry concentration represents the fierce competition in China's children's wear market, and the brand is hard to get high popularity. It has a negative impact on the long-term development of enterprises. The future development opportunity of Barbara, the first brand in the industry, lies in improving the market share and improving brand awareness.

On the other hand, as a measure of the per capita consumption level of one of the core standards of children's clothing industry, the Chinese market still has a serious gap with Japan, the United States and the United Kingdom.

In 2016, the per capita consumption of children's clothing industry in China was only 16 dollars per year, while Japan as Asia's first came to 60.9 dollars, about 4 times that of China; and the average annual consumption per capita of the United States and Britain as the benchmark market reached 100 dollars.

The low per capita consumption level of the industry restricts the profitability, profit margin and scale of the enterprises in the children's wear industry.

Although Chinese consumers are gradually increasing their awareness of children's clothing, they are limited to China.

In the competitive environment, there is still a long way to go for the enterprises to raise their per capita consumption level to the level of Japan or European and American countries.

Although China's children's wear industry is still at a stage of growth and development, there is a certain gap with the mature market, but from the target industry growth rate and future industry development opportunities, it is predicted that China's children's wear market has great potential for development.

For enterprises, the future development opportunities lie in enhancing brand awareness and market share, promoting the upgrading of consumer consumption in the industry, upgrading the level of consumer consumption in the industry, truly developing from the ordinary brand to the Chinese well-known brand, and then to the internationally famous brand.

1) economic development

In recent years, with the development of the economy, the per capita disposable income of urban and rural residents has been increasing continuously, along with the rapid upgrading of consumption level, which has laid a firm foundation for the upgrading of children's clothing industry and the promotion of per capita consumption level.

According to the statistics of National Bureau of statistics, the per capita disposable income of urban households increased from 6280 yuan in 2000 to 33616 yuan in 2016, with an average annual compound growth of 11.06%.

The per capita consumption expenditure of urban households increased from 4998 yuan in 2000 to 23079 yuan in 2015, with an average annual compound growth of 10.03%.

Behind the high growth rate of per capita disposable income, the children's clothing industry will flourish and the international influence will be enhanced. For the children's clothing industry, it is the most solid step for them to have a good grasp of China's largest market in the world.

2) demographic dividend

With the "80" and "90s" entering the peak period of marriage and childbirth, the upsurge of the newborn has further promoted the rapid growth of children's wear industry scale.

Compared with the overall development stage and trend of the apparel industry and the adult apparel industry, the children's wear industry has the growth rate and potential over the adult consumer market, and it promotes the children's clothing consumption to become brand and quality with high added value.

More than 30 years of family planning policy has led to a large number of 4+2+1 family structures in China, that is, 4 elderly people, 2 parents and 1 children. The full liberalization of the next two child policy will produce part of the 4+2+2 structure.

Such a family's population composition, coupled with the continuous improvement of per capita income, has led to the rising status of 1, giving birth to a new culture dominated by children.

70- after 90, parents have strong spending power on their children.

According to the statistics of the National Bureau of statistics, the proportion of children aged 0-14 to 123 accounts for about 40% of the total expenditure in the whole country.

But at the same time, we should see that because the child has no economic ability, the main body behind the children's economy is their parents, that is, after 70, after 80, and the future generation after 90.

The quantity of children determines the consumption capacity of the market, and the consumption habits of parents determine the frequency and quality of consumption of the market.

Taking children's clothing as an example, 70- 90's parents have stronger brand awareness, higher color, style and quality, and more willing to invest in children. Children's clothing brand, specialization, quality and fashion trend gradually formed.

The opportunity for the development of the enterprises is to seize the opportunity in the new upsurge, enhance the brand and quality, expand the brand awareness and market share, and constantly promote the upgrading of children's clothing industry.

3) comprehensive second child policy

The two child policy in 2013 and the comprehensive second child policy in 2015 will continue to provide the core driving force for the development of the mother infant industry.

The total number of new born babies is about 16 million to 17 million a year. The implementation of the comprehensive second child policy in January 1, 2016 will bring an additional 300-500 million new population each year, an increase of about 30%, and the baby boom will continue for about five years.

Children's clothing as an integral part of the entire baby industry, the two child policy brings birth boom will continue to bring about 10 years of growth in children's clothing industry climax.

