Learn From "Fast Fashion" To Create A Fast Industrial Chain

In recent years, ZARA, H&M and UNIQLO have entered the Chinese market one after another. Their good market performance has awakened the awareness of domestic brands. "

What is the secret of "fast fashion" success? Some people say that it is a fast changing fashion trend; some people say it is "fast fashion".

These are all right, but there is another important factor, that is, they shorten the distance from factory to consumer as far as possible, and create a "fast industrial chain".

The reality is that most of them are

The core of the "fast fashion" brand's product management is "fast, small, diversified", or even man-made shortages. This minute, you don't make a purchase decision, and the next minute will be sold out.

"Fast" is its most prominent feature: rapid design, rapid production, quick sale and quick update.

The goal of ZARA is to complete the product in 15 days, from design, purchase, production to the sale of the stores on the global stores (the domestic garment enterprises generally need more than 30 days'), and distribute them to most stores in Europe within 24 hours, arrive in the United States 48 hours, and arrive in China and Japan 48-72 hours.

"Quick"

ZARA sales of over 10 billion euros, and behind all this is the rapid development of the entire product development, production, logistics, distribution, direct sales integration of the rapid response system. This fast and powerful business chain system is the real support and guarantee of ZARA's "quick" money.

The success of ZARA is no accident. It is an inevitable product of global consumption development.

Yang Dayun, an industry expert, believes that the demand for Chinese consumers has become more and more fast in the twenty-first Century.

In the past, if there was a quarter of pop, there would be 2-3 obvious changes, but now there are 4-6 or more pop rhythms in a quarter. This prompted many female consumers to go to shopping malls frequently - otherwise she would feel left behind.

If an enterprise can meet the consumers' 6-8 needs in a quarter, it means that a brand store will sell more goods and gain more profits.

In the past many enterprises, the demand for profit was mainly produced by the order meeting, the futures of each dealer or distribution customer were produced at once, output to the terminal, and divided into several bands to sell, bringing profits to 70-80% or even more of the whole progress.

But now 8-9 months ahead of time to set a large number of futures, for enterprises and agents, it means a great deal of risk.

This is a conventional theory of marketing -- from ordering to manufacturing until the needs of consumers, the closer the distance is, the more accurate prediction and judgment will be when ordering; the farther away it is, the greater the risk it will take.

For example, changing weather factors, economic environment and other factors will make business operators' uncertainty about future expectations bigger and bigger.

The core value of SPA (private brand apparel retailer) is to put the key link of profits in the sales process, not before sales.

Sales accounted for only about 30% of profits, but 70% of the profits would be placed in the sales process.

And the so-called sales process is when the goods are in the shop, when the consumer demand has been presented, who can produce at the fastest speed, and when the consumer's desire for the product is still there, put it in the store, become the consumer's right choice, then it can get higher profits, and the stock can also be reduced to the minimum.

This is the essence of SPA - shortening the time and distance from production to customers.

The key point is that our domestic enterprises can not blindly learn "fast fashion", and the premise of "fast" is "right".

"Brand trains, terminal sales are locomotives and production links are cars.

In the supply chain, reducing the rapid response time is equivalent to reducing the number of cars, although it will bring some effect to the train speed increase, but it may not be too significant.

Wouldn't it be better if we could improve the power system directly from the terminal?

Dai Chunhua, the chief consultant of the consultancy of the hundred Sichuan Road, uses such a metaphor to show that "fast" is not the most core, but the premise is to do "right".

Otherwise, the faster the reaction is, the faster the "death" will happen. A lot of products that are unfashionable, unwelcome and can't satisfy the needs are the most dangerous thing to enter the terminal.

This is not alarmist, but now the designer is "Mongolia" to develop, and the agent "Mongolia" orders a lot of brands.

Is it the designer deciding the terminal or the terminal deciding the terminal? How can we achieve "right"?

Commodity planning has become a top priority in many departments of a company to coordinate the core distribution of manufacturing, production, sales, marketing, merchandising, staff training and terminal channel commodity planning.

Many of the company's commodity planning departments are particularly important, and commodity planners are also very important for the market.

Planning is through the research and integration of the previous season's sales, through the analysis of the market, and the integration of global information, to decide how to make the target goods that can bring the established series and style in the next quarter to meet the needs of the market.

In this process, we should take into account who decides who issues, and the originality of the design should be subordinated to the mainstream of the market.

Dai Chunhua believes that "right" is actualization by actuarial analysis, which requires a complete mathematical model to analyze the sales data before the new product plan, including the synthesis and cross analysis of factors such as color, size, cloth, price and even weather changes.

In order to find the "password" of the popular product, it will open the next season's best seller.

This applies not only to product development, but also to the sales process -- using data to determine how long the goods will stay on the shelf, when to move to other stores, and when to start discounted sales.

In today's fast fashion prevail, who can use the shortest industrial chain to fashion the fastest speed to the consumer, who can seize the commanding heights of the market.