Domestic Mass Leisure Brand Pressure Comes From The International Fast Fashion Brand.

At present, the domestic leisure brands, represented by Semir and P, are seeking pformation.

This pformation is not only an initiative for enterprises to seek new development, but also a helpless response to heavy competition pressure.

The pressure comes not only from domestic counterparts, but also from international fast fashion brands and online brands.

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< p > in the field of popular youth casual wear market in China, a large number of similar brands are focused on Metersbonwe, Semir, YISHION, JEANSWEST, Baleno and so on.

Their main consumption groups are college students and young people who have recently worked.

And a group of international fast fashion brands such as ZARA, H&M, UNIQLO, GAP and so on also include popular youth leisure products.

This makes the market competition in this field white hot.

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< p > but the fact is that the tolerance of ZARA product line is very large. Consumers from teenagers to thirty or forty years old can find products suitable for their identity from their stores.

The product inclusion degree of domestic leisure brands is relatively narrow. Basically, young people seldom buy them after they are 25 years old.

Therefore, the emergence of ZARA has caused a great impact on the market of domestic leisure brands.

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< p > channel, the main focus of the opening up of the US and Semir is a second-largest city, which gradually began to sink to the three or four line in recent years.

Before and after 2005, the ZARA first entered the Chinese market and first selected the first tier cities. Their arrival directly impacted the performance of the local brand's already dominant market, but also attacked a group of women's clothing brands.

Around 2010, with the completion of the layout of big cities, the layout of ZARA began to sink to the second tier capital cities and some three tier prefecture level cities.

This has extended the impact of local brands to the two or three tier cities.

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< p > in addition, there is still a considerable gap between the domestic leisure brands and the ZARA brands in terms of the fashion of design, the rapid reaction speed of the supply chain, and the operation and management capabilities of the shops.

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< p > terrible competitors also come from online.

In recent years, with the continuous popularity of online shopping, a group of leisure fashions < a target= "_blank" href= "//www.sjfzxm.com/" > dress < /a > brand of electric business is constantly emerging, such as Han Douyi house.

They are fashionable and the price is more close to the people. This has also made a great impact on traditional leisure leading enterprises dominated by offline channels.

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< p > in fact, the high inventory pressure of two listed companies in the US and Semir in 2012 is the most direct reflection of the competitive pressure.

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Under the heavy competition pressure, P first moved.

In 2008, a new brand of ME&CITY (MC), which speeds up fashion and consummate age (22-35 years old), has been launched in order to find a sense of ZARA and expand consumer groups.

In December 2010, we launched the "state purchase network" on a grand scale.

In 2011, it launched the new brand TAGLINE located in the urban fashion series and the independent children's wear brand MooMoo.

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< p > < strong > but from a practical point of view, the promotion of MC is too radical. < /strong > /p >

P is still in the period of exploration and adjustment. The State Grid has been stripping off the listed companies and other businesses are in the exploratory stage.

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P, Semir, which is equally stressed, needs to change.

However, unlike Semir, which chose to build its own team and launch a number of private brands, Semir chose the acquisition mode this time to acquire high-end Brand Company with its own complementary advantages and fairly competitive and mature operation in the market.

In the future, it will also expand and absorb new brands in this way.

It may be faster and more effective for Semir to choose shares rather than build brands.

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< p > in fact, when it comes to acquisitions, it was once said that Semir would buy green box children's clothing, but in the end it denied it.

In fact, entering the children's wear industry in 2002 and launching Barbara are the first successful choices for Semir to expand its multi brand business and seek breakthroughs.

In recent years, the performance of Barbara has risen steadily, and its growth is better than that of the main brand Semir itself.

In 2012, when the sales of Semir's main brand declined by 8.98%, children's clothing business revenue increased by 3.02% yuan, reaching 2 billion 114 million 732 thousand and 900 yuan, especially the direct revenue growth of 63.26%.

At the end of the year, Barbara had 3308 stores in the country, and its brand awareness and market share ranked first in China's children's wear industry.

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< p > the fact is that the development of children's clothing industry is huge. This is also the reason why Smith Barney has chosen the brand of children's clothing.

But a reality is that the domestic children's clothing industry has strong regional brand and low market concentration, and the market share of single brand is relatively small.

For example, the strong brands in Beijing are water boys and Parker lands, while Shenzhen owns a number of regional brands such as Ann and so on.

And in all children's wear brands, Barbara, as a listed company's already mature brand, should be very strong.

In this sense, it is wise to choose GXG instead of the children's clothing that coincides with the business itself.

But then, according to Semir's multi brand strategy, the future does not exclude the possibility that it will choose to share, buy or other children's clothing brands that are complementary to themselves.

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< p > change is necessary.

Whether they are hit by the "head broken" but still insist on exploring the United States, or just stepped forward to start Semir, they are eager to change.

The young people who once locked the young generation are now eager to mature and become "broad".

Those youthful youths are growing every day, and American and Semir must grow.

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