Industry's first brand: Barbara's internal and external troubles

Balbala brand is the children's clothing brand founded in 2002 by Semir dress, advocating professional, fashion, vitality, facing 0-14 year old children's consumer groups, products positioning in the middle class and small family.

By the end of 2016, Barbara realized a breakthrough of 5 billion revenue by a year-on-year growth rate of 26.52%, accounting for 46.88% of the total revenue of Semir group.

In the first half of 2017, Barbara achieved a 24.97% year-on-year growth rate and achieved a 50% break in group revenue. It became the pillar industry of Semir group.

In recent three years, Barbara has been developing at an annual rate of over 20%, far exceeding the average growth rate of the industry. With the market share of 3.1% in 2016, it has achieved the first brand of China's children's clothing industry with brand awareness and market share.

In 2016, Barbara set up 2 sub brands: Mongdodo and Marcolor, which aimed at different sub sectors under the price of about 10% of the main brand (Barbara), and realized Barbara's operation and development strategy in the multi brand mode of children's wear industry.

Barbara locates 0-16 year old children, and dreamland and Marca will break the age of 0-16 year olds again. Dreams are mainly located in older children's clothing (over 4 years old). The main selling points are comfort, safety and fashion.

And MacLean is mainly aimed at children's wear (0-4 years old), and selling points are basically the same as dreams. They are: safety, comfort, and new delicacy.

Semir group has carried out multi brand operation in the children's clothing industry with 3 brands of balbala, Meng Du and Ma Kai Le, but its main brand (Barbara) and its sub brand (dream and Maca LE) are highly coincident in target groups, core selling points, product categories and so on. They simply distinguish the price, but the price gap is not obvious.

No doubt it is reminiscent of whether Barbara has encountered development bottlenecks.

Although Barbara has maintained rapid growth from the financial point of view, based on the overall situation and competitive environment of China's children's wear industry, it is unrealistic to expect Barbara to get twice as much in a short time.

However, the Semir group's brand strategy based on price differentiation is not mature enough. It not only increases the competitive brand in the enterprise, but also reduces the turnover. It will also increase the group's operating cost and the difficulty of agent selection.

At present, the main core of Semir group's children's wear board is still upgrading its brand awareness and market share.

Balbala products have covered 0-16 year olds' clothing, children's shoes and accessories. They advocate the brand concept of "childhood is not the same", and provide children with fashionable and practical children's clothing products, which can be applied to different occasions and activities, so that children can enjoy a happy childhood.

In terms of age, Barbara products are divided into children (0-2 years old), You Xiaotong (3-7 years old), and Zhongda (7-14 years old).

And from the product category, including: outgoing clothing, household clothing, sportswear, accessories, shoes.

Among them, children's clothing is more partial to functional distinction, such as outgoing, eating, sleeping, and wearing (underwear); while 3-14 year old You Xiaotong and Zhongda children tend to differentiate the design style. Barbara subdivides different design styles according to the preset scenes of wear, such as: restoration of ancient sports, sprouting baby, retro college, literary and art gentleman, making an interpretation of its brand concept "childhood is not the same".

At the beginning of its establishment, balbala made use of the design resources of Semir group to subdivide the children's wear scenes. Combined with the prevailing trend, it advocated the brand idea of "childhood is not the same", designed different styles of products, changed the traditional children's uniform and designed the old image.

The move also allowed Barbara to quickly take a firm foothold in the Chinese children's wear market and boost market share to become the overlord of the children's wear industry.

However, looking at Barbara's entire product line, we will find that all products lack identifiable identities of link brands.

In the course of development, the majority of garment enterprises promote the consumers' cognition of different product categories through the recognizable LOGO and design, and form the scale influence on consumers, and finally become the clothing brand.

In the children's wear industry, brands such as Nike Kids, Adidas kids's three bars are recognized through the recognizable LOGO, such as Nike, the brand, such as Muji's sex, and the brand of fans with fixed fans, such as snow white.

In the future development of Barbara, the unified planning of all its product lines will form a unified LOGO, design style and cartoon image that consumers can identify. It will help balbala to enhance its brand influence and market share.

Just like the vast majority of brands in the clothing industry, balbala's sales channels also seek full coverage and full coverage, from flagship stores, experiential shops, super franchised stores and franchised stores to online platforms such as Taobao, Tmall and Jingdong.

As of 2016, Barbara had more than 3000 stores nationwide, ranking the first in China's children's wear industry.

