How Does Native Fast Fashion Cross The Fog Of Existence?
Editor's note: selling is not clothes, but fashion. In recent years, ZARA and H&M Represented Fast fashion The brand is popular all over the world. In China, many "ZARA" have sprung up. Local brand They have "flocked to fashion" and quickly extended their tentacles to the two or three line cities that ZARA has not yet entered. However, imitation is after all imitation. There is a big gap between the local fast fashion brand and the "ZARA" in terms of clothing style design, logistics distribution and supply chain management, and terminal oriented marketing system. This venture circle will focus on these three topics and explore the way to break through the local fast fashion brands.
Dilemma one: how to accurately catch the trend?
Problem: fast fashion has just started in China. No matter in the style design or in the grasp of the fashion trend, the local brands show a sharp gap with foreign brands. Blindly copying the fast fashion brands abroad will only backfire and lose their own characteristics.
Weapon: local fast fashion brands should strengthen communication with designers in Europe and America. At the same time, we should make use of Chinese traditional culture to explore various elements around us, and finally design a style that meets the needs of Chinese consumers.
Zhou Long: at present, fast fashion brands in China should be similar to those in the world in terms of R & D capability, but there is still a gap in the grasp of the trend. To make up for this short board, our approach is to learn more and train designers who are more suitable for China. Like all the fast fashion brands in the world, "Me&City" has passed the international top fashion forecasting agency, focusing on the four fashion week and some influential designers, and invited four European and American designers to work together with Chinese designers to do well the integration and coordination of foreign and domestic elements.
Zhou: BANNA BANNA is still in the exploratory stage as a new army of fast fashion brands. Compared with the relatively mature H&M and ZARA, the gap is self-evident. But we are also trying to narrow this gap. We will have a group of very professional commodity buyers who are often active in the major fashion capital. And our designers also have the habit of constantly watching the real market so that we can accurately capture the fashion elements and respond them to our products as quickly as possible, to the terminals and eventually to the consumers. At the same time, as a local fast fashion brand, we will have a better understanding of the needs of domestic consumers. This demand is not only reflected in the habits and customs, but also in the geographical area. We will design and produce products that are more popular with them according to these needs.
Li Zhiqi: when the international fast fashion brands are rushing to the Chinese market and struggling for the first time, some of China's local brands are starting to get ready. Brands such as Me&City, Euromoda and Vancl, which are labeled with local labels, have appeared in the fast fashion field. At the design level, all brands are very hard, such as Mcglaughlin's Euromoda, several of their leading designers have presided over the clothing brand worth 1 billion yuan, but compared to ZARA and H&M, they still have a big gap. In my opinion, designers of local fashion brands should make use of Chinese traditional culture to discover various elements around them.
Wang Xia: the unprecedented success of ZARA and H&M in China proves that fast fashion is becoming a hot cake. However, based on China's national conditions, blindly copying the fast fashion brands abroad will only backfire. Taking ZARA, he can buy men's wear, women's wear, children's wear, accessories and so on in his shop. The product line is very extensive, but in view of the current situation in China, the views of different regions on fashion and fashion are quite different. In such a competitive situation, the eighth day of the city determines that the product is located at the age of 18~28, and the coverage is not as wide as that of the fast fashion brand abroad. We mainly focus on the theme concept of the brand. Through the three concepts of "jumping, Chao, Dian" to reflect the brand characteristics.
Dilemma two: how to establish a fast response supply chain?
Problem: the reaction speed of local brands to fashion trends is obviously lacking of efficient product supply chain management. Therefore, in every link of the supply chain, we can not keep pace with the European and American brands.
Weapon: learn from the rapid reaction system of ZARA, avoid blindly seeking fast, adopt terminal management system, and maintain the speed of supply chain with high-tech means.
Zhou: now, the slow cycle of domestic brands is mainly manifested in two aspects: first, the slow response to the trend of fashion, and the two is that the cycle from design to production to terminal stores is too long. As the originator of "fast fashion", ZARA's goal is: 15 days to complete the product from design, purchase, production to store sales all over the world, such a "fast" action enables ZARA's annual sales to exceed 10 billion euros.
