How Does CFO Share Its Brand With Consumers?

Fashion is truly "Esperanto". Wherever it goes, it can resonate. The fashion industry is one of China's largest "sunrise industries" and breeds endless opportunities for entrepreneurship, innovation and investment.

In April 12th, entrepreneurs, entrepreneurs, investors, managers and designers from the forefront of the industry gathered together to discuss the practical issues and future trends of China's and global fashion industry's innovation, entrepreneurship and investment mergers and acquisitions, and from a variety of perspectives, they also advanced the fashion brand's "creation, development and evolution" step by step.

The global fashion industry focuses its attention on the new consumption force represented by the millennial generation. Both luxury brands, fashion brands, Internet brands and cutting-edge designer brands want to touch and touch younger generation consumers with more innovative and unique products through diversified channels, and establish a deep emotional connection through continuous dialogue with Ta.

Zhu Qian, Jiangnan Buyi group CFO

Mr. Zhu Qian joined the Jiangnan Buyi as chief financial officer in November 2013. He was mainly responsible for the group's overall strategy, business planning and development, finance and operation management. Since November 2014, he has been responsible for the distribution of JNBY, CROQUIS, JNBY by JNBY and less brand in Jiangnan Buyi, and JNBY by JNBY brand self operated business management. Zhu Qian has over 13 years of experience in auditing and financial performance. He worked in PWC before.

The main business of Jiangnan cloth is to design, promote and sell fashionable clothing, shoes, accessories and household products for ladies, men, children and teenagers. It owns JNBY, CROQUIS (sketch), JNBY by JNBY, less, Pomme de Terre (Peng MA), JNBY HOME and other brands.

"In fact, the insight into the age of consumers is not my particular concern. The biggest psychological hint that JNBY group, including the two founders, brings to me is that age is not terrible. I first knew that Jiangnan cloth was because my mother was a fan of Jiangnan Buyi in 90s, but now she is still our customer group. As far as the insight of consumers is concerned, different brands have different fans groups. Wherever you have fans, there are channels for you to shop.

There is no concrete logic behind the development of our group's category, and we take the market demand as the starting point to consider the problem. For example, we think that men's clothes are too plain in the market, so they want to make men's clothes with a sense of design, so they introduce a men's clothing brand.

There are two important points in the internal culture of a group: one is very encouraging innovation, and even I think that innovation has become the soul of Jiangnan Buyi group; the two is that our internal organizational structure will not set a limit to anyone's management radius, for example, when I take out my business card, everyone will think that I am responsible for seeing the data every day, but I am also responsible for negotiations with the mall, sales and so on. I have my own understanding of "F". CFO can be Chief Fashion Officer.

A phenomenon that I have recently observed is that some professional backgrounds and less fashionable people actually want to be fashionable, but do not know how to change. At the same time, they also claim to be busy and have no time to shop for goods. So I was thinking, when it comes to channels, it is only online or offline. Can we not create a new scene to meet the needs of these people? Since they do not have time to shop and do not want to go shopping online, then I will find some fashion designers to give these people 3~4 different styles and then send them to their home or office by box. The consumption scenario is neither online nor offline, it may be in the office or at home. Besides, I feel that consumers respect this value-added service in the process, and they are willing to adopt this shopping method. "

Zhuang Zhilin, global brand director of Unilever

Ms. Zhuang Yilin has 16 years of rapid consumer company marketing experience, has served Dove, Li Shi, Paris L'OREAL and other personal care and cosmetics brand, the team has won the "Ai Fei" China advertising gold medal. At present, it is responsible for the promotion of Dove brand in China.

Dove, the world's leading personal care brand, was born in 1956 and is now marketing in more than 140 countries. Its products include facial, body, hair, baby and men's exclusive series, which has gained the same reputation in China as the product of "Dove, which is more nourishing than milk".

"I worked in Unilever for 16 years, and 8 of them were in Dove brand. Why does the brand of Dove take the route of feeling? It is actually a performance bottleneck that we encountered in 90s. At that time, the 30 year old Dove was facing the problem of brand aging. The young people did not love our brand, so the management launched the consumer insight activities. After receiving a lot of research and feedback, it launched the "Real Beauty", which is in line with the original idea of the brand. In 1957, in the market of alkaline cleaning products, Dove launched a new fragrance block with both emollient and cleaning functions, which was welcomed by the market.

Our brand has three principles that are not subversive.

First, our advertisements only use real women and never use star models, because all the star models are professionally trained, and their facial expressions in front of the camera will become professional or unintentionally professional, rather than real, although they will be a little timid when facing the camera, but that is the most real and beautiful appearance.

Second, in the entire process of advertising and production, these women have to organize their own language to tell stories in our advertisements or promotional films, and we will not provide them with written lines. Other details are also true. For example, the clothes they wear on the day of shooting must also be their own. In accordance with their own style, we will not provide modeling services for them.

Third, we are concerned not only with mature women but also with young people. According to a large number of surveys, we find that the biggest enemy of girls when they enter society is their self-confidence. We find that helping girls build self-confidence when girls are about ten years old can help her in social life, work and even in the future. Therefore, we will start to pay attention to these girls from the teenage years, and this is purely public welfare, which has nothing to do with sales volume. We now have a 14 year Dove self confidence development plan in the world, and entered China in 2018. Now, China has begun to undertake the project of self confidence class for 11~13 year old junior high school girls.