1) offline channels: one-stop experience

In the offline channel, Barbara continues to strive to enhance the competitiveness of the channel and enhance the image of the brand terminal store, and develop brand marketing activities of consumer interaction to further enhance brand influence and consumer experience.

Since 2010, Barbara has launched the children's product line, accessories product line and children's shoes product line. It has launched the fifth generation of new image shops and cartoon images, and opened the first new flagship store in Wu Ma Street.

Balabarali Tu is building a one-stop shopping platform with high image and high attractiveness for children's wear online to enhance brand awareness and market share.

2) online channels: main and subsidiary brands.

With the continuous development of the electricity business, Semir group in 2016 double 11 has gained over 80% growth, reaching 650 million yuan sales, Bala Bara firmly live on the line mother child clothing brand first.

The main brand (Barbara) occupies the flagship store of Tmall in the direct line of balbala. Through the leadership position of Tmall in the comprehensive e-commerce platform, the flagship store is drained and set up an image; and the sub brand (dream many and Macal) choose to stand on the Jingdong side.

This practice of different platforms for the main and subsidiary brands seems to be a strategy adopted by Barbara to avoid competition between the main and subordinate platforms on the same platform, but the actual effect is doubtful.

At present, Barbara's problems in the channel still lie in the unclear distinction between the main and the subsidiary brands.

The three brands all use the independent offline terminal store + independent online platform mode operation. Although the main and subordinate platforms have made a distinction in the choice of the electronic business platform, but the information pparency and high pmission efficiency today, the actual significance is not obvious.

Barbara's high similarity operation mode for the main and subsidiary brands is bound to cause the interaction and competition among the brands, resulting in the loss of the main brand (Barbara).

In the Red Sea market of China's children's wear industry, the brand of children's clothing constantly emerging in China has brought a lot of competitive pressure to balbara, which is still growing and has not had enough brand influence and market share.

Founded in 1999, in the 18 years of development, enear children's clothing has characterized the elegance and popularity as well as the characteristics of elegance and comfort. Through the excellent quality and quality and comfortable fabrics, we have positioned the high-end market of children's clothing industry.

By the end of 2016, there were 1458 stores, including 970 direct outlets, accounting for 24.32% of the business revenue.

In the middle of 2017, Ann's children's clothing was listed on the Shenzhen Stock Exchange's A share market, and reached an annual revenue of 484 million yuan by a year-on-year growth rate of 11.65%.

Throughout the product line of Ann's children's clothing, although the product category and design level are roughly the same as that of the industry's leading brand balbala, but the price of the product is higher than that of Barbara in terms of the quality and fabric of 10%~50%.

The price of high-end products has brought a considerable gross margin to the children's clothing, which exceeds the gross profit margin of Barbara (42.57%) by nearly 20%, reaching 59.77%.

A thorough study of the supporting power of the high-end positioning in the children's clothes is nothing more than:

1) product quality advantage

The company always adhered to the brand concept of safety and comfort. In order to lay the foundation for product development, we should carry out tracking monitoring and process control from the selection of fabric yarn to the entire manufacturing process such as weaving, printing, dyeing, finishing and garment processing, so as to ensure that the process of dyeing, printing and finishing all use environmentally-friendly dyes and safety auxiliaries. It is committed to bringing "different comfort" to the majority of children and consumers, creating a safe, comfortable and healthy wearing experience.

2) design and research advantages

The company's design and research team focuses on children's clothing industry for nearly twenty years. After continuous and long-term exploration and innovation, it has accumulated rich and profound industry experience, and has in-depth and unique research and understanding of children's clothing industry.

The company takes comfort and safety as the core elements of product development, and researches and accumulates innovative fabric utilization, product design and technology from the perspective of children's healthy growth and clothing needs of free movement.

At the same time, Ann children's clothing and Disney cooperate to find Jia Nailiang endorsement, through Disney's IP (Star Wars), and star influence, make full use of the fans economy, promote brand awareness in the consumer.

3) quality control process

In the R & D stage, Anne regularly carries out the training of children's safety design standards for designers. In terms of style design, there is no potential safety hazard after testing, and can be delivered to production. In terms of fabric selection, the products are all made of high quality fabrics, printed and dyed, all of which are circular dyes, ensuring that the chemical composition of fabrics does not exceed national and industrial standards.

At the stage of fabric production, he dispatched on-site quality inspection to the main suppliers of accessories, and carried out the appearance inspection of the finished products, and sent samples to the designated third party quality inspection and inspection institutions to carry out the internal quality inspection, and confirmed that the indicators met the quality standards.

