Semir'S Children'S Clothing: What'S The Mini Balabala Growth Rate?

Semir group's determination and attitude to force children's clothing is beyond doubt. It has cleared the way for the development of children's clothing and opened up a battlefield.

In October of this year, Semir bought all the assets of the European children's wear brand Kidiliz group with 110 million euros in cash, and became the second largest children's clothing company in the world.

Balbbara, the leading enterprise of children's wear, has been sitting on the throne for many years. In recent years, it has also cultivated its own "MiniBalabala" and "many dreams". However, the two assistants are still worth investigating.

Part1: how much resources do Mini Balabala of "aristocracy" have?

Refer to Mini Balabala, a set of data and a history first to understand the origin of mini Balabala.

In 2016, Semir chairman Qiu Guangding made a small goal: in 5 years, Semir's target is close to 80 billion.

When the news came out, countless peers cast doubt on it.

But to see Semir's achievements over the years, it is very likely that the bull that he had blown in the past would be realized.

In 2017, Semir group reported that children's clothing accounted for over 51% of their income.

It can be imagined that the confidence of Semir group chairman came from the children's wear section.

Semir's children's clothing brand balbara, balbala subdivided two sub brands: Maca le and dream many, of which the Maca Le is Mini Balabala.

Founded in 2013, MiniBalabala is an infant clothing brand of Semir clothing, focusing on 0-4 year old baby products and clothing.

In July 2015, MiniBalabala was officially upgraded to MarColor Maca, a consumer group for children aged 0-7.

The two sub brands face different sub sectors under the price of less than 10% of the main brand (Barbara), and realize the development strategy of Barbara in the multi brand mode of children's wear industry.

Part2:Mini Balabala is not "mini".

The remarkable achievement of Mini Balabala is this year's performance.

According to the latest internal data of children's wear observation, the online income of minibalabala2018 between January and October was 120 million, accounting for 0.4% of the market share, with a growth rate of 189.7%, and its growth rate can be ranked first in the statistics. MiniBalabala 2018 revenue will exceed 400 million.

Online revenue growth is almost 2 times, and in just a few years, revenue is over 400 million.

Every data is dazzling. What exactly has it done?

Product positioning is accurate, make up for outgoing service blank.

Mini Balabala positioning distinguishes itself from the main brand Barbara and also identifies the blank areas of the market.

MiniBalabala whether it is 0-4 or 0-7 years old, the main position is still outgoing clothing.

In the field of children's wear, children's clothing is basically blank, so the positioning of MiniBalabala is advantage.

Online data arrogant, Mini Balabala as Semir electric double 11 last year, a dark horse, and once again give joy.

MiniBalabala Tmall flagship store only used 28 points to last year's total sales of double 11 days, and won seventh Tmall children's clothing category with 75 million 570 thousand yuan eye-catching performance. Compared with 18 last year, it rose 11, up 172% over the same period last year.

The strategic layout of Mini Balabala is mainly online, and its performance is attracting attention.

In 2018, MiniBalabala Tmall flagship store developed a sales target of over 200 million million shops and fans.

Joint multi platform, publicity campaign.

In order to achieve sales targets, MiniBalabala flagship store, in addition to activities such as Juhuasuan, Amoy rush to buy and other platforms, has actively participated in various marketing activities, such as: hand in hand with Hunan satellite TV for entertainment activities, cooperate with the popular IP such as Jurassic, little horse Bao Li, and open up online and offline KOL joint interaction.

Focusing on its own content operation, it started deploying the content matrix at the end of July. It plans to put double 11 list and post in public domain and private domain content channel, so that the content can be exposed in the early stage.

In addition, on the content operation section, MiniBalabala grabbed the live bonus, vigorously developed its own anchors, and planned a series of interactive live broadcast archives. During the double 11 period, the anchor competition took place from the top 140 of the maternal and infant peak to the top 11 TOP10.

Part3: is the strategy of "each king" smooth sailing?

The strategy of Semir group is very clear. Its intention is to separate the main and subsidiary brands, and to be responsible for their respective fields.

However, in practice, the boundaries of the main and subsidiary brands are slightly blurred, which brings crises to the developing MiniBalabala and dreams, and also brings trouble to the main brand balbara.

The main and subsidiary brands are blurred.

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.

It not only increases the competitive brand in the enterprise, but also reduces the turnover. It also causes the risk of increasing group operation cost and agent selection difficulty.

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

Under the line propaganda is small, divide the Barbara market.

MiniBalabala's offline channels still rely on Semir group's children's main brand balbala, and lack the propaganda mode like online, especially Tmall platform.

Its brand recognition is based on Barbara, which is undoubtedly a source of competition with Barbara.

There is no independent propaganda branch, which is not optimistic for Barbara and MiniBalabala.

Barbara extends two sub brands. On the one hand, it has perfected its industrial chain of children's wear, which broadened the development channels for the development of children's wear of Semir group, but on the other hand, the boundary between multi brands is not clear, and it is easy to compete for the market.

In the context of declining birth rate, the stock market is certain.

Children's wear brands are looking for increments in the stock market. Ying Shi, David Bela, and ANN are constantly making efforts, and the competition is more intense.

Whether MiniBalabala will become Barbara's assistant or rival depends entirely on his strategy.