Jay Chou Has Been On Fire For Ten Years. Now Zhou Is Getting Old. What Should Metersbonwe Do?

At the end of August 2019, the United States released the first half of 2019 earnings report: the first half of the year's revenue was 2 billion 799 million yuan, 31.47% lower than the same period last year, a loss of 138 million yuan, and net profit plunged 359.61%. In the whole year of 2018, the company had a strong income of 7 billion 677 million yuan, an increase of 18.62% over 2017 and a net profit of 40 million 361 thousand and 600 yuan.

For a short period of half a year, the performance of mus bond has rushed to the bottom of the valley just like a roller coaster. For such a performance, the earnings report is interpreted as "the company adjusts its channel structure and voluntarily closes its inefficient Direct stores", and "the first half of the year has affected the rhythm of new products in the spring and summer, which has led to the failure to meet the market demand in a short time".

In 2011, it was the peak year of mus bond. Its revenue reached 9 billion 945 million yuan, and its net profit was 1 billion 206 million yuan. But from 2012, the company, like chronic diseases, went all the way up and down. In 2012, its revenue was 9 billion 509 million yuan, down 4% compared with the same period last year, and net profit fell by 30%. Over the next 4 years, operating revenues also declined year by year, with revenues of only 6 billion 295 million yuan in 2015 and a loss of 432 million yuan.

For a famous national brand such as the United States of America, many of the "post-80s" youth fast fashion brand, why suddenly lost its light, and failed?

brand

Jay Chou has made the brand of mus bond.

It's a foreign brand, but it's a real local brand.

In 1995, Zhou Chengjian, who had only junior high school education and tailor origin, opened his first store in Wenzhou, and founded the United States limited. Like many of the city's casual wear brands in the past, the target consumers of Mts. Bang Wei were targeted at young urban residents aged 16~25. After 1998, Zhou Chengjian transferred the management center and R & D center from Wenzhou to Shanghai.

In the late 90s of last century, when a large number of Chinese casual wear brands emerged, a group of popular leisure brands appeared in China. Compared to other popular casual wear brands, Mts. Bang Wei is the most willing to throw money into the brand, especially in choosing brand spokesmen, always spending a lot of money to choose the hottest star as spokesperson. In 2000, the Chinese flower band was hired as its first image spokesperson. In 2001, Aaron Kwok was invited to be the new image spokesperson. Since then, he has become one of the domestic front-line mass casual wear brands.

After 2000, Jay Chou began to rise rapidly in the Chinese language circle and became the most favorite new generation of Chinese language queen. The United States took advantage of this opportunity. In 2003, Jay Chou became the spokesman for the third image of the company, and launched the slogan "do not take the unusual road".

Jay Chou and Jay Chou are holding hands for ten years. In the ten years since then, with the status of Jay Chou in the world of singing, Mts. Bang Wei has quickly become the leading brand of domestic casual wear. In 2008, it was officially listed on the domestic main board, and its market value was as high as 38 billion 900 million yuan the following year. After the listing, its performance continued to rise, and the peak performance of nearly ten billion yuan was achieved in 2011.

"Muse and bang Wei first discovered the consumption power of the new generation. In the past, clothing brands used to divide the audience types according to the types of occupation, income and education. At that time, they first saw the rise of "80's" and concentrated their target audiences on the younger generation after 80, and seized the young people's market. This is a very strategic approach. Li Zhiqi, chairman of marketing consultancy group and marketing expert, believes that the success of mus bond is inseparable from the success of brand positioning.

In fact, Jay Chou's influence is not only reflected in the brand's appeal, but also has strong ability in sales transformation and strong ability to carry goods. Especially for the three or four line cities and even the low line town youth, they are all looking at Jay Chou's advertisement to grow up.

In 2007, the company continued to make efforts, and signed the popular Angela Chang and Willber Pan respectively, and became the spokesmen of the campus series with their younger and more fashionable images. Over the next few years, Qiao Renliang, Lin Chiling and Angelababy (Angela Baby) continue to sign up for different series of products.

Despite the signing of new spokesmen, Jay Chou remained the most important spokesman for the United States. It was not until 2017 that the two sides formally concluded their 15 years of cooperation.

　 Over breath

"After 90" believes that the brand is old-fashioned.

The very popular idol drama "watching the pop rain together" brought us attention again, but it can not continue the past glory.

In 2009, a domestic idol drama "watching meteor shower together" is also called the originator of the domestic idol drama. Although its popularity is not comparable with the Taiwan idol drama meteor garden, the TV series also has a large number of domestic idol stars, such as Zhang Han, Zheng Shuang, Yu Haoming, etc. In this TV play, the implantation of Mts. Bang Wei has become a topic of concern. In the plot, the two generation of Duan wood took Chu Yu Yu to the biggest shopping center to shop. As a result, he came to the store of the US sponsor, mus. He bought several pieces of mus and bang Wei's clothes for Chu Yu Xing, and Chu Yuxun was very happy.