In the stage of ready-made garment, after the fabric reaches the processing plant, the water washing test is first conducted by the processing plant to ensure that the shrinkage rate of the fabric is within the prescribed range. In order to ensure the product quality and delivery time, he dispatched on-site quality control personnel to the processing plant, on-site process guidance, problem solving, and the whole process tracking monitoring and garment inspection; after making the garments, the company sampled the garments and obtained the product testing reports to ensure that all the indicators met the quality standards.

After the garments are inspected, they will be sent to the main warehouse of the company. The quality inspection teams, which are independent of the quality department, will accept the garments, and then distribute them to the sales terminals according to the listing and delivery plan.

It is precisely because of the constant pursuit of product structure, design and production technology at different stages that he can support the high-end positioning in the Chinese children's wear industry and gain about 1% of the market share in the Red Sea market, becoming the second brand in the industry.

With China's accession to the WTO and the development of the market, a large number of international brands with strong influence in the international market have entered, and children's clothing industry is inevitably becoming a battleground.

Famous international brands, such as ZARA, H&M, GAP, UNIQLO, NIKE and ADIDAS, have opened up children's wear lines in the Chinese market, splicing their influence in the international market, bringing a lot of competitive pressure to balbara, which is still growing and has not had enough brand influence and market share.

As a world-renowned sports goods brand, Adidas has expanded more than 500 children's wear stores in China, and has children's clothing platforms such as Tmall and Jingdong.

Through Adidas's strong brand awareness and influence in the international clothing market, Adidas kids has promoted its success in the Chinese children's wear market, ranking the first in the international brand market by about 0.7% of the market share.

Although Adidas kids entered the Chinese market later than the domestic brands such as Barbara and ANN, and the brand operation did not carry out large-scale investment, it could still occupy the future. The main reason was not only the original influence of the brand, but also the following:

1) product technology

Since its inception, adidas has been focusing on product innovation as a driving force for development, and gradually accumulates technology in adult clothing and gradually puts it into the children's wear industry. In the competitive market of Chinese children's clothing, it always leads by technology, so as to achieve product differentiation.

From raw material procurement to product delivery, Adidas kids follows international standards.

The main fabric materials for producing garments are mainly advanced materials such as "nanoscale" which are not available in other garment enterprises, and the thickness is only 1/50 of the hair.

2) market segmentation

Adidas kids is mainly targeted at children with 104cm-140cm between height, and the height corresponding to the age group is 4-12 years old. In its product positioning, Adidas kids insists on positioning high-end sports equipment with its group quality resources.

At the same time, the choice of online channels is mainly based on the brand stores of large shopping centers, and the discount sales promotion activities are significantly less than the domestic children's clothing brands.

3) high brand awareness

Adidas has a strong reputation in the international market, and will continue to invest in marketing, expand its influence and make a difference with other brands.

For example, in 2008 Beijing Olympic Games, Adidas promoted its popularity in the Chinese market through a series of marketing activities, and laid the foreshadowing for its involvement in the Chinese children's wear market.

Moreover, Adidas is willing to invest heavily in sports organizations in China and enhance the awareness of Chinese consumers through their Reference Group influence.

Although Adidas kids positioning high-end sports equipment, and its product line is not rich compared with the domestic children's wear brands, but with its accumulated international influence and product technology in the field of adult sports equipment, it has established an obvious competitive advantage for Adidas kids in the high-end market.

At the same time, high-end positioning and high price sales also bring huge profit margins to Adidas kids.

6, IP operates Disney's children's clothing and wants to overtake corners.

Referring to IP operation, we can not fail to mention Disney. Through the creation of animated IP, we make full use of the fans economy, make the IP image product and extend it to many industries and multiple categories, and finally achieve the Disney empire.

Among them, Disney's products include Disney's children's wear, Disney's luggage, Disney household products, Disney's plush toys, Disney electronics, Disney jewelry and other industries.

At present, Disney has more than 3000 authorized companies worldwide, selling over 100 thousand products related to Disney cartoon characters, and more than 100 authorized dealers and more than 1200 sales counters in mainland China.

From the success of Disney, it is easy to find the successful IP image and great appeal to the product. So how can we establish a successful IP?

1) IP content

First of all, Disney will make video production for IP, and enrich the content of IP image through the construction of background story.

