Brand Enterprises: Channel Optimization And Pformation To Improve Performance

In the aspect of channel construction, more and more brand enterprises have changed the strategy of paying attention to scale expansion only in the past, and pformed into upgrading store efficiency, improving the quality of single store operation and optimizing the layout of channels.

More and more attention has been paid to shopping centers. Some brands have closed some inefficient shops, and have expanded their shopping centers by referring to the management mode of franchised stores.

The China Textile Industry Federation's follow up survey of key brand enterprises showed that 32.7% in the first half of 2015.

Contraction of the number of terminal stores, 12.9% of the enterprise shrinkage rate of more than 10%.

According to the data from the China Federation of Commerce, there are more than 3500 home shopping centers in China in 2014, up to 4000 by 2015, and more than 10000 in 2025.

Shopping centers are expected to become an important selling channel for many brands.

The men's clothing brand Hai Lan's home focuses on opening shop quality and optimizing the layout of stores, while strengthening store expansion, launching strategic cooperation with Wanda and other commercial enterprises. With the help of big data analysis, the marketing accuracy is improved, and the overall revenue scale is greatly improved.

In the first half of 2015, there were 207 new stores in Hai Lan's home, an increase of 6.89% over the same period last year, while the efficiency of single store maintained a rapid growth. The first three quarters of business revenue was 11 billion 325 million yuan, up 39.04% over the same period last year; the net profit attributable to shareholders of listed companies was 2 billion 290 million yuan, an increase of 41.95% over the previous year.

In the second half of 2014, Li Lang changed the strategy of opening stores in the provincial capital and prefecture level cities. From the street store to the shopping center, he opened a large store, closed down some inefficient stores, implemented the strategy of "upgrading quality and not raising the price", and worked hard in the aspects of design, product technology and materials, so as to further enhance the proportion of original products, cost-effective products and brand competitiveness.

In the first half of 2015, the total number of shops was 3080, with a net profit of 277 million yuan, an increase of 11.6% over the same period last year.

In recent years, ZARA,

As soon as the fashion brand is under the layout line, it also actively develops online channels and speeds up the layout of the whole channel mode.

In 2014, ZARA and C&A were launched on Tmall, GAP launched the online store into Jingdong, while UNIQLO official website first promoted the virtual fitting function.

MUJI launched mobile APP in May 2015 to interact with offline consumers.

Up to now, including UNIQLO, Muji, ZARA, GAP, Forever21, C&A, ASOS, the world's 90% fastest.

Have been settled in Tmall mall.

In the "double 11" campaign in 2015, the sales of uniqo broke through 600 million yuan, and it won the sales champion of the apparel business. It was also the double material champion of the Tmall men's and women's clothing brand flagship store.

Data show that in the first half of 2015, China's textile and apparel e-commerce pactions reached 1.76 trillion yuan, an increase of 24.82% over the previous year, accounting for 23.85% of the total e-commerce pactions in the country.

According to the survey of key brand enterprises, 90% of the brand enterprises have online sales performance, and more than 30% of the online sales are over 100 million yuan.

At the same time, some brands set up offline experience demonstration shops to meet the offline experience and online consumer demand.

In 2015, Tmall signed strategic cooperation agreements with more than 160 apparel brands of more than 110 global groups, including GAP, Decathlon, Adidas, ZARA and other global influential brands.

However, the report also pointed out that the international fast fashion brands represented by UNIQLO, H&M and ZARA accelerated their expansion in the Chinese market, extending the main market to two or three tier cities, and strengthening competitiveness through the creation of new brands, with differentiated combinations and full channel operation strategies.

The rapid development of the international fast fashion brand has brought impact to China's market structure, and the development space of its own brand has been constantly squeezed.