Looking at the development of China's textile and clothing enterprises so far, from the initial wholesale to retail to large-scale branding, in more than ten years of development, many companies have gone through years of hard work from previously unknown small businesses. A brand that is trusted by consumers and recognized by the market. Of course, there are also some companies that have rapidly grown and died quickly in a few short years. Throughout the apparel market, as the country's macroeconomic situation has shifted from a planned economy to a market economy, from the process of imitating to pursuing the core values ​​of products, some companies have sought to develop in the process of getting lost, and some companies have disappeared and disappeared.
Under such an industry environment, China's children's wear industry reached a market scale of 100 billion yuan. Along with the fourth childbirth peak, the children's wear industry took the lead in bringing up the number of wealth accumulations. The rigid demand for children's wear evoked the rise of children's wear championship brands. . Children's clothing is also called the last gold mine in the apparel industry. China has become the world's largest children's wear market. Famous brands at home and abroad have cut this huge cake of Chinese children's wear. Such as foreign Adidas, Uniqlo, ZARA, H & M, etc.; domestic Li Ning, Summa, Metersbonwe, Yichun, Anta, Xtep, 361 degrees, Fongzhu Group, etc., have quite children's clothing market. Opportunities and challenges coexist. When the entire clothing industry is staring at the children's wear market, it will inevitably usher in a large-scale, smoke-free war. At the same time, it will give birth to a champion brand.
Recently, Kappa and the well-known children's wear brand Parklant jointly established a Kappa Kids brand joint venture company, followed by Nike, Adidas, Anta, Li Ning, special steps, 361 degrees and other sports brands, entered the children's wear market. This news once again brought the public focus to the current and future development of the sportswear industry. In recent years, the development of domestic sports brands has been oversupplied, and the homogeneity of products has been severe. As a result, stocks have been constantly rising, and sales have continued to decline. In addition, the rise in raw material costs and labor costs has severely reduced corporate profits. Taking China's famous sports brand Li Ning as an example, annual sales growth has slowed down rapidly, from 25% growth in 2009 to 13% in 2010, and to -15% in 2011. Including the focus of this cooperation event, China Trends, Kappa sports brand operator in China, part of sales in China from 17% growth in 2009 to 7.3% in 2010, and then to -42.3% in 2011. In 2011, China Mobile experienced a negative growth in its first turnover, profit, and number of stores. In the face of the near-saturation of the domestic adult sportswear market, sports brands are looking for other business opportunities in the hope of boosting their performance, and they have once again turned their attention to the children's wear market known as the Chaoyang industry.
This time, the cooperation between Kappa and Parkland was a win-win for both companies. First of all, Kappa lacks the resources and channels of the children's wear industry, and Parklandi has a large number of children's wear and VIP card customers throughout the country and has the most sensitive and direct understanding of the children's wear market, including the operation of all brands including design, distribution and marketing. Business affairs is a shortcut to help Kappa enter the children's wear industry. Parkerland also uses Kappa brand awareness to expand the market and take this opportunity to enter the high-end children's wear market.
Kappa is not the first sports brand to enter the children's wear market in cooperation with children's clothing brands. In 2010, Li Ning teamed up with Parkland to develop the children's wear market. Since it did not achieve its expected performance, it ended its cooperation at the beginning of this year. However, in the past three years, Parkland was responsible for the overall market operation of Li Ning kids from R&D, production, and sales, helping Li Ning to accumulate rich experience in the children's wear industry. Obviously, Li Ning experienced the advantages of cooperating with professional children's wear brands, so it re-invested with its Tianjin cat brand, which is involved in investment, and expanded its children's clothing business with a franchised business model, and is confident about its children's clothing business prospects.
Having witnessed the development of the apparel industry so far, I think that companies have experienced the following stages:
The first stage was in the early 1980s when companies at that time depended on the model of “courage + luck = successâ€. As long as they have the ability to produce, they can meet the single market demand. No matter how the style is, even if there is no design, there is no terminal management. Simple logistics quickly reflected in the market, you can profit, and indeed many companies are in this situation to complete the original accumulation and grow up.
After entering the 1990s, many companies found that they only needed to take measures or produce a single product, such as shirts, suits, and trousers.
Can not meet the market demand, then companies must consider how to build their own channels, maintain their own terminals and storefronts, through the sale and combination of ways to achieve the purpose of increasing profits and diversification of business, that is, during this period, the Chinese clothing The company's active studious and imitation capabilities have been brought into full play. With the early entry of Giordano, Jeanswest and Benny Road brands into China, not only did they bring products, they also brought advanced management beliefs and models, taught Chinese companies how to do franchising, how to do fast logistics, how to operate specialty stores, and how to promote Expansion of the franchise market. . . . . . In this process, Chinese companies have only used 8-10 years to complete the process of learning, and have driven the rapid growth of a number of companies such as Metersbonwe and Yichun, which have become the development of Chinese garment enterprises. The fresh force. In the process, we were sceptical to see that Chinese garment companies have stimulated the passion, confidence, imagination and fighting spirit of small and medium-sized enterprises with rapid development from the early 1990s to the year 2000, and achieved rapid development.