But as a sponsor, it's a mistake for us to choose the "meteor shower" for implantation. The brand positioning of the company and the plot of seeing meteor shower together are not taken. In order to implant brand and product, the brand information is embedded in the plot with stiff information and becomes the object of the Internet.

In the view of Li Wengang, a brand strategy expert, the success of MTS bonwell in brand marketing is inseparable from the cooperation with Jay Chou. Jay Chou's appeal to "do not take the unusual road" perfectly explains Jay Chou's personalized music style, and the deep binding with Jay Chou also makes this feeling grafted to the brand tonality. However, Jay Chou will grow old, and the golden age will be over. But fans are growing, from the young to the middle-aged, and they are gradually giving up the name of the MTS bond.

Since the beginning of 2010, "after 90" has gradually become the mainstream consumer of casual clothes. At this time, meats Bang Wei suddenly "masked", still using Jay Chou's endorsement, this immutable brand proposition has been difficult to move the new generation of consumer groups.

Li Wengang believes that the industry represented by fast moving products will face the problem of growing audiences. It will change every ten years. The brand has been successful, that is, it clearly locates the "80 generation" consumer group, with 16~25 years old students and young people entering the workplace. However, ten years later, this group has entered the age of 30, and will gradually abandon the old brand that they once loved. After the rise of "90's" and gradually becoming the mainstream consumer group, the brand has not yet completed the new transformation.

How to communicate with the "post-90s"? The company has also made many attempts and transformation, especially in network marketing. In 2014, the company won the first prize of "wonderful flower" by 50 million yuan. In April of 015, the mobile e-commerce platform "APP" was launched, and it was positioned as "the shopping style of the urban sports type". Then, "fan" continued to name the second and third seasons of "fantastic flower".

However, from the actual results, whether it is called "fantastic flower", or the introduction of mobile e-commerce platform "fan" is not a successful exploration. The name "wonderful flower" does not mean much traffic to the "fan", the conversion rate of users is very low, and the APP downloading is only 200 thousand. And the electronic business platform "fan" did not bring much sales performance to the company, instead, it invested huge losses. In August 31, 2017, the company went offline "fan", the electricity supplier strategy ended in failure, and before it ended the cooperation with "fantastic flower", three years of naming hundreds of millions of yuan, but did not achieve the desired goal.

channel

Difficult channel transformation path

Mts. Bang Wei can become a domestic front line mass leisure brand, and it can not do without its channel strategy. In 2011 and 2012 before and after the company's best performance, its number of stores exceeded 5000 nationwide.

One of the biggest highlights of the early business strategy of the United States is the virtual operation, that is to say, its production and sales all use the "outsourcing" strategy, and they are only responsible for the design and brand marketing, while the franchising is the main channel and the number of outlets is relatively small. The strategy of virtual operation has been successful in the first ten years, because the cost of channel development has been greatly reduced.

Under the strong advertising campaign, the company quickly opened stores in the country, and the core business circle from the first tier to the three or four tier city was almost everywhere in the stores of Mts. Bang Wei, which can be said to be everywhere. In 2012, the number of stores reached the peak of 5220.

"On the brand operation, the local mass leisure brands generally do not invest enough in brand refurbishment and continuous operation. Often after a long wave of high-density advertising, they rarely continue to build their brand and rely more on terminal stores to support their brand image." Fashion brand expert, Andy Jie Yang, the founder of marketing consulting company, said.

However, this model can not be once and for all. Once the market environment changes, virtual operation will become a double-edged sword.

The crisis of mus bond is probably in 2012, just like the domestic garment industry. This year, the group fell into a downturn. After ten years of prosperity, the whole industry has plunged into a vicious cycle of huge inventory and over production. At the beginning of 2012, the stock of mus bond was up to 2 billion 500 million yuan, most of which were over season goods.

In order to digest inventory, the company will take stock of products to sell at its discount stores, and at the same time increase the strength of discount stores. In 2012, 300 discount stores were set up to digest inventory, which became the main channel for long-term inventory digestion. In addition, new products are discounted, and new and seasonal products are mixed together to promote sales. The third is the development of online channels. The Internet has also become a platform for enterprises to dump off season products. In 2010, the United States set up its own state purchase network, and also settled in Taobao, Jingdong mall and other e-commerce platforms. In 2015, it launched the "APP" of mobile providers.

Starting in 2012, the performance of the US group has been running low, and its revenue has been hovering around about 6000000000 yuan. In terms of channels, one side is to vigorously inventory, while a large number of stores. According to incomplete statistics, in the 5 years from 2012 to 2016, Mertes Bonwe has closed more than 1500 stores, and the total number of stores has dropped to more than 3700 stores.

