The Pformation Of Traditional Retail Apparel Industry Is To Enhance Competitiveness.

Domestic retail clothing brands are experiencing a weakening of the whole industry, and the overall decline in performance and closing stores like the US and the seven wolves seem to presage that the offline stores are already desolate retail outlets. It is ironic that the performance of UNIQLO and H&M has increased rapidly in the domestic market, taking UNIQLO as an example. Last year's earnings report showed that the operating interests of non Japanese markets nearly doubled, and revenue increased by 77%.

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The company said that the expansion plan is on track, and will set up 66 branches overseas, so that the number of overseas stores will be 512, of which the domestic plan is to open 80-100 stores in China in 2014.

It seems that there are two different market states in a country. It is puzzling, but it is certain that this situation has made the domestic retail apparel industry to be pformed and imminent.

1. Iteration of the operation of fashion brand.

The clothing brand has been positioned at the beginning of entering the market. With the positioning of brand operation, products have already established consumer group cognition through marketing and pricing, as well as the location and decoration of stores.

However, with the change of users' consumption habits and consumer mindset, there is a lack of product process in the middle of the apparel brand operation, which is directly exported to the user end from the product end, and the location of the product is not clear because of the miscellaneous and messy products. Because the location problem is finally deducted to the backlog of terminal inventory and has to take the situation of high price and low price, the product has a serious discount on cognition and brand, so it should change in the operation thinking.

First, the marketing competition of the original spokesperson is pformed into the marketing competition of store product strength.

Second, the competition will be pformed into a competitive strategy with low price and partial competition.

Third, the system competition from brand to upper user will be pformed into the competition of users in the next system.

4. From single product to user driven competition to multiple needs, product mix coverage to promote user competition.

Two. Offline entity store competition is far greater than the impact of electric business, strengthening competitiveness is the purpose.

According to China's e-commerce

According to the center's report, in 2012, the scale of China's online retail market accounted for 6.3% of the total retail sales of consumer goods, although this figure was only 4.4% in 2011, and increased by nearly 3% in one year. According to the projections, the proportion of total retail sales of consumer goods in 2013 will reach 7.4%. "12th Five-Year," the proportion of retail sales at the end of the year will exceed 9%. This has not yet been followed by the top 100 enterprises in 2012, accounting for 9.3% of the total retail sales of consumer goods. Besides, physical retail enterprises still occupy more than 90% market share.

Therefore, the competition within the industry is also fierce, and foreign clothing brands such as ZARA and HM have become the biggest competitors of domestic clothing brands.

Therefore, for domestic clothing brands, adjusting the structure and strengthening competition is the ultimate goal. Therefore, from the structural point of view, the following three points that need to be adjusted can enhance competitiveness in the future.

First, adjust the number of stores, reduce the negative cost, and adjust the brand structure.

Second, digest the original stock as soon as possible, and iterate new products to grasp less and faster.

3. "To harass the shopping guide", reduce the shopping guide personnel, set up independent Star Shopping guide, weaken the brand, emphasize products, independently match, and encourage shopping guides to establish their own micro stores.

Three. Online non life-saving straw, the offline storefront should still be centered on product design and experience.

Offline clothing brands are keen to reshape channels on the Internet, but the results can be imagined that in 2010, the United States launched the Bon network and built online brands, and then it was difficult to protect its profits and stop the operation of e-commerce business.

At the end of the year, YISHION began to test the water e-business. In January 2013, the original YISHION brand quit the electricity supplier channel, and the online store and Tmall flagship store and Jingdong store stopped operation.

Among them, there is the gap between traditional thinking and the thinking of the electricity supplier, and it also has the embarrassment that online and offline can not be integrated or even the same price.

But more in the old industry chain, it is the inertia thinking of brand and leadership as the dominant business decision. Nowadays, as the brand becomes weaker and weaker in the Internet era, the correctness of decision-making will also decrease.

The reason for this weakening lies in the change of people's choice of thinking, and the gradual pition from original brand selection products to brand recognition through products.

In the current situation where the original advantage is weakened, the driving force of the brand gradually decreases, and the user becomes the core of driving the business value. The user determines the demand of the product from the product experience and product design.

Four. Although O2O is the best opportunity, it should be guided by the situation and start from the bottom line.

Although garment enterprises are facing various kinds of decline, the foundation of their rebirth is still to sort out the resources under the line. If viewed from this angle, the current low tide is not necessarily a bad thing.

Before the structural adjustment, it will affect its original business, for example, the pition from offline to offline is more difficult. However, the gradual pition from line to O2O will inevitably have innate advantages.

Although UNIQLO and ZARA are exceptionally strong, it is not always possible to make O2O models that conform to domestic consumption habits and consumption psychology.

Domestic clothing brands should seize three opportunities:

Mobile Internet and community opportunities

Product enjoyment and participation opportunities

3. The detection of offline operational data and the opportunity for close range accurate push.

The pformation of the clothing industry, though fierce, is also the result of the early failure of the enterprise to enhance the operational efficiency and the user centered effect. But the root cause of the real pain is not necessarily so, but from its blind extravagance, which leads to its own cost increase and the slow reaction speed. It also brings more opportunities for foreign competitors. Now the closing shop tide is only paying for its own wrong decisions, so in this pformation, it looks like a scene of bloody rain, but it is imminent.