Jiangsu garment model innovation starts again

In winter, the transformation has become the Kanzi that can not be bypassed by the garment industry. In the face of a new round of reforms, Jiangsu, the major garment province, has taken the lead. "The only way out is independent innovation and self-owned brands." Zhou Haijiang, chairman of the Red Bean Group, who is about to bring its brand collective appearance at the 22nd China International Clothing & Accessories Expo (hereinafter referred to as chic), said.

“Smile Curve” brand strength is focused on R&D and design, with a single-handed approach to the brand's effectiveness, and a “smile curve”. The brand is “red-face surgery” represented by red beans.

A few years later, the total number of red beans patents nearly 2,000, its five major brands - red bean image men's clothing, red bean home, red bean home textile, Idifi, Xuan Dini is also in the market.

Similarly, Bosideng also has its own brand group, in addition to Bosideng, Bingjie, Comber, Xuefei and other down brands, there are also a number of men's wear women's brand.

Obviously, the growth of these apparel brand groups is not a day's work, which first comes from the adherence to product values.

"We must rely on corporate science and technology innovation," said Bosideng Chairman Gao Dekang. It was also after the financial crisis that they invested tens of millions of yuan. In the production of down jackets, they first introduced the Swedish hanging water production line, and the production efficiency was suddenly increased by 30%.

In addition to using all Italian high-grade fabrics He also hired Domenig, a master craftsman who has served many years for prada and Zegna. Under his leadership, he finally created a brand new "5s" process, and "the high-end men's suit without adhesive lining technology," let them pay for the past decade.

The suit produced by this technology and process has changed the "hard" and "stiff" of the previous suit. “This gives the Blue Leopard a chance to live.” Wu Jianwei, President of Primus, interprets the “smile curve”.

The growth of manufacturing brands also provides opportunities for end brands.

“We only retain 20% of our production business, and the remaining 80% are outsourced,” Zhou Haijiang said. “Outsourcing companies have more than 400.” And to control risk, Redbean has sent commissioners to each outsourcing processing company to check it out every year. 10% of outsourced processors were eliminated.

Bosideng met his British partner at the chic and opened the store. At the end of 2012, he opened a flagship store in London, accelerating the pace of the international market.

The model innovation stimulates vitality to focus on brand operations and is the hallmark of Hailan Home. In their company, there are no roars of machines, no production workers, and only bright office and store managers. At present, Hailan's home has reached 3,000 stores, covering more than 100 provinces and cities across the country. Its strength comes from its business model.

It is through this mode of light that last year, the sales of Hailan Homes grew by more than 50%, and it has achieved a contrarian growth.

Indeed, "a good business model is half the battle for success." Zhou Jianping, chairman of Haishu Home, said that competition in the future is not a product or brand competition but a competition between brand business models. Since the beginning of Red Bean Menswear, they have chosen between the "fast fashion model" and the "full-managed model" (spa self-brand clothing specialty retailers), and finally chose the latter.

Because of this, at the Chic, Asia's largest fashion trade fair in Beijing in March this year, the brand's business model innovation trend has been highlighted. At the beginning of the exhibition, Red Bean Men chose between the “fast fashion model” and the “full-managed model” (spa self-owned clothing specialty retailers), and finally chose the latter.

The so-called "full-managed model" refers to franchisees providing funds, suppliers providing products, and the company's unified operations management.

Alstom, which will soon appear in chic 2014, also adopts a fully managed mode. Since the time of joining the development, Ashton has been developing steadily and is now moving towards the goal of 2,000 chain stores in 2015.

This is the power of model innovation.