The Lack Of Chinese Clothing Brand "Three Ability"

In recent exchanges with executives of several Chinese clothing brands, journalists feel that they have emphasized the importance of an element, namely, the rapid response and integration of all supply chains.

Specifically, it can be said that enterprises should achieve the "Three Abilities": they can respond quickly to the changing trend of consumers' demand, grasp the consumption characteristics of different regions, minimize inventory, and organize production and distribution efficiently, so that the time from factory to shop is shortened.

Without factories and outsourced product production, garment companies such as Mei bang and Semir have been quite different from traditional clothing manufacturers, and are more similar to brand operators or retailers, just like WAL-MART and Carrefour, but their stores only sell clothing and apparel, and are all attached to the same brand, just like some private brand products sold in large supermarket department stores.

Abandoning the production link, the ability of such enterprises is mainly reflected in product design and resource integration.

For this mode of operation, it can be said that Chinese enterprises are still in a stage of learning and exploration.

In the past two years, with the increasing popularity of ZARA, H&M, UNIQLO and other brand apparel retail enterprises in the Chinese market, people are becoming more and more familiar with such a format.

These are the efforts of many Chinese counterparts.

In the face of the rapid expansion of these foreign brands in China in recent years, Zhou Chengjian, chairman of the American Apparel, said: "this is a good thing. We used to know only a few people how they work, and now the whole company can see that it can speed up the development of the company."

Of course, being able to learn from close quarters is a good side, but there is no denying that competition in the market is becoming more intense.

However, for the time being, these foreign brands are still developing in the first tier cities, while the important market and profit sources of brands such as the United States and Semir are in the two or three tier cities, and they are not yet close to each other.

The result of domestic enterprise learning is also reflected. Domestic brands used to have only one or two orders per year, but now the United States has 6 times a year, and the news birds and Semir are 4 times a year.

To achieve the above three abilities, speed is the core requirement and the key to ensure the development of enterprises.

This is even more important and difficult for domestic brands that have built up a huge sales network in the two or three tier cities. They need not only the support of mechanism, structure and talents, but also the support of advanced information technology.

Because of this, domestic enterprises are increasing or planning to increase investment in this area.

"Time is money, efficiency is life". We hope to win world-class Chinese enterprises at the early stage of fashion apparel brand chain industry.