However, after entering 2002, with the advancement of the global integration process, the market has become increasingly standardized and the competition has become more and more fierce. Chinese clothing companies, whether they are men's wear in Fujian, or Han women's wear, or Hangzhou women's wear, have appeared. The collective decline is due to the lack of innovation spirit and motivation of apparel companies. After completing the accumulation of original wealth and the promotion of the brand, many apparel companies are upset about their core competitiveness, their ability to grasp the market, and the future direction of the market, and are struggling to find new breakthroughs.
Breakthroughs cannot be achieved overnight, and breakthroughs must be found. Today, many companies have to face the following issues: the products are increasingly homogenous, marketing is technologized and imitated. The business ideas are still centered around production capacity, scale, and self-built networks. There is a serious shortage of technology research and development, and the brand lacks personality. A decade is a cycle. I wonder how many companies and brands will die in the next round of competition. People have no reason to worry about the near future, China's garment enterprises must face the following two types of transition so far:
One is the transformation from wholesale to retail. Due to the homogeneity, differentiation, operating capacity, and market demand of the wholesale market products, the profitability of some wholesale enterprises has declined and they have had to transition from wholesale brands to retail brands. In this process, it can be summarized as follows: Use ten years to complete the accumulation of wealth, use two years of blind transformation, and use one year to announce the closure. Is it so difficult to transform?
The first is the transformation of ideas and execution. Transformation is a leap for enterprises, and it is also an obstacle. If this obstacle is overcome, companies will move toward another trend. Such brands as pure and brothers are examples of successful transformations. Their success lies in the fact that they are fully prepared in terms of concept, technology, and thinking.
Second, it must be clarified that wholesale and retail are two completely different modes of operation, mainly in the following three aspects:
Different business ideas. What wholesale is doing is less style, strong imitative ability, and quick response to the market, as long as mastering the imitation, logistics and customers is equal to success. Retailing is just the opposite. The problem to be solved is that product design and R&D should have individuality, and the brand should have a clear orientation. While guaranteeing sales, we must also ensure the product's personality, foster a sense of identity among consumers, and ultimately maximize brand awareness. Get market recognition.
The capital turnover is different. Wholesale capital turnover is faster, while retail capital turnover is relatively slow.
Inventory management is different. Wholesale inventory, usually a single product inventory structure, and retail inventory, due to its different sales channels produce a diversified channel of inventory will subject companies to tremendous pressure.
Under such an industry environment, China's children's wear industry reached a market scale of 100 billion yuan. Along with the fourth childbirth peak, the children's wear industry took the lead in bringing up the number of wealth accumulations. The rigid demand for children's wear evoked the rise of children's wear championship brands. . Children's clothing is also called the last gold mine in the apparel industry. China has become the world's largest children's wear market. Famous brands at home and abroad have cut this huge cake of Chinese children's wear. Such as foreign Adidas, Uniqlo, ZARA, H & M, etc.; domestic Li Ning, Summa, Metersbonwe, Yichun, Anta, Xtep, 361 degrees, Fongzhu Group, etc., have quite children's clothing market. Opportunities and challenges coexist. When the entire clothing industry is staring at the children's wear market, it will inevitably usher in a large-scale, smoke-free war. At the same time, it will give birth to a champion brand.
Recently, Kappa and the well-known children's wear brand Parklant jointly established a Kappa Kids brand joint venture company, followed by Nike, Adidas, Anta, Li Ning, special steps, 361 degrees and other sports brands, entered the children's wear market. This news once again brought the public focus to the current and future development of the sportswear industry. In recent years, the development of domestic sports brands has been oversupplied, and the homogeneity of products has been severe. As a result, stocks have been constantly rising, and sales have continued to decline. In addition, the rise in raw material costs and labor costs has severely reduced corporate profits. Taking China's famous sports brand Li Ning as an example, annual sales growth has slowed down rapidly, from 25% growth in 2009 to 13% in 2010, and to -15% in 2011. Including the focus of this cooperation event, China Trends, Kappa sports brand operator in China, part of sales in China from 17% growth in 2009 to 7.3% in 2010, and then to -42.3% in 2011. In 2011, China Mobile experienced a negative growth in its first turnover, profit, and number of stores. In the face of the near-saturation of the domestic adult sportswear market, sports brands are looking for other business opportunities in the hope of boosting their performance, and they have once again turned their attention to the children's wear market known as the Chaoyang industry.