In 2013, the United States planned to launch the O2O strategy, closing some franchisees and adding 1000 Direct stores. Build situational shopping and add content to cultural experience in the store, such as drinking tea and reading. But after two years of operation, the experience shop did not achieve much results and the drainage effect was poor.

Analysis

Products are hard to attract today's aesthetics?

It must be admitted that since 2010, with the popularity of mobile Internet, consumers are paying more attention to the dimension, more products to contact, and the popular aesthetic mode is gradually disintegrating and more personalized.

But Macy bond is obviously not aware of this. It is thought that a younger spokesperson can attract a new generation of young consumers. In fact, it has done so. For example, today's traffic little Li Yifeng is a brand endorser, but the effect is not so satisfactory.

Since 2010, consumers have come into contact with more international fast fashion brands and updated product design concepts, and the mode of purchase is more favored by the electronic business platform. The international fast fashion brands have more SKU, faster new products, and lower prices. These are all the domestic mass leisure brands can not do.

In contrast, the local mass leisure brand represented by the United States of America has no product design capability, no difference in design and lack of individuality. With the growth of consumer spending power, consumers will not hesitate to abandon the consumption of these low-end products.

In fact, the company also wants to become China's ZARA, but ZARA mode is difficult for domestic enterprises to copy. First of all, a new product on the line of ZARA will only take 15 days from design, plate making, production to terminal, and the company needs at least 70 days or even 3 months. Secondly, because the company's channel is mainly franchised and lacks control power, the lag of channel reaction will hardly make it become China's fast fashion brand.

In 2008, the company launched a brand new ME&CITY, copying ZARA stores from inside to outside. But unlike international fast fashion brands, China's "fast fashion" is longer than production and channel development. It is a weakness in product design and brand, but it is still in a state of loss after a few years.

In recent years, the company has begun to make radical changes in product design, hoping to move towards the ultimate new development mode of single style brand experience through multi style fission. In the company's stylized brand NEWear, HYSTYL and Novachic, each style corresponds to different consumers' life attitudes and life scenes, different fashion connotation and update speed, different city level and business circle format.

He believes that leisure style clothing can not be separated from "style runway". Following the "style runway" is very important. In the early years, as a local leisure brand, it has always been a heavy marketing and channel, but light product design brand, product design lacks personality and style. Therefore, it is more like a channel brand, not a cultural brand, such a brand can easily be subverted and replaced.

Starting in 2016, the United States has launched a brand new upgrade of the brand, dividing the original brand into 5 styles, and finding the younger star to shoot pictorial. These five styles are NEWear, HYSTYL, Novachic, ASELF and MTEE respectively. For example, NEWear is relatively young, belongs to the college leisure department, the spokesperson is Guan Xiaotong and Ren Jialun, the color match is more comfortable, abandoned the original local flavor, has a low-key design sense. Novachic, it's the workplace wind, not so casual, suitable for work clothes, the spokesperson is Song Weilong and Zhong Chuxi.

"The 5 styles of racetrack, which have the tide, the gentleman, the natural wind, and the sportswear, can be done well. It depends on whether the 5 styles can run well, and whether they can make their own design codes, color codes and style characteristics." Said Angela.

observation

Keeping up with the times is not.

"Follow what is popular."

Before the 2012, the United States has developed a smooth sailing. From brand endorsement to advertising marketing, from channel development to operation mode has been very successful. However, since 2012, Metis bond has remained unchanged. Brand marketing is still high enough. The product is still the product, but it has been besieged by P. Despite all attempts of transformation and transformation of Metis banner, it can be said that it is more diligently and more flexible than the previous ten years, but the harvest has been declining steadily, from profit to loss.

So, what is the reason why it's getting harder and harder for the us to survive?

First of all, great changes have taken place in the market and environment since 2010, and the inherent mode of MTS bond has been difficult to adapt to new consumers and markets. After 2010, the international fast fashion brand invaded the Chinese market and began to encroach on the market of local mass leisure brands.

Since 2012, shopping centers have been rising rapidly in all levels of cities throughout the country, while miterus Bang Wei has missed the expansion of shopping mall channels, still using street shops as the main channel, and the street shops are very frequent iterations, leading to the atrophy of the US channel.

In fact, as a large Chinese clothing magnate, the American fashion company has made rapid progress in its brand strategy, including JEANSWEST, Baleno and Giordano. However, ten years later, a lot of poor performance street shops were already replaced by other new generation brands, and the number of shops continued to shrink.

Of course, what is more important is the lack of the design style of the former US, and the route of the popular products that follow what is popular is difficult to adapt to the aesthetic needs of the new generation of consumers. In order to revitalize the brand, Max Chase has also begun to attach importance to the design style of the product and seek different design styles on different brands and products. This may be a correct approach, but the success of the market requires market validation.