Clothing companies cannot avoid the "online shopping" market

There are various platforms and spaces on the online and offline, but there are overlapping and exclusive parts. Singing well, online and offline complement each other, the brand's market share can be maximized; play is not good, then online and offline with the same room, squeezing each other's living space.

On-line hotlines On August 1, 2011, the China Chain Store Management Association released the 2011 Research Report on Traditional Retailers Developing Online Retail Business. The data shows that in 2010, China’s Internet users reached 457 million, and the Internet penetration rate was 34.3%; total online shopping transactions exceeded RMB 500 billion, accounting for approximately 3.5% of total retail sales of consumer goods; online shopping users reached RMB 161 million, an increase of 48.6% year-on-year. Business is in a period of rapid development.

The Internet is pervasive, and companies can no longer avoid the "online shopping" market. According to statistics from the China Chain Store & Franchise Association, 52 of the 100 chain stores in 2010 launched an online retail business.

At the beginning of this year, Wal-Mart, an international retail tycoon, was trying to acquire Jingdong Mall for US$500 million, but ultimately failed to reach an agreement because of the opinions of both parties. However, this did not change Wal-Mart’s e-commerce transformation determination. It soon announced a high-profile announcement of a “marriage” with No. 1 store, which led the curve to e-commerce.

In addition, with the opening of the official website of Armani Chinese in China, Gucci electronic flagship store, e-commerce has gradually played an important role in the apparel industry, many clothing brands have opened Taobao flagship store online or online stores ... ... to enter e-commerce has become in recent years To the fashion trend of the fashion industry.

Many retailers under the accelerated impact line should not forget that due to dealers complaining to the LG headquarters about Jingdong Mall and other B2C electronic shopping malls disrupting the price system and hitting the offline market, LG has inspected Jingdong Mall.

However, the result of the inspection was not Jingdong Mall's exit from LG, but LG saw the benefits and potential of online sales. Jingdong Mall has become a strategic partner of LG.

“We are free to work for the Internet!” said one retailer indignantly. “Consumers come to our shop to look at samples, pick styles, choose models, and then go online to find bargains; or We bargain, where does this price go? We have fixed stores, quality assurance and service commitments!"

In addition, in addition to being part of the link between traditional manufacturers and consumers, the Internet is also moving closer to the upstream, striving to become a manufacturer, directly providing products that cater to the consumption habits of the Internet era, replacing traditional products.

For example, the brand myth of VANCL shirts and Masamasuo menswear was born through the Internet. They allow traditional manufacturers to self-satisfied with ephods. After more than ten years of clothing business, their brand influence is not as profound as the birth of VANCL for two or three years.

It is reported that Vanke Espin has formed a high market reputation in the industry with its advantages in marketing channels, logistics, commodity categories, etc., and has gained recognition in the capital market. At the same time, Vanchem launched the e-commerce B2C website V+, which is a relatively high-end clothing brand, making its product line a powerful complement.

Different from traditional manufacturing and sales, this kind of B2C brand born through the Internet does not need to worry about establishing distribution channels, and does not need to rack its brains to maintain a balance between distributors and formulate sales policies.

How to integrate?

Now the traditional brand enterprises and Internet brand companies also have their own markets, and there are fewer cross-sections. The conflict is not too strong, but what should we do in the future?

The best strategy for off-line traditional brand companies to fight online brands is to make themselves an online brand.

However, if the prices are the same both online and offline, they will not be competitive on the Internet. If the prices on the Internet are to be competitive, the price must be lower than the offline price. The pricing power has become the focus of contradiction between the traditional brand enterprises online and offline.

Moreover, the development of the Internet is not all plain sailing. "China's logistics industry is very fragmented, and there is no such thing as a large and professional enterprise like UPS and Fedex in the United States. We have no way to do self-delivery. For the time being, no distribution company can keep pace with our rapid growth. Yu Gang, chairman of No. 1 store, pointed out that logistics has always been the pain of e-commerce.

In fact, traditional retailers have become more and more powerful. However, there are few who have benefited, whether it is direct investment in Auchan, Agri-business, or Carrefour or TESCO. In the development of online retail business, the exposure of traditional retailers has increased, but the real benefit has been less.

Despite the difficulties, there are many excellent explorers. Seven wolf's strategy is to establish an independent product "identity card." For the online and offline entanglement, the seven wolves have made some adjustments in the past two years: The bar code of each piece of clothing is made into an "identity card," and each piece of clothing has a code. If you go online, you need to pass the certification before you can send it to the online platform for sales. This will enable you to identify the source of online sales. Regulate and manage different pricing products online and offline.

Seven wolves sold only 890,000 in online stores in 2009, but on the day of the 2010 Singles Day, there were more than 5 million sales on a single day.

Zhou Shaoming, a seven-pronged wolf, stated that it is not easy to solve the problems of online and offline interests. At present, there is no good solution, but efforts will be made to handle the online and offline interests disputes. Seven wolves are considering how to turn more than 3,200 terminals into service platforms and solve them from the logistics point of view. With prices as the core point, they can perform unified online and offline warehouse distribution. And now all the networks are selling low prices. Seven wolves also follow this trend and try to use seasonal products as online commodities.

He said that seven wolves will continue to use the advantages of traditional brand companies, combined with new network technology, to establish a front-end sales system. Seven wolves have started from the main brand and established a mall. In the future, a model like McCawline may be built to cooperate with other brands.