Who Is The Last Straw To Kill The Baleno?

After 90 wearing Metersbonwe, UNIQLO, 80 after wearing Baleno, Giordano.

Once many people feel that Baleno has a face, they are faced with the fate of selling themselves.

Recently, Hongkong German wing Jia group announced the sale of its subsidiary Baleno Kingdom Limited, Shanghai, to 250 million yuan.

De wing Jia said that the company is restructuring, the sale of Baleno can optimize resources, and the other side is Baleno's potential distributor - Shanghai Hui Ye Industrial Co., Ltd.

According to the results of the second, third quarter of 2015, the group's two major businesses, textile business and retail business, recorded a year-on-year increase of 15.5% in the first half of fiscal year after the fall in the three fiscal year. The sales volume increased by 22.2%, and the gross profit margin improved from 21.9% to 22.5%. The latter only gained 0.5% increase and recorded a loss of 53 million yuan.

Among them, Baleno's performance continued to grow negatively, and the contribution of the whole retail business to the group declined.

On the other hand, as an agent for the textile business of UNIQLO, its orders continue to increase, and its contribution to the group's revenues has been rising.

In this way, de Yongjia is obviously inclined to bring the textile business with stable profits to the company, and it is also reasonable to throw away the burden of Baleno.

Glory is not a strong enemy.

In "Crazy Stone", Huang Bo said, "I am a brand, Baleno!" and let the brand circulate widely.

Baleno, founded in 1981, was originally a Italy brand and started operating in Hongkong shortly after its establishment.

In 1996, Hongkong German wing Jia Group acquired the "Baleno" trademark and created the "Guang Zhou Friendship Baleno Company Limited" to re brand packaging, making it a great success.

Baleno clothing company has more than 10 brands, including Baleno, S&K, interactive zone, pure pmission, water rainbow, clothing color and so on.

In 2000, Baleno began to enter the golden period of development. At that time, local stores expanded rapidly and sales increased steadily, becoming a household name brand.

But with the changing market, Baleno's fortunes are far behind.

At the peak of the more than 3000 stores, there are only 43 in Hongkong, 54 in Shanghai, and 56 in Beijing, and many of them are relocated to shopping centers and shopping malls in the core business circle.

The first wave came from mainland fashion brands represented by Metersbonwe.

With the rise of private apparel enterprises in Jiangsu and Zhejiang provinces, such as Metersbonwe, Semir and other leisure apparel brands, with the perfect and flexible retail management system, the combination of direct operation and franchising, they occupy a place in the market.

The second wave has not yet come to a head from the first wave of impact, and the rival of H&M has been aggressive. The fast fashion brands represented by UNIQLO, H&M, ZARA and GAP have been expanding rapidly in China since 2006.

These fast fashion brands quickly get the favor of young people with a small amount of money, quick updates and moderate prices.

Today, fast fashion brands accelerate the layout of the two or three tier cities, and continue to strengthen their leading position and competitive edge in the market.

At the same time, another shock comes from.

。

Traditional brands have been greatly impacted by online sales, but most brands are actively pforming, opening up online and offline, and realizing full channel operation.

If Metersbonwe puts forward the O2O mode of "life experience shop + American bond APP", Semir invests in foreign cross-border electric business and enters into the field of children's wear. UNIQLO creates 360 degree comprehensive digital brand and commodity retail service experience, so that customers can experience products at any time and anywhere.

By contrast, Baleno's Internet has been slow and inefficient.

_ueditor_page_break_tag_

He lost to his opponent and lost to himself.

Before there are domestic leisure brands, and then there are international fast fashion brands. The fact that Baleno's old brand of Hong Kong is worrying is inevitable.

There is a famous saying in the clothing industry, "there is no weak market, only weak products".

In the past ten years, Baleno has no big moves. Whether it is channel expansion or commodity combination, or brand promotion, it is not satisfactory in every respect, which may be the reason why he gradually lost his heart.

From the so-called "China's LV" to today's dismal selling, from the first tier cities to the three or four tier cities and even the four or five tier cities, their own problems may be more important.

At the initial stage of Baleno, the overall domestic clothing resources were relatively scarce. By virtue of the fashionable design and parity at that time, the sales market was opened rapidly in China, but this laid the foreshadow for the future decadence.

Mao Lihui, a well-known clothing critic in China, said in an interview: "no matter how bad the clothes are, they are not worried about sales. This mode of development makes the domestic casual wear enterprises unintentionally study the fashion connotation and spirit of casual clothes, and understand what the consumption desire of the market is, eventually leading to the narrower and narrower the market of domestic casual wear brands, and many brands are more positioned by the public as student clothes."

Looking back at Baleno's Germany Yongjia group, it is a manufacturing and trading company mainly engaged in fabrics, textiles and clothing. It pays more attention to profitability and expands its scale. It only makes a business of making money by selling and selling clothes, and has no intention to properly organize the brand.

and

The comparison of the operation mode shows that Baleno still has a few months to design and produce from a garment according to the traditional production process. It is listed on a quarterly basis, mass production, and international fast fashion brands such as UNIQLO, ZARA and so on. The new product is updated to one or two weeks, with a small quantity of production, which caters to the needs of young consumers represented by the 1990s.

Yang Dayun, President of UTA Fashion Management Group in China, said in an interview that these changes are always based on maintaining the original interests and scale.

To completely pform the concept of management and management is to reverse their industrial chain completely. This seems to be an impossible task. "But without changing, these brands will disappear in the next 5~10 years, so they will be replaced by more market segments, precision marketing, personalized needs, and more innovative business models."