For example, the lion king in 1994 and the toy story in 1995 not only created box office revenue for Disney, but also made the derivative products popular among consumers.

2) multi category coverage

The little girl in the pattern clothes had spoken English class in Disney's English class for a whole morning, and the course was Mulan's dialogue. After that, she took a happy afternoon playing in the Disney's paradise, bought a key chain souvenir from Donald's restaurant, and ate the ice cream in the theme restaurant of Disney. The most delicious thing was ice cream. In the evening, she returned to a house full of bass light year wallpaper and watched a little bear Vigny cartoon. After using the bathing bathing kit, she covered the sheets with the little mermaid, and slept with the sage dolls, and made a dream about the princess and the prince. Suppose a scene: a weekend, wearing Mickey Mouse.

Disney's story has been seamlessly matched to the life of more and more children as it grows and subdivides the layout of the IP industry chain.

How to break out of the way of Barbara billion?

At present, Barbara has established the brand's leading position in the Chinese children's wear industry with the advantage of magnitude.

However, at present, there is not a single enterprise in China's children's wear industry that can achieve billions of revenue. So how can balbara learn from it, find new profit growth points, and achieve a breakthrough of ten billion level.

With the implementation of multi brand strategy in the children's wear industry, Barbara has also become a comprehensive commercial brand under the group's line, which integrates creativity, early education, training, leisure, entertainment, shopping and experience into one, including children's cultural creativity, children's social experience, children's growth experience, children's fashion experience, children's leisure experience and children's joyful experience.

It is a new attempt for the group to develop the industry in an appropriate and diversified way, aiming at finding new profit growth points in the life commercial complex under the theme of children.

Dream town is a children's city where 3-12 year olds are committed to building.

Currently in the experimental stage, the first property is located at No. six Hongqiao Road, Wenzhou, 1189, covering an area of 32 mu, with a total construction area of 50 thousand square meters and a total investment of 2.5 billion. It integrates cultural creativity, early education, training, leisure, entertainment, shopping and experience into one, and is committed to providing diversified growth ways for children's growth.

Dream town is divided into six major experiential centers: Children's cultural creativity, children's social experience, children's growth experience, children's fashion experience, children's leisure experience and children's joy experience.

However, whether it is cross industry development, brand diversification, or multi brand strategy, Barbara is constantly experimenting, but the new sustainable structural profit growth point that really belongs to Barbara is still unclear.

For Barbara, whether it is to rebuild a Semir, or to break through billions of roads, the most effective thinking and breakout is to see how those who have been hovering around for five billion years have finally broken through the billions of benchmarks and how to do it. Maybe there will be some thinking and development. Combined with their own stages, resources, genes, external environment and industry opportunities, it may be easy to find solutions and breakthroughs.

1, men's wardrobe - Hai Lan's home

Revenue in 2014 was 12 billion 300 million, revenue was 15 billion 800 million in 2015, and 17 billion in 2016. In 2017, it was the 62 most valuable brand in China, 100 in Brandz.

At present, Hai Lan's home has 5500 offline terminals, and has continuously enriched product category and product diversification, and the offline terminal has gradually developed into a one-stop shopping platform for men's wear.

At the same time, with comprehensive electricity supplier as its development goal, we have opened a brand flagship store in Tmall, Jingdong and other domestic e-commerce giants.

1) mass menswear brand - precise positioning

At the beginning of the brand building, Hai Lan's home was located in the market of men's wear and clothing, with men aged 18-35 years old as the target customers.

Compared with other niche markets, the mens men's market has obvious features such as large market scale and high consumption frequency. It lays the core foundation for the growth of Hai Lan's home.

In the development of regional market, Hai Lan's family has carried out the regional layout quickly with the policy of "direct operation" and "stock repurchase", so as to realize the penetration and penetration of the regional market.

In the agent development policy of the "direct sale" agency, after the franchisee pays the franchise fee, the Hai Lan House will manage the shop of the agent by the headquarters, avoiding the negative impact on the brand due to the different levels of the agent franchisee in the rapid development of the brand.

The "inventory repurchase" is the preferential policy implemented by the Hai Lan home for the terminal under the rapid development line. When the product is still not sold in more than two marketable stores in the terminal stores, the inventory will be repurchased by the suppliers of the terminal stores.

Relying on the precise positioning and the grasp of the pain points of investment promotion mode, Hai Lan's home has become a famous brand of Chinese men's clothing rapidly.

