Zhou Chengjian: It Is Not Impossible To Be A ZARA In China.

From my own clothing industry, I think China's apparel industry is still in its infancy, and is facing the stage of how to do and learn how to do it.

Learning to make a brand is just the beginning. It needs to be pformed into fine management.

For Metersbonwe, I hope to make a pition towards this road.

How to do it? I think: first, to ensure the accuracy of the supply chain; the two is to enhance the expressive force of the terminal.

If Metersbonwe does well, I believe there will be more chances for success in the future.

With ZARA, H&M, C&A, GAP, UNIQLO and other international fashion fast fashion brands in China, the pace of success and expansion accelerated.

In order to resist their attack, they pay a great price for competition.

The ME&CITY we launched was once regarded as a failure case by the outside world, but now the ME&CITY has changed, and has gradually developed orderly.

We are learning rivals in competition, and we are also finding our own advantages.

If we look at the three major technologies of clothing color, style, and plate technology, although we have a gap in terms of color control and style innovation with international fashion fast fashion brands, we believe that we know more about Chinese consumers in print technology.

In addition, in the competition with international rivals, we gradually realize that the real battlefield is in supply chain and marketing.

First, supply chain integration.

The fast selling industry of clothing is 5 times faster and 10 times faster than that of apple.

Therefore, within the company, I strive to achieve a weekly listing in the supply chain management, that is, there are different series of listings every week, and different series are eliminated.

Why do I launch such a strategy? Because, according to the current trend of consumers' new and loathing, fashion trends or a series of products will also last for two weeks or at most for a quarter, so the supply chain must be adjusted to adapt to the market.

To the Internet, more than 10000

The second challenge is

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We stepped into e-commerce in 2010, and the "state purchase network" launched is also a subversion of our traditional mode. We don't know how to move from offline to online.

But judging from the big trend, we have made no mistakes in strategy, because consumers are more and more inclined to online shopping.

Although in order not to affect the performance of listed companies, we temporarily stripped the "state purchase network", but it is still the strategic pawn of the group. We hope it can explore the success mode.

Why do we still value this asset? It's easy for you to ask consumers what changes the Internet has brought to him. You know that this is a battleground that clothing companies can not avoid.

Getting things online is a real challenge because the Internet has subverted our inherent patterns.

From the traditional mode, consumers used to be three goods, but on the Internet and even mobile Internet, consumers are more than 10000, making it easier to make choices.

I see a lot of traditional manufacturers complain that the Internet has destroyed them. On the contrary, I think the Internet should be the gospel of branding.

In the past, the extensive and quick way to enjoy the bonus era seems to have been overturned, but at the same time, it is a new opportunity.

I believe that, although in the short term, traditional enterprises need to change their business models, there is a lot of pain. But as long as the brand is done well, they can establish a better relationship with consumers and make it easier for the brand to go global.