Behind this "fast" is the rapid response system that integrates product development, manufacturing, logistics and distribution, and direct selling of stores. By contrast, the BANNA BANNA brand is bound to have a gap. Therefore, we learn from the ZARA model, on the one hand set up a rapid production project team, the latest trend of rapid response to our latest products; on the other hand, is to shorten the delivery cycle as far as possible; in terms of logistics and distribution, we will also try to choose to cooperate with those more efficient logistics companies, so that consumers can see the latest products of BANNA BANNA brand at the first time.
Li Kailuo: the influence of fast fashion concept advocated by ZARA is far greater than the influence of its mode. Of course, ZARA itself has strong system resilience. At present, many fashion brands in China are developing very fast, but the brands that can be as fast as ZARA have not been found. This is mainly because our system support still has big problems. For example, when GAP realized the impact of ZARA on him, he invested $one hundred million in collaboration with IBM to develop computer management and system software to improve his overall supply chain adaptability. For the time being, there is no domestic enterprise that can invest so much money to perfect its own system. In addition, many domestic enterprises are also relatively utilitarian, the so-called fast is more reflected in the surface, not deep into the supply chain system fast. Therefore, in such a situation, if the domestic enterprises do not pay attention to the rhythm and blindly seek fast, it will easily lead to management details.
Wang Xia: at present, some enterprises with financial strength have begun to create localized fast fashion brands. Their only advantage is that they have strong funds. However, because such enterprises are huge, hierarchical management is very complex, and it is also a traditional management level. Therefore, it is impossible to keep pace with fast fashion. These enterprises are production enterprises, and their advantages in production capacity have become a stumbling block for building a fast mode. The overall lack of efficient product supply chain management in domestic clothing brands, most enterprises start from raw materials procurement is not standardized, lack of a standardized operation mode, the whole supply chain system reaction speed is relatively slow. The supply chain system of supply and marketing integration is restricted by many factors, resulting in many problems, such as large inventory pressure, slow product turnover and so on.
On the eighth day of the city, we introduced a more perfect supply chain system in the world to integrate the resources of spot suppliers, product distributors and OEM suppliers, so as to achieve the efficient operation of the product supply chain. H&M and ZARA have cooperative factories all over the world, but there is no proprietary factory in the product design and development process. In the eighth day, the city has adopted the combination of international information and local operation to set up cooperative studios in the top international fashion areas and cities such as Japan, Korea, Britain and the United States, so as to ensure timely and accurate grasp of the latest fashion styles, and to copy them as quickly as possible and transform them into products, and then ensure that the latest products can be sent to various distribution areas at the first time through the logistics and distribution links. In addition, the eighth day of the city also adopts a combination of localized logistics centers and provincial warehouses, signing strategic cooperation agreements with logistics companies, and designating designers and production managers to go to warehouses around the region to distribute goods according to regional characteristics, thus achieving a fast distribution of goods. {page_break}
Dilemma three: how to build an efficient marketing system?
Problem: Chinese enterprises expand rapidly through a large number of shops, but excessive expansion often leads to extensive management, but also faces problems of system support.
Tactics: strengthen terminal retail management, do large-scale business, enhance market impact, borrow star power, and integrate marketing promotion and mainstream style of brand, so that clothes, not stars, become the exposure point.
Chen Qinghua: before entering every market, H&M will conduct comprehensive and full market research. H&M has pioneered the cross border cooperation between the fashion retailing industry and the top design masters. Since 2004, we have been working with international designers or fashion idols every year. The Swedish headquarters has a special team responsible for this cooperation. In November 23, 2010, Lanvin dedicated the exclusive series of H&M to the world's designated 200 H&M stores, which have been popular among consumers around the world from the Internet, blog to designated stores. At the same time, we do not have factories, mainly through Asian and European local H&M production offices and independent suppliers to cooperate, and usually bulk purchase. In addition, H&M's opening up strategy is to let every store be located in the Golden Business District, but it does not own any stores, but it also rents stores to international and local owners. These enable us to effectively reduce costs.
