Falling From The 17 Billion Body To The Altar, Once The Richest Chinese Clothing Industry Has Stepped On These Two Pits!

With the fierce competition of fast fashion brands in Europe and the United States, a brand that has been forgotten by people suddenly comes to mind. Metersbonwe, the fashion leader of the clothing industry, was then forgotten.

Zhou Chengjian, the founder of the United States, finally appeared in the media view: I did not concentrate on the industry and really used a craftsman spirit to make a tailor, so I was abandoned by the market. The rise and fall of the United States of America can be said to be the epitome of the whole garment industry in the era of big Internet and big business.

In the era of commodity scarcity, the market potential is great, and the new mode of American light assets, which is designed and produced by itself, rises rapidly. In 2008, Smith Barney was listed on the Shenzhen Stock Exchange, and Zhou Chengjian also became the richest in China's clothing industry with fortune of 17 billion yuan.

Over the past decade, from the traditional extensive clothing brand to the extremely surplus mobile Internet era. From the traditional "flow bright forest" to the current "dark forest".

　　 One

User thinking is the first line of life and death.

The United States has also undergone numerous attempts to transform:

The purchase platform was established, but due to resource allocation, logistics and distribution, and marketing operations, it was difficult to adapt to the development needs of the State Grid. Profit was difficult to guarantee, and was eventually abandoned by the company and missed the golden age of development.

After that, Zhou Chengjian set out to build O2O platform to create situational shopping and introduce the concept of "one city, one culture, one store, one story". This goal soon ran aground along with the departure of the project leader. After all, it was just a tasted.

A series of "Internet +" trial and error failures led to the fact that the United States was further thrown away by its competitors and gradually abandoned by consumers.

Zhou Chengjian has evaluated the US internet transformation attempt in recent years with "impulse, confusion and dislocation", but is getting further away from the users.

The business is big enough, the stores are big enough, the signs are bright enough, and advertising is enough. In this era, low flow companies will be destroyed by high flow companies, and ordinary products will be destroyed by explosive products.

Zhou Chengjian is determined to pursue the size and quantity of the shop, but it can not withstand a single blow on the most essential product innovation ability.

Unpredictable is a major feature of this era, and the needs of users are changing all the time. If an enterprise wants to withstand the test of the market, the product must evolve iteratively: 1 edition, 2 edition and 3 edition. Mei Bang did not regard product iteration as the life cycle of an enterprise, and its style remained in the last decade.

In the Internet era, the center of all innovation is "user centered". The key elements of success are no longer factories, channels, etc., but killer hardware experience, killer software experience, and even allow users to become fans.

　 Two

If your product is not explosive enough

There will be explosive products to subvert you.

In the era of extreme excess, consumers have plenty of choice. This is the time to test products:

Other brands

Metersbonwe

ZARA's clothing may be more fashionable, and the American style is obviously inferior to some Amoy brands.

The rapid rise of new brands is because they lock in narrow and deep consumer groups, react quickly, improve the supply of the latest fashion, spend money on stores, use accurate data control and analysis to see the needs of users. What customers need and what we provide.

However, the United States still stays: I think what users need, I will produce anything.

In the past, we must widen our faces when we do things, and in the Internet age, we should achieve one kilometer depth on a centimeter width, achieve the ultimate goal at one point, and be perceptive at the users' most concerned points, and the final harvest will be even bigger.

In the year of business revolution, traditional enterprises have money, resources and teams, but transformation is very painful. Past success is the biggest obstacle now.