2) Hai Lan's home based on fashion to younger pformation

Facing the change of market consumers, Hai Lan's product design and advertising marketing have also made great changes, and gradually focus on the market of young consumers.

In 2016, Hai Lan's family tried its best to pform its brand into a younger one.

Subway rainbow wall creative marketing, and Oriental dream factory jointly create Madagascar series, invite fresh meat male god forest to update to become brand image spokesman, etc., all without exception, Hai Lan's home based on fashion to the younger pformation of the determination.

In the development process of Hai Lan's home, from the precise positioning, terminal layout, brand younger and other market strategy, and then to open up the popular men's clothing market upstream and downstream industry chain: such as raw materials, logistics and other links, from the ordinary clothing factory, eventually achieved the leading position of Hai Lan's home in China's men's wear industry.

3) upgrading of "brand + platform" to "service oriented manufacturing"

Hai Lan's "backing" Hai Lan group first put forward a new concept of clothing production in China, that is, the research and development of clothing started from the most primitive wool, thus leading the domestic garment industry to form a complete industrial chain from wool to clothing products.

It is with such an industrial chain that the product of Hai Lan's home can experience the most pure circulation. From pasture to workshop directly to stores, every link is its own resources, and no middlemen are involved, so as to effectively control the cost and quality of products.

At the headquarters of Hai Lan home, there is no clothing equipment and clothing workers. The largest building in this area is 24 highly intelligent logistics warehouses, which send 930 thousand clothes supplied by suppliers to more than 5500 terminal stores nationwide.

In 2015, the Hai Lan home sold 25 million pairs of trousers, 28 million T-shirts and 19 million shirts.

Most of these goods are shipped to the logistics center of Hai Lan home by more than 200 suppliers from all over the country.

Fully automated distribution lines instead of traditional production lines become the central nervous system of Hai Lan's home.

From an ordinary garment factory to the leader of China's clothing home textile industry, Wuxi Jiangyin Hai Lan's household has built up a new business mode of "brand + platform" for 15 years. It has successfully occupied the commanding heights of the industrial value chain, and has completed a magnificent turn of traditional manufacturing enterprises to "service manufacturing" enterprises.

2. Latecomers on Anta Sports

In the Chinese sporting goods brand, Anta, as a latecomer, successfully surpassed big brother Lining in 2011 and became the leading brand of sporting goods industry in China. In 2016, it ranked fifth in the global sporting goods market.

Looking at Anta's revenue in the past 6 years, in addition to the impact of the economic environment in 2012, it has maintained a high growth rate of about 20%. In 2012, its revenue was 7 billion 620 million, 2013's revenue was 7 billion 280 million, 2014's revenue was 8 billion 920 million, 2015's revenue was 11 billion 120 million, 2016's revenue was 13 billion 340 million, and the Anta Anta Zhong Zhong reported another record, and its revenue exceeded Lining's 2 times profit 7 times, and realized the brand value of nearly 100 billion.

Compared with the longitudinal industry chain expansion of Hai Lan's home, Anta adopts horizontal multi brand strategy expansion, though it has different ways, but has reached the leading industry in its respective fields.

At the beginning of brand development, Anta did not choose to compete with the high-end market of international brands such as NIKE and Adidas through the prediction of the market environment and the future development trend of the industry, nor did it choose to compete with the low-end market of domestic brands, such as XTEP and Anta.

Anta realized the rapid growth of its brand with low price, high cost performance and rapid regional coverage. In 2011, when its revenue surpassed Lining successfully, through the horizontal expansion in the industry, it filled its own product line blank with multi brand strategy.

Through the Anta children and FILA KIDS brand, the children's sporting goods industry is cut into; the acquisition of FILA fills the blank of the brand in the high-end sporting goods market; the operation of DESCENTE and KOLON fills the gap of the high-end segmentation market.

Whether it is the longitudinal industry chain development of Hai Lan's home, or the development of Anta's horizontal multi brand strategy, it can be used for reference. But how to choose a comprehensive and efficient way to break through billions of dollars from the existing experience is the most important key point.

According to Kun Kun's practice and theory of guiding and serving tens of billions of brand enterprises and hundreds of billions of platform enterprises over the years, the development of enterprise groups can not be separated from the four paths of "structural efficiency", "horizontal regulation model", "vertical industry chain type" and "horizontal vertical platform type".

