How Fast Fashion And Traditional Clothing Go Out Of The Trough?

In the first 9 months, the parent company's fast selling group slumped by 46.4%. As the main brand, UNIQLO grew in both Japan and overseas, but profits were falling.

Coincidentally, H&M, ZARA and other fast fashion apparel entered the Chinese market in a strong way, quickly occupied the market share, but also encountered the "Waterloo", which was repeatedly troubled by the quality of the negative reports.

And Baleno, Metersbonwe, JEANSWEST and other traditional clothing brands that have grown up with the growth of 80's are hard to trace again. Closing stores and declining performance have become the common keywords of these leisure brands in recent years: the number of franchised stores is decreasing; the area of counters is constantly shrinking; the discount sales in stores are also endless.

The reports about these brands are also sad: "decline", "loss", "glory no longer" and so on.

The rapid growth of fast fashion has begun to show signs of weakness. The fast fashion apparel market has also become saturated. All brands are considering adjusting their product structure to turn the tide and return to high growth.

Status.

By contrast, the traditional low-end clothing brand in China is experiencing nine cold years, and its decline is not cold for a day. The past development mode has laid a curse on today's crisis.

The brand operation mode of traditional clothing brands has not been able to keep pace with the trend of fashion. For a long period of time, a garment has to go through 2-3 months or even longer from design to production to sell on the market.

Compared with the fast fashion brand, it can complete the whole process from design to shipment in about two weeks.

Compared with the fast fashion brands that create the myth of "15 day cycle" supply chain, the traditional brand that comes out quarterly according to the season is naturally slightly lost in fashion and popularity.

Traditional clothing brands do not pay attention to the study of consumer demand and timely.

Direction makes consumers form negative stereotypes of these brands.

Take Baleno, Metersbonwe and JEANSWEST as an example, these brands have a single style of clothing and brand curing, which are defined as "student clothes" by consumers. This undoubtedly reduces the number of potential consumer groups and affects sales volume. In addition, the positioning of products based on casual wear makes consumers have limited choices and limited wear occasions.

These old brands, which are suitable for home, travel and sports clothing, are often hard to get on in formal occasions.

At this time, the popular brands such as UNIQLO, ZARA, H&M and so on covered multi age consumer groups, which are suitable for many occasions such as school, workplace, leisure and so on, and their market competitiveness is self-evident.

The traditional low-end clothing brands often fall into the same mire: after opening the sales market rapidly, they begin to expand the unrestricted channels and stay in the confinement of increasing the number of stores and increasing sales volume in the development mode of franchised stores.

Under the joining agent system, the initiative of ordering system is in the hands of a large number of franchisees. The disadvantages of the bottom-up group goods are not only the lack of brand spirit, but also the lack of core competitiveness of the brand. The most direct problem is the short-sighted effect. Franchisees tend to research and develop Shanzhai products because of their direct risks. The result is that they produce a large number of explosions and lack of personalized positioning. This is contrary to the concept of individuality and diversity that young people are pursuing.

The result of a multi set, mass production and consumer unfeeling is a large backlog of stocks, a decrease in net assets and limited online development.