YOUNGOR Will Realize The Integration Of O2O Through "Experience Economy".

The operation of the company in the first half of the year was announced.

According to published data, in January ~5 months, YOUNGOR's sales in shopping malls increased steadily by 10%.

Among them, in the environment where men's clothing market is not performing well, the group's new generation brands HSM and GY have achieved 39% and 21% growth respectively.

And YOUNGOR's operation strategy in the channel is obviously the key to support the steady growth of enterprises.

Operational channels

"YOUNGOR's current channels include three main categories: one is the exclusive store, this part is mainly self operated; the two is the store opened in the major shopping malls; the third is YOUNGOR's agent shop, which is only a small portion of YOUNGOR's overall channel layout."

Cheng Fangding, assistant chairman of YOUNGOR, told reporters.

In Cheng Fangding's view, enterprises should increase the proportion of self operated channels and gradually reduce their dependence on agency affiliate, which is very important for enhancing the control power of enterprises and maintaining brand image.

"Agency affiliate mechanism is very helpful to brand expanding sales channels and increasing market share, but too many brand agents can easily lead to a large backlog of enterprise inventory, sometimes even to the right.

The image has caused great damage.

Cheng Fangding said that agents could not serve the enterprise for a long time, or make money as the ultimate goal. This also resulted in many agents selling brand products at a very low discount in order to achieve quick returns, and ultimately hurt the brand image.

Self run shops are indeed conducive to enhancing brand's control over the channel. But facing the increasingly high channel cost, it is necessary to realize the large scale self operation of the brand.

In this regard, YOUNGOR obviously does not have such concerns.

The reporter learned from the responsible person in charge of YOUNGOR that YOUNGOR had adhered to the strategy of "buying a shop and running its own business" from the beginning of the expansion channel, and YOUNGOR's early investment in the shop floor eventually enhanced its competitiveness in the terminal channel.

"Take our Shandong store with an annual sales volume of 30 million yuan as an example. Because of its location in the local core business circle, the store rentals have been increasing year by year. If the store is not ours, the annual rental expenditure will occupy a large part of the cost of our camp."

Cheng Fangding told reporters that in those days, YOUNGOR spent 10 million yuan on buying the store, which not only made YOUNGOR realize its success in commercial real estate investment, but also greatly saved the brand's expenditure on channel operation.

At the same time, Cheng Fang reporter admitted that this kind of operation strategy is also one of the Guan Jian factors that can sustain growth in the environment of YOUNGOR's gradual decline in the industry development in recent years.

"With the rapid development of commercial real estate in recent years and the upsurge of market pursuit, the increasingly high store rents have limited the expansion of enterprises to the channels, and this external factor has limited influence on the YOUNGOR that insists on buying its own shop."

Cheng Fangding said.

This strategy is also rapidly learned and copied by other enterprises, but Cheng Fang Ding is not optimistic about many brands replicating YOUNGOR's "buy shop" mode at the moment.

With the enthusiasm of capital market for real estate, commercial real estate has been at a high price in recent years, so this node is not the best time to buy shops.

"Now we are cautious about buying shops, and some self owned shops are also rented."

At the same time, in recent years, the development trend of emerging channels such as electricity providers, WeChat mall and YOUNGOR also began to increase investment in channel diversity.

Keeping and changing

Although it is an entity dominated by entities, YOUNGOR has not given up the expansion and construction of emerging channels.

But on the construction of new channels, YOUNGOR also has its own plan.

In April 2013, YOUNGOR launched online sales, with the help of the third party power, to distribute goods on Tmall, Jingdong and other major e-commerce platforms, pushing YOUNGOR brand.

After a year of running in, the operation has gradually entered the orbit.

For traditional clothing industry, the advantages and disadvantages of offline sales on line are coexist.

The advantage is that most of them have a certain brand awareness, which is unmatched by many emerging e-commerce brands.

Take Taobao sales rankings as an example. Online sales ranked the top three men's brands are traditional brands.

At the same time, the disadvantages of online sales also make traditional brands entangled with online channels.

At present, the first pursuit of Chinese netizens is still cost-effective. If the price orientation of the abdication line increases, the sales volume will increase, but at the same time this volume will increase, and it will bring about the impact on the physical channel, and finally the benefits under the diverting line, so that the enterprise can not get the right profit from the increment.

Therefore, this also lets many traditional channel strong brand, to launch the electricity supplier business to be cautious.

In this regard, YOUNGOR is more inclined to channel construction from the perspective of O2O.

According to the director of YOUNGOR e-commerce department, at present, YOUNGOR's online commodity structure consists of three parts: one is online special contributions; the other is the new synchronization with the physical store, taking the online and offline synchronized marketing strategy and promotion strategy; three is the centralized sale of inventory products through the Internet. Two

At the same time, YOUNGOR also pays attention to the integration of online, offline and "experience economy".

Ningbo branch is YOUNGOR's exploration

Landing at the first stop, the Ningbo brand flagship store lets salesmen play "fingertip marketing", behind which is the marketing strategy of the company to gather popularity with micro marketing, enhance service and enhance brand image.

Soon, the sight of sweeping and clothes coming home will become a reality.

In May, YOUNGOR's first O2O experience store settled in Ningbo Yintai shopping mall. It launched 50 items on the scene. Consumers can scan a two-dimensional code label on a product by a mobile phone or directly order goods by clicking on WeChat online.

But no matter which channel strategy the enterprise adopts to operate the brand, the most important thing should be attributed to the product.

"Enterprises must first build products and build their core competitiveness."

Increasing the support for product R & D is the focus of YOUNGOR in recent years.

Multi brand approach

"If you have been to YOUNGOR store recently, you will find that our product style has changed a lot in recent years."

The manager of YOUNGOR planning department told reporters at Chengdu.

The YOUNGOR apparel company also ranked first in the list of top 100 apparel sales products in 2013.

In Cheng Fangding's view, thanks to YOUNGOR's emphasis on product development in recent years, "building a design team to make products more fashionable and marketable is the most investment place YOUNGOR has invested in recent years.

This year, our sales increased by 10% over the same period last year.

At the same time, YOUNGOR also announced that it will continue to adhere to the strategy of "main brand and fine brand" in the future.

In this regard, in the early June, YOUNGOR brand Committee reviewed and planned the operation of the 3 sub brands, which mainly focused on further clarifying brand positioning in the future.

HSM adhere to the business style of the United States while joining sports and leisure; GY is dominated by the urban sunshine style; while the HANP hemline family promotes men's clothing to 75% of the clothing category, enriching bedding, winter products and infant products.

"The development of new brands needs a process of market accumulation. The biggest contribution to our sales is still the main brand YOUNGOR."

In this regard, YOUNGOR has also reorganized and planned the brand in recent years, striving to ensure the steady development of the main brand, and aim at the operation and investment of the new brand.

"In the past, our brand strategy was too broad. Now we pay more attention to the direction of precision."

Cheng Fangding said.