In the eyes of the outside world, we seem to have done many activities that do not aim at sales. But from the brand perspective, we are actually deepening the user's brand experience. Our fans are divided into two categories, one for products and the other for brands. Of course, these two kinds of intersections will intersect. I think the former is a loyal user who has been precipitated before. They like our products, fragrance packaging and skin feel after use. But now more and more young people pursue products such as color value, packaging, environmental protection and so on. These are also our efforts to improve. When we achieve these needs, we still need to pull consumers into their familiar scenes and experience Dove products from beginning to end.

For example, when we released "let us see" this new activity in London in March, we invited many KOL from 150 countries to open a Dove trip from their hotel. The first thing we saw in the hotel room was the theme of the activity written on the toilet mirror, and then we saw a piece of Dove perfume with their name on the washing table, and then on the desk or bed, they placed small objects such as water cups for the next three days. In the future, Dove will hold more such activities, and participants will continue to expand. From KOL to consumers and even to future men, they will become our brand experience officers. "

Xu Cong, managing director of fashion.

Xu Cong once served as general manager of fashion group in the fashion group. Now he is the managing director of Beijing fashion road brand management Co., Ltd. Years of experience in integrated marketing, fashion, cultural industry and brand strategy. In the past fifteen years, from scratch, Xu Cong has created nearly 100 outstanding market communication teams for fashion group, and pioneered the marketing of media industry. In addition, the team led by Xu Cong also pioneered the crossover, fashion and retailing of fashion and stage dramas, as well as the field of cross border art licensing.

"Before I entered the field of fashion, I had been working in the field of marketing. During the process of helping brands to come up with various ways to arouse consumers' sympathy, I felt that the new generation of consumers was like nomadic people on the grasslands. Their consumption behavior was very difficult to analyze the characteristics through data. They were" wandering communities ". Today, in one place, one day, they are suddenly influenced by some factors and spanferred to another place. Of course, their consumption habits also bring more opportunities to many new brands. In the past, too many resources, markets and so on were monopolized by big brands, and little brand opportunities were few. So for the new brand, now is a very good era, it is precisely because they are willing to try new brands, only to achieve the so-called explosive products on many platforms nowadays.

I think young people's mentality is very interesting now. They have a sense of rebellion. I found that in the process of commercialization of museum art IP, it is precisely because something is very old, and now it has been taken out, it has become a new thing, which makes people feel very interesting and worth pondering. Now that young people want to relate to old things and express their rebellious spirit, they will have a high degree of acceptance of IP. I think the new generation of consumers is a group of scattered, highly valued groups. Your products must resonate with them and find a point that can move them, so that they can impress them. Therefore, it is also more difficult to establish consumer loyalty in this era.

I think now is a retail 3 era, that is, the retail environment needs and products are highly unified. Consumers entering a scene can feel the brand's expression 360 degrees. The first retail 1 is to open a luxurious and exclusive store. The development to 2 is to cover many categories and comprehensive buyer shops.

As far as art crossover is concerned, I think there are two points to note: first, choose artists or works whose temperament is related to the essence of their own products, instead of saying that they choose to use their works just because an artist or his works are famous. This is the least acceptable practice for me; second, this matter should be continuity, and it can not be finished without a case. In fact, this is something that needs to be done continuously, such as doing it once a year or every product season, forming a habit to let consumers form a sense of following, so that they will look forward to your next action.

As for the effect of artistic IP crossover, we also have data support. According to the survey, more than 74% of the brand and art IP cross boundary product sales increased by more than 20% compared with the original product.

Ding Qiao, the founder of fish

Ms. Ding Qiao is a continuous entrepreneur of 90 consumer goods. She graduated from University of Pennsylvania, majoring in philosophy, politics and economics, with a minor in consumer psychology (Walton) and music. At present, he is working on MIT master's course in supply chain management. She is good at explosive marketing and used to be the general agent of China's net red brand GLOV. Fish is the cat food brand of Duji (Beijing) Biotechnology Co., Ltd.

"As far as consumer observation is concerned, I want to talk about my psychological changes from a broader perspective. Before 90, there has been a lot of attention, and the market has been talking about the consumption of post-90s. Now we are talking about 95 and 00. Previously, they would feel that they were the beneficiaries of the label after 90, because in such a big environment, the entrepreneurs after 90 were also more concerned, but they really fell down to find that what they wanted to do was a good product that could form good communication with users. This is the constant rule of the consumer goods industry. Therefore, as a post-90s, I am gradually growing up. I will find that many different things are not so different. What you need to do more is to have an insight into human nature. This is the same thing.

What we are doing is cat food brand. First of all, I want to talk about why we cut into such a subdivision of pets. Because we observe a very dominant phenomenon around us: cats are exponentially increasing, especially in the second tier cities. We see the essence through this phenomenon: people of this age group need companionship and security. I think consumer goods carry two functions, one is communication between brands and consumers, the other is the brand side to satisfy consumers' emotional needs, and the latter's abstract imagination is similar. So we cut into the pet market because we know that the future demand for accompanying consumption will be great. In addition, the cat food sub division is chosen because it is a consumer product with high repetition rate.

As for the channel of communication, I want to share our practical experience from the perspective of several young consumption platforms. We first looked for bloggers' traffic in Xiao Hong's book, and found that this is also a cost-effective way of word of mouth. Now look at the vibrato and B stations with strong grass. The logic behind these platforms is very similar. They are based on emerging content to guide consumption. So I think that for a newly rising brand with less budget, we should first understand the logic behind a content platform, then get it through, and quickly copy this logic to other emerging platforms.

Of course, you can't ignore the traditional way of playing. For example, the development of our pet industry has been very traditional. Even so far, at least half of the sales have to be driven by the line, so we have to consider how to do propaganda under the line. In short, in terms of communication channels, we need to work together on line and at the same time.