One Day, The Exploding Red Horse Marshall Attributed The Success Of The Line To Doing Three Things Right.

Marmar attributed the success of online to "combining wholesale advantage".

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For this reason, it has done three things: 1., systematization of styles, 2. of design globalization, and 3. of standard Korean clothing homes.

Under the rapid growth of performance, some problems that had previously been obscure surfaced.

After the bottleneck, there are four strategies: 1. upgrading the supply chain; 2. adjusting the commodity structure; 3., diversifying the price band; 4. maintaining the membership.

Guangzhou's red cotton, Shenzhen's Nanyang, Harbin's Hongbo Century Square...

Among the largest in the region

In the wholesale market, Qi Zhong Jun's line stores are in the most prominent position. He has been in the wholesale clothing industry for 30 years.

When the market is good, the clothes in Qi Zhong Jun's shop are often looted and stolen. Businessmen carry a bag of money in the daytime to collect one vehicle at night, which has brought over billions of dollars and net profit in the other year.

In March 2015, Qi Zhong Jun made a decision to close down all offline wholesale stores and concentrate on Tmall's own brand.

No one feels that this is a good time, or even a great risk of breaking the boat.

At this point, Tmall mall traffic bonus has ended, the Internet original brand.

Yin man and rip and silk have already conquering the city, and the traditional brands have already moved to the online market and began to compete for the online market share.

Can Ma Ma really stand out in the fierce market competition?

This is not a decision made by Qi Zhong Jun, but he sees a trend that is increasingly emerging. In October 2013, Qi Zhong Jun tried to pform his own brand from wholesalers. Marma is one of the brands that synchronously push forward online and offline. A set of data shows that in less than a year, online sales accounted for 60% of the company's revenue.

In that case, why not abandon the wholesale business from bad to worse? A year and a half later, Qi Zhong Jun closed down the store and bid farewell to the wholesale era.

The main trend of the street fashion in Europe and America, marma, began to break into the Tmall brand pool.

From wholesale operation to brand management, production mode and marketing means need to be comprehensively pformed.

In 2015, Tmall's backstage data showed that the store rank of marmar continued to rise, which proved the stage victory of that time.

Relying on several explosions, marma stepped on the rhythm and quickly joined the two tier ladder team.

This is the story of a scamper brand who broke into a dark horse overnight.

Wholesale gear pformation online brand

Because of her family background, her son, Qi Shao Zhi and her daughter, Qi Shao min, graduated from the design college, and then returned to their father's company as designer.

In October 2013, Qi Zhi Zhi founded a new brand, marma, which was the main body of the women's trousers with neutral style. They operated two main channels respectively: Wholesale under the line and Tmall flagship store.

The way of walking on two legs made Ma Ma once embarrassed.

Because wholesalers are more sensitive to styles and prices, they need to design different products on line.

As a result, Qi Shao min began to assist in online style research and development while his older brother was mainly under the line.

This winter, affected by the overall shrinkage of the wholesale market, the autumn and winter style of Qixiao Zhi's design was seriously unsalable online, while online sales maintained a healthy growth.

On balance, in April 1, 2014, Ma Ma was fully taken over by Qi Min Min, and the design style and structure of goods were re adjusted.

For the Qi family, who is accustomed to wholesale business, "from offline to online, from wholesale to brand" is the first hurdle for company pformation.

First of all, from the design point of view, although a set of high-speed design and production mechanism, from design to shipment the fastest 3 days.

However, the design style of wholesale is dominated by market follow suit and imitation form, and lacks originality. After pforming brand, we need to focus on the overall style positioning and innovative design.

Secondly, from the point of view of production, Qi Zhong Jun has many years of clothing wholesale supply chain basis, but mostly for mass production, lack of multiple batches of small batch, can match the flexible supply chain of the electricity supplier.

The secret of red explosion

After half a year of pformation, marma appeared as a dark horse.

Despite the late entry into the Internet, there is still a vacancy in the tide market of marma, which provides a precondition for its rise.

Qi Shao min recalled that when he first participated in the tide shop in 2014, the tide cards on the Tmall platform were only 8, but only more than 30 in 2015.

Clear style positioning was quickly recognized by the platform.

For the first time, marmar participated in the Juhuasuan brand. The sales volume was 1 million yuan that day.

At this point, marma Tmall shop began to catch up with the sales volume of 10 million yuan per month.

