Armani'S Success "Three Steps"

In 1975, Giorgio Armani, 40, was named after its own name and founded the "Giorgio Armani" company. 30 years later, Armani is already a brand of more than 2 billion dollars. In the first quarter of 2005, sales in the Greater China region, including Mainland China, Hongkong and Taiwan, increased by 52%. Now, Armani group has more than 300 stores and 5000 employees worldwide.

As a designer, Armani also acted as chairman and CEO of the group. How did an early window designer make the brand that was born in a 14 square meter studio become the world's top brand? It's also a topic of study by many consulting companies. But looking at Armani's management, he found that he is a persistent, persistent and seizing opportunity.

　　 Armani The brand did not enter the ranks of the top brands at the very beginning. The turning point was in 1980, when the Armani Armani power suit came out. In order to promote the design to the top crowd, Armani offered this dress to the hero Richard Kehr in the American dancer. The same year, the complete set of Armani "power suit" appeared with the film's screening. The film was a great success, and the Armani brand was also sought after in the star studded city of Hollywood.

　　 Armani Never designs on unknown stars. clothing 。 His customers mainly include famous celebrities who want to be respected, such as Jodie Foster, Glenn Close, Mark Wahlberg, Ricky Martin and so on. In recent years, world soccer stars have approached Armani one by one. Beckham, Ronaldo, Vieri, Piero, Figo and Shevchenko are regular customers.

Armani is the first modern garment to recognize the potential of the celebrity market. Designer 。 To this end, he set up an office in Losangeles to rent costumes for celebrities to cater for their whims in costumes.

In order to stabilize and develop Armani's achievements in the top market, Armani, a designer, has made many initiatives in its operation. These measures are also a reference for Chinese men's wear brands that are puzzled in brand management and marketing methods.

There are mainly three ways of Armani: first, to strengthen Armani group's control over manufacturing and distribution through the acquisition of long-term franchisees and OEM factories; two, by actively launching Armani's own retail stores, strengthening the control of the retail outlets, and three, actively expanding the product line.

The company uses cash to control the production and distribution of Armani group. Armani bought the companies that made their own OEM, and bought two garment manufacturers to produce Armani Collezioni high-end clothing. In addition, he has acquired some third party distributors worldwide. However, in the acquisition process, Armani insisted on the principle of not buying other brands, so as not to be able to integrate or damage the Armani brand. This is different from Gucci and LVMH. Mike Ullman, the former general manager of LVMH, is very impressed by Armani's business talent. Ullman said Armani has created an attractive platform for consumers through his consistency and his insistence on his style. This attraction is based on the understanding of customer needs. Until now, Armani has been watching daily sales data from all over the world to study consumer needs.

It is also one of Armani's marketing strategies to actively launch its retail stores and strengthen control over the retail outlets. Armani brand settled in Italy Milan market in 1974, entered the London market in 1989, and entered the US market in 1991. In April 2004, he opened the largest flagship of Armani in China, and Armani Group expects to build a retail network with 20-30 independent stores in the most important cities of China before 2008. The Armani group is the largest flagship company in China.

As the founder of the concept of "diffusion line", also known as sub-brand, leisure wear or jeans wear, Armani launched the test of Emporio Armani in 1981, opening the brand extension atmosphere. Later, other major international brands followed suit. When domestic men's clothing enterprises begin to criticize the brand extension will lead to the blur of the brand, Armani realizes that the brand development scope is not wide enough, and the brand vitality can not be strong and long. Only by building products from different levels in Pyramid can the brand become full and powerful. Armani has also expanded its brand to many fields such as spectacles, watches, cosmetics, furniture, jewelry and so on. By designing custom interior for Mercedes Benz Corp, he put his feelers into the automotive industry. He is ready to join a Japanese sushi company to enter the food industry. He even opened a Armani candy store, and he plans to jointly open 14 Armani Hotels with Dubai's real estate group.