Four Samples Of Fashion Industry'S "Channel" Mode Innovation

PPG, a direct selling garment manufacturer of men's shirts, has alerted the entire garment industry by emulating the direct selling mode of DELL, a personal computer giant.

From obscurity to fame, PPG took a year and a half.

This is due not only to the advertisements that are widely seen in people's eyes, but also to the shock brought by traditional clothing.

PPG claims that its sales will reach 10-15 billion yuan in 2007 and become one of the largest companies in the domestic apparel industry.

In the middle of last year, PPG won the venture capital of TDF, JACO ASIA and KPCB international venture capital agency, which amounted to 50 million US dollars. It became the symbol of "PPG myth".

The company has no physical stores, factories and assembly lines. Its total number of employees is less than 500, and it also includes more than 200 call center staff. However, it has made direct sales through the Internet, telephone and directory. In a short span of two years, the sales volume has been sold to 10000 men's business shirts every day, and its growth momentum has approached the 13 thousand of the traditional shirts industry, YOUNGOR, which is the average daily sales shirt.

Without opening offline stores, outsourcing production and logistics to reduce costs. Through IT technology and the Internet, the upstream and downstream industry chains are linked up, information flow is used to direct partners, and inventory is distributed to partners so as to minimize their inventory. These means constitute PPG's "light asset operation mode".

Comments: when the light assets operation of enterprises is "light", the industrial risks of each link in the chain will be enlarged, or even lose control of the industrial chain.

The PPG light assets operation mode seems not perfect. It is not very effective in controlling the various links in its own industrial chain. PPG's highly compressing production, inventory and distribution costs also put forward high requirements for its coordination ability in the industrial chain.

There are problems that products rely on 7 generations of factories, resulting in different quality of products, no users can not experience personally, and the quality of products can not be returned quickly.

How to solve these problems properly is related to the final success or failure of PPG mode.

In July 2007, Zhejiang news bird group set up BONO e-commerce company, launched a brand new direct selling menswear brand "BONO". At the same time, Tian Jian, former president of YAHOO China, also announced that he joined the general manager and was directly responsible for the operation of direct selling brand BONO.

In October last year, the direct selling advertising of the new online e-commerce website BONO was launched in large scale.

BONO has launched a series of activities, including the sale of $100 yuan for men's clothing at the price of one yuan, the "one dollar plan" for men's wear, and the creation of advanced shirts and customized services for advanced shirts.

BONO removes the direct selling tools such as online shopping, directory sales and call center, which are the same as PPG, and always emphasizes its own "entity", covering two acres of modern production base of 3OO mu, 10 world-class production lines in the 200 thousand square meter workshop, and a design team led by Giovanni Neglia, a Italy craftsman with 46 years of professional experience. BONO has strong support from the traditional clothing industry.

BONO believes that "entity" is the magic weapon to defeat the light mode.

Comment: the way of direct selling has abandoned the links of traditional channels and storefront sales, and can not avoid consumers' experience of clothing.

It is not possible to contact the product directly, so that the consumer is particularly sensitive to the product's workmanship and quality, and the quality of the product is the key to the direct selling enterprises to keep the sales performance stable.

BONO's autonomous production line has better protection for garment quality than PPG's OEM.

Grafting the advantages of garment customization enterprises to the e-commerce mode, and improving the men's wear product line is a differentiated direct selling tool BONO seeks.

BONO, which takes product quality as a competitive chip, may go more smoothly on the direct selling road.

"White collar" is undoubtedly the representative of domestic clothing brand experience marketing.

The sixth generation of "lifestyle shops" of white-collar workers focus on the details of the target group in the image of the shop hall, take the lead in introducing the concept of "clothes bar" into the country, add water bars and rest areas in the shop, and provide news and fashion information.

When customers take up drinks and calm down the white-collar atmosphere, they may also have a deeper understanding of the brand connotation of white-collar workers.

White-collar workers call their shops "lifestyle shops" rather than flagship stores or brand image shops.

White-collar workers also plan to introduce more high-tech elements into the store, so that the shopping environment can be more suitable for consumers' lifestyles and work scenarios, giving customers more emotional resonance while endowing the art of terminal.

Comments and scale economies are different from seeking economies of scale. Experience economy is the opposite of it. The tailored personalized consumption and memorable consumption process are "tied up" to you.

In the process of advocating experience consumption, the first thing that a white-collar worker feels is that the overall image of the store and the atmosphere he created are followed by clothing.

Although customers buy clothes, they really pursue their inner thoughts, emotional language and personality images.

The store conveys a new concept of life for consumers, creating an unforgettable shopping experience.

In 2004, he chose the management mode of virtual operation.

Through the implementation of virtual operation, the company integrates internal and external resources, breaks through the constraints of enterprise land, talents, technology and capital, and obtains the specific functions of R & D, production and sales, thus achieving the expansion of enterprise scale.

In 2004, he put forward the development of virtual channel marketing mode, with the help of the Internet, through the way of virtualization, to provide timely and convenient new production and marketing for the customers' location.