Li Zhiqi: she is good at figured out the fashion psychology of fashion men and women. Inviting designer designers to guest is always the marketing killer of H&M. Like the cooperation between Lanvin and H&M, the exposure of the first batch of advertising films has made fans eager to stir up, and the desire of consumers to buy this series has become more and more intense over the past few months, which is evident from the discussion on the Internet. In fact, behind the H&M is the upgrading of talent, technology and quality, which is the embodiment of the overall competitiveness of the whole system. Comparatively speaking, Chinese enterprises are still mainly constrained by the lack of original design talents and the necessary input in information construction, so we can not rely on manpower and manual mode for a short period of time.
Zhou: ZARA is a common product strategy of H&M and H&M. They often create a "shortage" state artificially, so as to attract consumers to take a fancy to it. In addition, the efficient marketing promotion of H&M is also reflected in the opening of new stores. At this time, there are many media outlets for free publicity, and even some fashion commentators publish essays. Of course, they are also good at using "event marketing", that is, by co operating with designer or entertainment stars to launch limited fashion, so as to mobilize the eyes of many FANS. For these mature practices in marketing, they are very worthy of our learning. At present, we are drawing lessons from this practice.
Li Kailuo: many enterprises in China have embarked on the road of rapid expansion through a large number of shops, but at the same time, they will also face problems of system support. As far as the status quo is concerned, most of China's enterprises now have 60%~80% management mode, and also rely on agents. Whether they are franchises or provincial agents, they can accomplish their own rapid expansion through other people's funds, other channels and other resources. Although the speed of Chinese enterprises to expand their stores is faster than that of foreign brands, this is not always fast, but often leads to extensive management. Brand operators reduce the risk of goods to agents in order to reduce risks, which is likely to create a vicious circle. In contrast, the "fast" of fast fashion brands abroad is not only reflected in fast operation and quick response in supply chain, but also the most important thing is that the efficiency of one store may exceed the efficiency of our 100 stores. Therefore, for the fast fashion brands in China, it is a question that needs to be considered in front of them.
Band aid
Inner sage is king.
The popularity of fast fashion brands abroad has made more and more Chinese clothing enterprises realize that fast fashion consumption has been surging, and opportunities are no longer lost. As a result, there are many local fast fashion brands such as Me&City and eighth days in the market. These local brands have a fast opening speed, and the target is very clear: first imitate, then surpass.
However, behind the fast fashion brand, it is obviously not a simple and fast speed, but the support of the whole system, including from the first-class designer to the business logic, and then to the strong support of the background supply chain. Take ZARA as an example, its typical business mode is: "big shop + big designer abroad leads design + supply chain optimization + own brand". If local brands operate in full accordance with their rules of the game, facing the same consumer groups, it is difficult to take advantage of brand strength, product design, speed of supply chain and so on. In such a competitive situation, where is the way for local fast fashion brands to break through?
During the Humen International Clothing Fair ended recently, Lang Xianping, a famous economist, thinks that ZARA has compressed the entire industrial chain of clothing from product design to retail to 12 days, while H&M is the 21 day. They have greatly reduced the cost through the efficient integration of the industrial chain. In order to break through the current predicament, the domestic garment enterprises must explore the efficient integration of the industrial chain so as to reduce the cost of the industrial chain. Upgrading equipment and improving the efficiency of the system is the only way.
In the famous fashion industry economic research expert Li Kailuo, "inner saint can be king". If the products of local enterprises themselves are not good enough and terminal management is problematic, then they only pursue the speed of single shop opening, and why do they talk about external affairs? Therefore, more fast fashion enterprises in China should first improve their internal strength rather than the loud shouting of external slogans and how big the flag is. He suggested that the local fast fashion business operators need to upgrade themselves from three internal levels: first, clear management ideas and detailed management from the management concept to the management mode; two, the construction of professional managers team, only professional operators can grasp the fast fashion business operation mode more clearly; three, scientifically improve the business chain supply chain problems, and achieve the seamless combination of hardware and software in a reasonable way.
Business logic of ZARA and other fast fashion brands
Fashion buyers, fast and big card boards make you feel tempted.
Fast supply chain, updated every day, makes you feel outdated.
In small quantities, shortages always make you hungry. Next time you want to come.
The super terminal category combines big and small pieces, so that you always have reasons to buy.
Proper brand building allows you to buy ZARA.
Shopping street shop feels like shopping.
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