The Original Data Xiaobai, The Current Marketing Master - Count The "Pits" That Meibang Has Encountered In Recent Years

The clothing retail industry in the new retail era needs to closely focus on the three aspects of "people, goods and market". In the Internet era, e-commerce platforms are in full bloom and the real economy is in a turbulent situation, Clothing brand Where is the future of the enterprise?

Metersbonwe, the first to take the step of "smart retail", has recently been exposed to insects hidden in down jackets, which is so powerful that it also faces so many problems in the new retail era.

1. Do not understand the market demand

Metersbonway released its third quarter report of 2017, showing that its revenue in the first three quarters was 444 million, down 5.69% year on year. In addition, Meibang also predicted that the net profit of the whole year in 2017 would be 207-362 million yuan.

The decline in performance, cost increase and profit reduction are all signs of the brand's demise! Why does it cause the above problems? The core reason is that the user needs are not accurate!

As of November 2017, Meibang has 3800 stores, which should be able to collect enough data to control the consumption trend as the entrance of traffic data. However, the annual report shows that the products sold by Meibang do not meet the consumer demand of users.

Meibang focuses on the post-90s generation, but does not really understand the post-90s generation. Most of these people go to work and are at the stage of struggling and buying an RV to get married. In contrast, the clothing design of Meibang is old and the clothing is young, which has a very low appeal to the audience.

Because Meibang did not understand consumer demand, it produced goods that were not suitable for the audience, leading to decline in performance and overstock of inventory; Then increase sales by means of publicity and promotion, but invest a lot of advertising expenses, resulting in rising costs; The "combination of two swords" reduced profits and was eliminated by the market in a vicious circle.

There is no data without analysis and adjustment, which may be the reason why Meibang fell into the "pit".

In recent years, although Meibang has taken some detours: Internet Banggou and model platform.

However, today's Meibang finally found this problem and made positive changes: building O2O omni channel retail terminal platform tools and big data business intelligence platform.

Through opening up the internal links of the enterprise, such as marketing, goods, services, organization and coordination capabilities, collecting the consumption trajectory, learning consumer preferences, providing personalized precision marketing, intelligent matching, product recommendation and consumer life cycle management, so as to lock in the value added management of businesses, enhance brand stickiness, and improve joint sales.

Meibang will also seek more interaction and resonance with consumers through the establishment of online cloud stores and offline scenes. It will combine social big data to paint consumers and find rules from them. All customer feedback data on styles can be collected and recorded, and these data can be used to guide commodity planning so as to continuously improve brands and products.

2. The supply cannot match the consumption, and the inventory has a vicious circle

The proportion of Meibang's inventory in total assets reached 25.28% in 2017, and the inventory turnover days of Meibang reached 204 days. The company's product production and sales entered a vicious circle! Compared with Zara, H&M and other well-known fast fashion enterprises, the success lies in their ability to quickly respond to the trend.

Today's Meibang has undoubtedly become a typical clothing enterprise torn by this "high efficiency". The lack of matching between supply and consumption has resulted in a large inventory backlog. In order to clear the inventory, it will be greatly discounted, and then all kinds of vicious cycles

The new retail era emphasizes the improvement of operating efficiency. Just like the dilemma that Meibang encountered, the cycle of purchase, warehousing and sales slowed down, resulting in soaring costs and declining profits, and the burden on enterprises became heavier and heavier. Therefore, we should integrate and innovate the mode of enterprise management, reconstruct the internal supply chain, significantly improve efficiency and reduce costs.

In 2017, Meibang was further combing and optimizing the supply chain layout to effectively link product production and terminal sales.

According to the semi annual report, Meibang Garments currently has eight regional logistics centers in Shanghai, Wenzhou, Shenyang, Dongguan, Xi'an, Chengdu, Tianjin and Wuhan, which are transported from the factory to the regional logistics center, sorted and distributed to the company's warehouse, and finally distributed to stores, forming an efficient three-level distribution system, The logistics processing capacity of Shanghai Liuzao Logistics Center can reach 500000 pieces of clothing products per day.

　　 New retail In the era, the operating costs of e-commerce are increasing significantly, and paying too much attention to e-commerce will only make the brand unable to make ends meet, resulting in an embarrassing end of "thankless effort".

In the future, enterprises need to adopt online and offline interactive marketing methods. Terminal stores attach importance to customer experience and create scenario consumption that is more suitable for customers' life and work scenes; Online cloud pays attention to convenient shopping and real-time consultation, facilitating consumers' purchase behavior at any time.

3. Excessive entanglement with the Internet

In the third quarter of 2017, Meibang reported a net loss of 79499500 yuan and closed more than 1500 stores in just three years. Profits continue to lose money. What did Metersbonwe do wrong?

Too much entanglement with the Internet, ignoring the terminal itself, ignoring the needs of consumers. ?

In April 2015, Meibang launched Youfan APP and named it "Qipao Shuo". However, with nearly 100 million yuan of investment, Youfan had a very low conversion rate. Finally, in September 2017, Youfan announced its internal adjustment and suspension of operation.

In terms of offline stores, the company blindly built flagship stores in the most expensive prime locations in the first tier cities, but gained little. The products were unpopular, the inventory increased, and the performance declined. All kinds of signs showed that the offline strategy of Meibang was cold.

　　 Smith Barney It is true to want to seize the young consumer market, and it is also true to move to the Internet. But the most fatal problem is that Meibang went wrong in the most fundamental terminal stores.

In recent years, Meibang has put too much effort on ways and means to attract consumers, resulting in a lack of order in the planning of terminal stores. In the Internet era, it seems that most brands rush online blindly for quick success and instant benefit, trying to capture consumers with the "convenient offensive". In terms of offline expansion, large-scale store opening has been adopted, which has led to the emergence of worries about high inventory and serious brand homogenization.

Today, Meibang has begun to gradually adjust its offline strategy, from the management terminal to the empowerment terminal. The headquarters put forward practical plans to delegate the power of operation and management to stores and release the power of terminal individuals.

The terminal began to adopt the digital management mode, improve the store management with informatization, and optimize and upgrade the offline store consumption experience. The core of the enabling terminal is to drive stores to improve efficiency, and to maximize the flow, conversion rate, customer unit price and repurchase rate of offline stores.

The pitfalls that Meibang has encountered over the years may give us some enlightenment clothing The industry needs to focus on the three aspects of "people, goods and market", use Internet big data to gain insight into consumer demand and trends, improve enterprise management efficiency by optimizing the supply chain, efficiently coordinate online and offline interactive marketing, down-to-earth drive terminals and empower terminals, and ultimately achieve brand sustainable development.

More wonderful reports, please pay attention World Clothing, Shoes and Hats Network ！