Fashion Industry Fast Fashion Channel Learning Must Be Cautious

Distribution mode is also generally considered to be the main cause of the high inventory crisis in the apparel industry.

In contrast, the inventory problem of ZARA, H&M, UNIQLO and other fast fashion brands is not so prominent.

In the industry, inventory is widespread, but international.

The turnover speed of the supply chain is fast. "International brands are generally 20 days' worth of goods. Compared with that, the domestic garment enterprises have a much longer stocking cycle, usually fifty or sixty days, and what changes will happen in these fifty or sixty days?

It is possible to sell at large, but it may not sell. "

So is imitation fast fashion the ultimate way out for Chinese garment enterprises?

In the independent shoes clothing commentator Ma Gang, the fast fashion brand flat management mode represents a trend and direction.

There are many circulation links in China's garment industry, and now more and more enterprises are trying to simplify the circulation.

To the management mode, there is a strong imitation of the international fast fashion brand.

"Metersbonwe, for example, is an early attempt to simplify the intermediate links. Now Metersbonwe adopts the mode of two level distribution plus three level distribution, and some places open direct outlets directly."

Ma Gang said that simplifying the circulation represents a trend, but blindly imitate the fast fashion brand is not desirable. "The Chinese region is so large that it does not always apply flattening mode. In some places, such as the three or four line small cities and remote areas, it still applies to the franchise mode."

Farewell to "marketing + channel", the growth mode of garment industry has changed.

The past 20 years are the "golden age" of the garment industry. A large number of large brand clothing enterprises have emerged. They believe in the strategy of "marketing + channel", and have been running around in big cities, bombarding the major media, rapidly expanding the market scale and becoming the leading enterprises in the industry.

"These methods were very novel at that time. They sought celebrities to advertise, then opened a lot of new stores, and soon formed a large number of large companies and then ate small factories."

In Hu Haidong's view, many garment enterprises have fallen into the vicious circle of over marketing, which makes the enterprises do not pay much attention to the development of products and get into serious homogenization. "Their so-called differentiation is sometimes ridiculous, for example, a suit is more than others, and it will magnify the so-called differentiation when publicizing."

Hu Haidong said.

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What's interesting is that these enterprises are happy with marketing. "Enterprises create a VI, play an advertisement, open an order in a certain hotel, and create something called differentiation.

When they were finished, they ran to Zhongshan to find a T-shirt, went to Tongxiang, Zhejiang to find a sweater, and found a pair of trousers and jackets in Fujian. Soon, a suit of men's clothing came out.

The product is free to catch and grasp, the key is ordering will create momentum.

This is a kind of patterned thing, but it doesn't really care about the real differentiation of products.

"This practice is becoming increasingly impracticable."

Ma Gang said that in the past, there were two elements to build brand clothing: one is marketing, the other is making channels.

"Everyone will be marketing, the channel has also been saturated." now that the cost of operation has risen sharply, the risk of starting a shop is increasing.

It also announces that the expansion way of "marketing + channels" that garment traders rely on for the past twenty years has completely failed, and the growth pattern of the garment industry has changed.

Children's wear and outdoor escape will become more obvious.

The impact of this high inventory crisis on the industry is also far-reaching.

In the industry view, high storage makes a batch of garment enterprises overburdened, falling into the tide of closure, and the degree of brand concentration will be higher and higher.

The inevitable trend of development is that many consumer brands abroad have gone through such a period.

Ma Gang expresses this.

Another big effect is that the refinement of the industry will become more obvious.

In fact, clothing enterprises such as children's clothing, outdoor and other sub fields have survived a high inventory crisis this year. The three quarterly report of the Pathfinder shows that the net profit of the first three quarters of the company was 81 million 340 thousand yuan, an increase of 51.16% over the same period last year.

In addition, the upgrading of the industry is inevitable. "Manufacturers will pursue higher value-added, while some manufacturers will become brand manufacturers". Ma Gang said that e-commerce has brought opportunities to these manufacturers. The construction of the former channels is long and complex, and now it is much simpler.

The crisis has also brought new ideas to the operation mode of the brand clothing business.

In the past, the clothing industry pursued the channel siege tactics of "small town opening big stores, big cities opening more stores", and threw the competitors behind the scale war.

After nearly ten years of catching up with the channel, there are even more than 4000 brand stores, and the total quantity of the channels has changed from insufficient to excess.

After that, brand manufacturers began to look for new growth points. "More and more people realize that it's better to focus on breaking through a shop than to shop like sesame seeds," Ma Gang thinks.

The future will usher in a process from quantitative change to qualitative change, and the era of big shops is about to start.