Pathfinder Stands Out From Competition Through Its O2O Mode.
According to the statistics of < p > a href= "http://sjfzxm.com//business/" > Ministry of Commerce < /a >, in 2013, the scale of China's online shopping market reached 1 trillion and 850 billion yuan, accounting for 7.8% of the total retail sales of consumer goods.
As the core category of online shopping channels, clothing has also taken an express train with high speed.
2013 is the first year of clothing enterprises to test water O2O, and more and more traditional brands have made substantial progress in O2O innovation.
In the A apparel enterprises, Pathfinder, Mei Bang dress, fuanna and so on are in the front.
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Pathfinder is one of the largest outdoor products enterprises in China. Its outdoors clothing and shoes have maintained a growth rate of over 30% over the past 7 years, and sales revenue in 2013 has reached 1 billion 440 million yuan. P
However, as more and more domestic and outdoor brands enter and industry competition becomes more intense, the growth rate of Pathfinder's income begins to decline.
To this end, it began to pform from a single outdoor product provider to "goods + service" outdoor travel integrated service provider.
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< p > < < a href= > http://sjfzxm.com/news/index_c.asp > > > /a > upgrading of stores. Pathfinder pformed store functions from sales to integrated services, opening up special areas for outdoor leaders to interact and start gathering.
Of course, offline stores can provide users with other sales and services, and eventually form a closed loop with the one-stop integrated services such as online outdoor travel information, outdoor community communication and financial services, and continuously enhance the viscosity of users, so as to achieve the three win win of outdoor service providers, outdoor enthusiasts and outdoor travel integrated service platforms.
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The travel products service of ASIatravel, a Singapore listed company holding 21.22% of its investment stake, has covered 17 countries and regions such as Singapore, Malaysia, Philippines and China. It can provide 14 kinds of main currencies online payment. The purpose of this investment is to learn from its experience in outdoor travel service and the advantages of backstage information technology, expand the overseas travel service market, and accelerate the implementation process of its outdoor travel service platform strategy. P
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< p > > a href= "http://sjfzxm.com/news/index_c.asp" > < /a >, the per capita sales of domestic outdoor products are less than the 1/30 of the European Union. Meanwhile, the proportion of people taking part in outdoor activities is also very low. With the development of personalized in-depth experiential travel, the potential growth potential of the potential outdoor consumer group is huge. However, the competitive situation of outdoor brands at home and abroad can not be ignored. In search of outdoor products in Tmall, there are as many as 200 brands of assault clothing.
How the Pathfinder can stand out from the fierce competition with his O2O mode should be the focus of company management next step.
Pathfinder is currently earning 27.89 times earnings and its total market value is 7 billion 500 million yuan.
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< p > traditional brand enterprises hope to rely on O2O Dongfeng, still facing several major problems: first, online shopping is cheap and cost-effective, and the role of rapid rise of apparel network channels is self-evident. Up to now, nearly 50% of users consider the first factor of online shopping consumption is still price factor, but because of this, the development of the whole industry has also fallen into the online low price vicious cycle of passive high price and sacrificial profit under the online and offline businesses.
Secondly, the comprehensive electricity supplier platform has the right to speak, and the competition brands are various and dispersed.
In addition, pure electric clothing brand is light assets, while the traditional brand has relatively high inventory rate, and its own supply chain management level is not enough.
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