For Barbara, the first way of "structural efficiency" has been implemented through the upgrading of brand image and the one-stop shopping platform for children's clothing.

Moreover, judging from the current operating conditions of the group, it is difficult for the group to enhance its internal structural efficiency to become a Barbara profit growth point in a short time.

Therefore, on the way to break through billions of revenue, Barbara needs to achieve the "horizontal regulatory model" and "vertical industry chain" expansion to achieve the platform's development.

In balbara's horizontal expansion, multi brand strategy and regional market penetration are the 2 suggestions.

In Barbara's children's clothing industry brand matrix, Barbara positioned high-end, while maccard and dream many of them through low price, occupy the middle end positioning.

However, as mentioned above, the 3 brands have no obvious difference in product design, terminal and market.

At present, Barbara's multi brand strategy is undoubtedly the main brand (balbala) to create internal competitors, reduce market share, long-term development is not conducive to enterprises in Chinese children's clothing.

Competitive advantage is maintained in the competitive environment of internal and external troubles.

For the multi brand strategy, Barbara needs to reorganize the current multi brand strategy, but still uses the balabbara brand to occupy the middle and high-end market, and gradually collects the current channel resources of its own brand and its dream.

For Barbara's current blank high-end and low-end market, in the low-end market, it is not recommended that the group layout, compete with many three line brands and Amoy brands.

In the high-end market, it is suggested to acquire or mature mature brands in a more efficient way, so as to achieve rapid coverage of brands and products, and ultimately achieve efficient and maximized utilization of group resources.

In the layout of the regional market, balbala is advised to carry out the strategy of "penetrating and penetrating" to achieve high-density regional coverage of terminal stores and achieve large-scale influence, from the current 1000 terminals to the Wanjia terminal.

At the same time, we should differentiate regional markets and open more shops in the first and second tier cities to achieve high-density coverage and large-scale influence.

For the three or four line cities and villages with small scale and weak consumption capacity, the main purpose is to open up large stores, convey brand image to local consumers, and establish brand influence.

The joint development of the integrated e-commerce platform and vertical e-commerce platform on the online platform is also the focus of the balbala channel layout.

Through the layout of multi business platforms, we can enhance the proportion of brands on the online channels, and increase the rapid exposure of brands, multiple target groups and many target markets.

In balbara's horizontal expansion, the re combing of multi brand strategy, the brand layout of the blank market and the market segmentation, and the channel layout of the online terminal and online e-commerce platform will probably become an important profit growth point for the bala Bara to break through billions of revenue.

4, the vertical extension of Barbara.

On the other hand, combined with the experience of the development of Hai Lan home, through the integration of the upstream and downstream industry chain, enterprises can achieve a breakthrough in the billions of revenue, and it is also a way of development for Barbara.

In the upstream industry, raw materials are currently one of the key breakthroughs in the clothing and textile industry.

Barbara, through combing the raw materials of the current products and the needs for diversification of raw materials in the future development, can first consider stocks, acquisitions, resources and raw materials production plants, and then to further intervention in cotton production base and wool production base, through in-depth integration of upstream supply chain, reducing intermediaries, flat channels, thereby reducing product production costs, improving product quality and product profit margins, and achieving brand growth in China's children's clothing market share.

At the same time, raw material supply for other brands is also likely to become a new profit growth point of Barbara group.

In the lower reaches of the industry, we will build our own group operation system. From the store operation, warehousing management, and the establishment of the logistics system, we will create a professional operation and service team for the Chinese children's clothing industry. We can not only make better brand operation and agent management within the group, but also distribute the marketable products to the national terminal stores at a faster speed, so as to realize the efficient circulation and quick replenishment of commodities, mobilize the enthusiasm of agents, and speed up the layout of brand terminals.

Outgoing and exporting services to other brands, through the collection and differentiation of service charges, increase group revenues and reduce the competitive pressure of private brands, thus becoming a new profit growth point for the group.

Children's wear in China

Although Barbara has undoubtedly become the first brand in the industry, but in this red sea market, Barbara still faces the competitive pressure from domestic competitive products and international brands all the time. Perhaps there is a slight difference in the decision-making process, which will lose the dragon head of the industry.

Only when the group strategy is upgraded in a timely manner, can we find a new profit growth point from the "horizontal regulatory model" and "vertical industry chain" mode in combination with the relevant cases in the relevant industries, and achieve rapid breakthroughs in the group size and gradually develop to the vertical and horizontal platform group.

Leading position.