It is precisely because of these changes that Qi Zhong Jun decided to go all out to attack online.

In 2015, annual sales increased from 20 million yuan in 2014 to 130 million yuan, and this year's sales target is 220 million yuan.

In August 2014, deputy general manager Wang Honghui joined marma, which was responsible for the overall operation of the brand.

He told reporters that at present, Ma Ma online channel promotion costs accounted for about 15%, and other personalized traffic is still fumbling stage, will still spend more energy in inventory control.

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Marmar attributed the success of online to "combining brand with wholesale advantage".

To this end, it has done three things:

1. Systematization of style

Mary Ma was originally founded by Qi Shao Zhi, but the real brand soul came from her sister, Qi Shao min.

In order to enhance brand awareness, in March 2015, brother and sister went to a consultant company in Malaysia who once served a famous Japanese clothing brand, recombing brand positioning for marma.

According to psychology, character and preferences, Qi Xiao Min selected the core brand elements from more than 7000 original designs of two Ma Ma in the past month, and further matched them according to the front-end data.

In May, Ma Ma's brand culture, story, position and style had a more systematic interpretation. It had no dark and alternative street style, nor the decadent and small group of American hip-hop. Marma was closer to the "tide" of everyday life, instead of focusing on some concrete totems, but on the basis of fixed product elements.

Ma Ma has become the outlet of the city's familiar women.

The core fans of marmar are a group of 25~35 year old urban white-collar workers with a certain spending power. At present, the unit price of summer wear is about 250 yuan, and winter clothing is 450 yuan.

In addition, shops are fixed every Thursday and new 150 monthly.

2. Globalization of design

Marmar understands current changing personality needs and trends through attending international top exhibitions.

Marma will also work with foreign agencies to determine the popular colors and styles of the next half year in marma, and then visit the fabric manufacturers in Jiangsu, Zhejiang and Guangzhou to determine the fabric plan, and further explore the design draft with the designer.

Under normal circumstances, designers 3 people a group, 1-2 times a week to submit the draft by Qi Shao min approval, while the two version of the trial, a more than 60 style.

Ma Ma has nearly 5 years of experience in both designer and wholesale, and the design pass rate is maintained at 65%-70%.

Marmar combines the buying system with the original, and the original takes up 30%-40% of the whole product.

3, benchmarking Korean clothes house

As early as the wholesale business, Qi Zhong Jun had built its own supply chain.

Today, the factory has more than 300 people, producing about 600000 pieces of clothing a year, undertaking 60% sales of marma, and 5 other cooperative processing plants to maintain close cooperation.

For these manufacturers, Ma Ma's orders account for 70% of the capacity.

Ma Ma Han takes Han Du Yi house as a benchmarking company.

"The production mode of Han Du is the object of our learning, and Ma Ma has also made reforms to the supply chain, and explored a set of ways to play it."

Wang Honghui said.

The experience of Han Du is most directly reflected in the supply chain.

To this end, marma has set up separate parts of the supply chain to operate separately, and most likely maintain the flat and lightness of the organizational structure.

In terms of inventory turnover, Ma Ma changed the wholesale mode of the wholesale single mode, using similar Korean stock first shallow stock method, and stocked and fabric according to the price and sales data.

Under normal circumstances, the first single quantity of low price products is relatively large, and the first quantity of conventional price products is controlled at around 50-200 pieces.

After the first single test, marmar returned the order in batches of small batches based on the data within 7 days.

At present, the ratio of return to design is about 60%.

Taking summer clothes as an example, marmar will divide the daily sales volume into five stalls, namely, 20, 10-20, 5-10, 3-5 and 0-3 pieces each. According to the number of days in stock turnover, the highest grade can be prepared for 60 days at most, 40-50 days in the middle class, and 30 days in the least.

Once the situation is unsalable, high priced clothing will still maintain a reasonable life cycle, while others will formulate corresponding exit mechanism.

In this year's 618 Tmall campaign, the set of standards to ensure inventory turnover was verified.

Marmor prepared 160 thousand items in advance and estimated sales volume of 8 million yuan, which was calculated according to the average monthly sales volume of 120 thousand pieces, which is equivalent to 40 days inventory.

In the end, marmar sold only 20 thousand yuan from target sales.

