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Roadmap for breakthrough of small and medium-sized clothing brands: trapped in the plight of physical channels

Starbucks in Beijing International Trade phase I closed its store because it could not afford the high rent. Therefore, there were people on Weibo asking for a stand. The dispute was whether it was caused by the e-commerce counterattack. For the time being, no matter whether Starbucks' closing is caused by e-commerce or not, the high rent borne by physical stores is a pain in the skin for many clothing brands. It has long been said that clothing enterprises actually work for real estate owners. After a year of hard work, they usually take the residual plastic deformation of materials to 0.2% as the yield strength to earn some money, and finally fall into the pockets of real estate owners

the high operating cost of physical stores has become a marketing pain that clothing brands can't bear: on the one hand, the high rent of stores suppresses the investment enthusiasm of franchisees who invest in stores; on the other hand, it makes the existing stores face a major survival crisis. These two have caused many small and medium-sized brands in the actual plight of the physical channel

department stores, which occupy the mainstream consumption position in the physical channel, exclude a large number of small and medium-sized brands due to the threshold set by them. Brands that are hard to squeeze in are exploited due to various unreasonable expenses of department stores, and finally only get a burst of cries. Therefore, some people say that if they do not enter the department store, they will die, and if they go in, they will die

it can be said that over the years, domestic small and medium-sized brands have been living in great pain. After experiencing thousands of hardships, almost all the so-called big brands and first-line brands have experienced this kind of pain before they have today's status. It is conceivable that it is difficult to be a clothing brand in China

these brands, which have passed five passes and killed six generals and survived very hard, thought they could take a break and adjust, but unexpectedly, they killed a chengyaojin e-commerce on the way. All of a sudden, these small and medium-sized brands based on physical channels are under a tight spell, and it is fatal! The physical channel of directly copying the bottom of the brand, the sales of street shops and shopping malls have fallen, and the operation of the physical channel of the brand has been besieged on all sides

terminal stores are difficult to maintain, department stores are declining, and e-commerce forces constitute the marketing siege of small and medium-sized brands today. Faced with the pressing and aggressive situation of e-commerce, small and medium-sized brands are losing ground in physical channels and have no power to fight back. In addition, the domestic economic outlook is weak, and the consumer market is becoming increasingly depressed, which makes the survival of small and medium-sized brands even worse. Although Shanghai rizhisheng New Technology Development Co., Ltd. is not so sad, just like Starbucks closed its store and brewed a cup of bitter coffee, the hearts of small and medium-sized brands are only much more bitter than bitter coffee

how can small and medium-sized brands break through such a dilemma? Where is the breakthrough direction? And how to do it

II. Evolution history of e-commerce of small and medium-sized clothing brands

according to the annual report of fiscal year 2012/2013 released by Bosideng, 246 stores were closed through physical channels, but their e-commerce business income reached 350million yuan, an increase of 76.7% year-on-year. This is a microcosm of the current situation of domestic clothing brands. When the physical channels are seriously shrinking and it is difficult to achieve growth, they have increased investment in e-commerce operation and become another development engine of brands, such as domestic sports brands and leisure brands. However, the reason why these first-line brands of traditional channels can achieve success in e-commerce is not that they have any excellence in e-commerce operation, What they rely on is only the brand awareness and comprehensive strength accumulated in the physical channels. However, the fate of small and medium-sized brands is another picture. Due to the lack of good brand image and public praise in the physical channels and the weakness of their own strength, they either died or struggled on the way to e-commerce

for example, a Shanghai women's wear brand I know entered Taobao Mall shortly after its operation in 2008. However, due to operational mistakes, it was hard to support it, and soon it was abandoned and defeated. There are countless painful lessons from the failure of these small and medium-sized brands in the operation of e-commerce. Up to now, there are still many small and medium-sized brands in the journey to e-commerce

although the timing of e-commerce operation for each small and medium-sized brand is different, on the whole, it has probably gone through the following different stages:

1. The wait-and-see period

08 to 10 years. During this period, although it coincided with the financial storm in Europe and the United States and the sharp decline in foreign trade exports, the domestic consumption environment stimulated by the national economic policies has instead enabled these small and medium-sized brands to obtain a short golden period of development, Physical channels have achieved steady development, and e-commerce platforms have just started. Therefore, small and medium-sized brands in this period generally adopt a wait-and-see attitude. For example, a household service brand I once worked for has been on the sidelines since 2008 until the second half of 2010. Although I advocated e-commerce operation in 2008, the boss still has to wait and see. During this wait-and-see period, many brands lost the opportunity to develop e-commerce. On the contrary, those brands who had no way out in the physical channel, with the mentality of fighting in e-commerce, unexpectedly succeeded

2. Excitement period

11 to 12 years. During this period, as many Taobao brands have emerged, such as underwear brands Gorell, women's clothing Inman, handu clothing house, and the rise of vertical e-commerce brands such as Mombasa and Vanke have stimulated these small and medium-sized brands. They have just come to realize that these people have not even seen clothing flat cars and can do a good job in e-commerce. Are there any reasons why we can't do it well? Therefore, they joined the e-commerce army with lofty sentiments. For example, there was once a factory owner who wanted to cooperate with me to build an e-commerce brand. There were more than 20 flat cars and a cutting bed, but he was still in high spirits and boasted that he would do something earth shaking in e-commerce. It can be said that this exciting period is also a restless period for e-commerce. Many people entered blindly and ended up in a bleak end

3. The forced period

13 to 14 years. As mentioned above, small and medium-sized brands are suffering from the siege of the city. E-commerce is seeking the bottom of the physical channel. Forced brands to make channel choices, and even for many small and medium-sized brands that do not develop well in the physical channel, they may have to abandon the operation of the physical channel at this time. However, as the lifeblood of the development of small and medium-sized brands, this strategic choice is undoubtedly very painful for many small and medium-sized brands. Although the physical channel is becoming increasingly difficult, it can still be maintained. If the e-commerce operation fails and the physical channel is lost at the same time, for small and medium-sized brands, it is like a crying baby losing the last milk

4. Shuangfei period

my view has always been that no matter how e-commerce develops or how physical channels evolve, fundamentally speaking, e-commerce and physical channels are not a matter of who killed who or who replaced who. The two should be complementary and mutually beneficial. I believe that these small and medium-sized brands will find a balance between the two through painful adjustment and exploration. By that time, they will achieve the situation of online and offline, with two wings flying together. This should be the most healthy channel layout and operation strategy of a brand. Of course, it does not rule out that some brands will choose one from the other only if the sample is not broken within the range of standard distance, but the two wings flying together should be the mainstream

the above are several different periods that small and medium-sized brands have experienced in e-commerce operation. From this, we can see the mental process and development context of small and medium-sized brands in different periods. From watching, excited, forced, along the way, we have really deduced the ups and downs of the success or failure of the development of many brands. The so-called "a few happy and a few worried" is just for the brand to come out

how can these small and medium-sized brands, which are in the pain of siege, find a way in the increasingly competitive e-commerce market? How can we win this breakout battle that can only be won but not defeated? Listen to the next chapter

III. winning the battle of breaking through

I mentioned the contradiction between brand e-commerce operation and physical channels in the underwear terminal life and death robbery, and made some rough solutions, but this is incomplete. However, the plight of small and medium-sized clothing brands is the same as that of underwear brands, or even worse

the problems faced by small and medium-sized clothing brands are very clear: 1. E-commerce must be done, so how to balance online and offline conflicts? 2. How to effectively solve the interests of existing agents and stores? In fact, if these two problems are solved well, the physical channel will be stable and e-commerce will be able to show its strength

we say that the siege of small and medium-sized brands mainly includes the purchase documents of equipment and instruments, accompanying documents, and the pain of scientific and technological documents formed after installation and use. It is because the above two problems have not been solved that there are constraints everywhere and there is no place to use them. Therefore, the breakthrough direction of small and medium-sized brands is: first, enter e-commerce, and second, optimize entities

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