This time, the cooperation between Kappa and Parkland was a win-win for both companies. First of all, Kappa lacks the resources and channels of the children's wear industry, and Parklandi has a large number of children's wear and VIP card customers throughout the country and has the most sensitive and direct understanding of the children's wear market, including the operation of all brands including design, distribution and marketing. Business affairs is a shortcut to help Kappa enter the children's wear industry. Parkerland also uses Kappa brand awareness to expand the market and take this opportunity to enter the high-end children's wear market.
Kappa is not the first sports brand to enter the children's wear market in cooperation with children's clothing brands. In 2010, Li Ning teamed up with Parkland to develop the children's wear market. Since it did not achieve its expected performance, it ended its cooperation at the beginning of this year. However, in the past three years, Parkland was responsible for the overall market operation of Li Ning kids from R&D, production, and sales, helping Li Ning to accumulate rich experience in the children's wear industry. Obviously, Li Ning experienced the advantages of cooperating with professional children's wear brands, so it re-invested with its Tianjin cat brand, which is involved in investment, and expanded its children's clothing business with a franchised business model, and is confident about its children's clothing business prospects.
Having witnessed the development of the apparel industry so far, I think that companies have experienced the following stages:
The first stage was in the early 1980s when companies at that time depended on the model of “courage + luck = successâ€. As long as they have the ability to produce, they can meet the single market demand. No matter how the style is, even if there is no design, there is no terminal management. Simple logistics quickly reflected in the market, you can profit, and indeed many companies are in this situation to complete the original accumulation and grow up.
After entering the 1990s, many companies found that they only needed to take measures or produce a single product, such as shirts, suits, and trousers.
Can not meet the market demand, then companies must consider how to build their own channels, maintain their own terminals and storefronts, through the sale and combination of ways to achieve the purpose of increasing profits and diversification of business, that is, during this period, the Chinese clothing The company's active studious and imitation capabilities have been brought into full play. With the early entry of Giordano, Jeanswest and Benny Road brands into China, not only did they bring products, they also brought advanced management beliefs and models, taught Chinese companies how to do franchising, how to do fast logistics, how to operate specialty stores, and how to promote Expansion of the franchise market. . . . . . In this process, Chinese companies have only used 8-10 years to complete the process of learning, and have driven the rapid growth of a number of companies such as Metersbonwe and Yichun, which have become the development of Chinese garment enterprises. The fresh force. In the process, we were sceptical to see that Chinese garment companies have stimulated the passion, confidence, imagination and fighting spirit of small and medium-sized enterprises with rapid development from the early 1990s to the year 2000, and achieved rapid development.
However, after entering 2002, with the advancement of the global integration process, the market has become increasingly standardized and the competition has become more and more fierce. Chinese clothing companies, whether they are men's wear in Fujian, or Han women's wear, or Hangzhou women's wear, have appeared. The collective decline is due to the lack of innovation spirit and motivation of apparel companies. After completing the accumulation of original wealth and the promotion of the brand, many apparel companies are upset about their core competitiveness, their ability to grasp the market, and the future direction of the market, and are struggling to find new breakthroughs.
Breakthroughs cannot be achieved overnight, and breakthroughs must be found. Today, many companies have to face the following issues: the products are increasingly homogenous, marketing is technologized and imitated. The business ideas are still centered around production capacity, scale, and self-built networks. There is a serious shortage of technology research and development, and the brand lacks personality. A decade is a cycle. I wonder how many companies and brands will die in the next round of competition. People have no reason to worry about the near future, China's garment enterprises must face the following two types of transition so far:
One is the transformation from wholesale to retail. Due to the homogeneity, differentiation, operating capacity, and market demand of the wholesale market products, the profitability of some wholesale enterprises has declined and they have had to transition from wholesale brands to retail brands. In this process, it can be summarized as follows: Use ten years to complete the accumulation of wealth, use two years of blind transformation, and use one year to announce the closure. Is it so difficult to transform?
The first is the transformation of ideas and execution. Transformation is a leap for enterprises, and it is also an obstacle. If this obstacle is overcome, companies will move toward another trend. Such brands as pure and brothers are examples of successful transformations. Their success lies in the fact that they are fully prepared in terms of concept, technology, and thinking.
Second, it must be clarified that wholesale and retail are two completely different modes of operation, mainly in the following three aspects:
Different business ideas. What wholesale is doing is less style, strong imitative ability, and quick response to the market, as long as mastering the imitation, logistics and customers is equal to success. Retailing is just the opposite. The problem to be solved is that product design and R&D should have individuality, and the brand should have a clear orientation. While guaranteeing sales, we must also ensure the product's personality, foster a sense of identity among consumers, and ultimately maximize brand awareness. Get market recognition.
The capital turnover is different. Wholesale capital turnover is faster, while retail capital turnover is relatively slow.
Inventory management is different. Wholesale inventory, usually a single product inventory structure, and retail inventory, due to its different sales channels produce a diversified channel of inventory will subject companies to tremendous pressure.
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