According to Qi Zhong Jun, the rate of return to marmar is 7-10 days, the period from the design of the feather to the shipment in winter is more than 30 days, the summer T-shirt is 7-8 days, and in the industry an ordinary T-shirt has a 30 day shipping cycle.

Unlike other tide cards, marma emphasizes complex processes in workmanship.

Qi Shao min, for example, said that over 80% of autumn and winter wear in 2015 included at least two of the special processes, such as printing, bead and embroidery, which tested the technology and efficiency and increased the value of products.

Three strategies after encountering bottlenecks

Under the rapid growth of performance, some problems that had previously been obscure surfaced.

In the autumn of 2015, the fans of the Tmall flagship store exceeded 1 million.

Meanwhile, in just a month, store ranking dropped from 80 to more than 200.

The company urgently called the responsible persons in each link, and then compared with other brands' operation mode, and further made adjustments in the supply chain, category structure, price strategy and membership.

1, supply chain upgrading

The change of production mode makes the brand demand higher quality.

In 2015, Ma Ma not only added quality control department to quality, but also set up a laboratory of accessories and materials, and began to detect and control the quality of materials.

For example, before testing the color fastness, formaldehyde, pH value, anti pilling, and so on, after qualified, to go to the plate, the production of large goods.

In addition, the fabric purchase channel has also been changed from the original middle trader to the manufacturer, and some fabrics are exclusively developed and manufactured.

Marma is still in pursuit of fast.

Wang Honghui said that "fast" was mostly reflected in pre - prejudged stockpiles, but that was the most difficult part of the production cycle.

On the premise that the first sales account for only about 15%, Ma Ma needs to combine market and commodity demand to pform market data into commodity data and front-end fabric data and react quickly.

Especially in the autumn and winter with a longer production cycle, the fabric procurement cycle accounts for more than half of the whole production cycle without storing materials. Compared with the back-up fabrics, the production time can be reduced by more than 50%.

Therefore, marma's current practice is to prepare conventional fabrics in advance, and some of their own special fabrics will be synchronized during the shelves.

For example, the turnover time of the best clothes in autumn and winter will be extended to 90 days, sir, for 60 days, plus the remaining 30 days of fabric, so that winter clothes can be turned into the autumn production cycle.

According to Wang Honghui, Mary Ma also plans to build factories in Shandong closer to the fabric's origin, so as to reduce costs and improve efficiency.

The establishment of full process information may be the next goal of marma.

On the one hand, Ma Ma is collecting more supplementary information through the Internet, such as using the online supply channels such as Amoy factories to solve the asymmetric information of the OEM. On the other hand, it further builds up the information link of the key links and data in the production cycle of clothing, so as to realize sharing and efficient management.

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2, adjust the commodity structure.

Before 2015, Ma Ma was still dominated by the single product mode, which required every quarter to have a burst to drive the overall sales rate.

This is the inertia result of ignoring the series collocation and category structure in wholesale mode.

This spring, Ma Ma further improved the product plan, combined with the wholesale and brand ideas, 60% is still a single mode, 40% of the style began to take a series of thematic routes.

In the past, Ma Ma was mainly confined to baseball clothes, T-shirts and jeans, and this spring, marma began to pay attention to the balance of category structure and launched a series of products with themes.

3, price band diversification

Although Ma Ma's popularity is due to the pressure to explode money, its monthly sales volume of more than 3000 pieces is almost blank.

Thus, there is a lack of sustained burst output.

Qi Xiao Min also realized that "exploding money has a great relationship with cost performance. To meet the needs of the masses, it means that we must consider the level of consumption."

To this end, marma decided to try the multiple price band strategy, extending the previously single price range to five price bands to attract people of different purchasing power to expand the market.

First, the lowest flow price belt, the former part of the heavy industry and complex technology to highlight the simple process and cost-effective, small profits and quick sales, in order to attract more consumers; second, low price belt, to ensure that there is a certain sales volume at the same time profits; third, the normal price band, that is, from 2014 to the present conventional price, summer wear is 150-300 yuan; fourth, the high price band, the product personality is distinct and has the market competitiveness, and the pursuit of higher profit margins; fifth, the style and image is small, the image is vivid, and has the heavy industry, the craft complex brand characteristic, in order to maintain the Marmor style image and the overall tonality.

But this does not mean that the original brand positioning is obscure.

According to the introduction, compared with the past average price, the proportion of products with medium and high price is still above 70%.

The growth path of marma provides some experience for other brands to replicate online.