First, those flower keywords: The key elements of the clothing brand operation as a "channel", "product" and "marketing" a combination of the three elements, then the moment, the trend of change is only the three elements in the " Fine "," short-term "," mutually beneficial "aspects of the combination. And the continuous combination of key elements and attempts led to a variety of clothing business model "surging" ... ... Economics has a professional vocabulary, called "invisible champion" means somewhere in the market, there are some unknown companies Or brand, to create amazing results, get huge profits and return on assets, and take a solid market share. Invisible Champion, in fact, is the profound manifestation of the law of market segmentation and professional division of labor increasingly sophisticated map. There is no invisible garment industry champion? Domestic apparel brands and retail markets, whether there is an inhuman inhuman people? The answer is yes. First of all, let us review the classic history of the development of domestic apparel brands. Speaking from the beginning of the reform and opening up, Valentino, Ferrero and other foreign brands and designers began the icebreaker trip in the Chinese market, in the short supply of those goods, these foreign brands dominate the aesthetic level of China's consumer market and purchase direction In the next decade, a large number of apparel brands owned or collectively owned by China quickly experienced the stage of "turning a blind feather every spring" in the early mid-1990s. The brands such as Shanshan, Septwolves and Kaifu shaped the legend of the market of the first generation. Just before entering the 21st century, the reason for the change and differentiation of the economic strength of the premise, the Chinese consumer market has become more diverse and complex, but also at that time, the monopoly of retail brands, such as Jeanswest, Giordano in the standard chain operations help Pushed down, created a brilliant era, at that time, to have a brand of clothing stores, on behalf of the trend and avant-garde; into 2005, the Chinese apparel retail market has begun to take a variety of formats abroad, high-end Consumption reflected in the high-end shopping malls, occupied by foreign first and second-tier brands Such as Gucci, Chanel, etc., the mid-market has long been the traditional hard-earned brands owned, such as Only, OTT, the European force, etc., while the low-end market is positioned by the civilian population of the brand, at the same time, narrow positioning And the focus of the designer brand and personality brand, have rapid growth in the market and become a rising star. Into the 21st century, the clothing brand in the channel mode and product development model of mutual influence, the birth of a number of new models, such as PPG online shopping model, which is clearly the channel short and flat integration of product development and procurement of "fruit" ITAT is the "result" of the joint channel and product development. If the key elements of the apparel brand's operation are listed as a combination of the three elements of "channel," "product," and "marketing," the current trend of change is only about how the three elements are "refined," "short Flat "," mutually beneficial "aspects of the combination. The continuous combination of key elements and attempts led to a variety of clothing business model "surging." Nowadays, after an endless stream of models in China's clothing market, many traditional and exotic brands are experiencing a bumpy course in the uncertain macroeconomic situation. At the same time, the second and third tier markets, low-end cheap fashion brand, but are staged a vigorous "Spring Story", such as Fujian's Sanford Department Store, Zhejiang's E library, Anhui mortal, Shanghai's Susie and hot air . Their path is a completely different path from the traditional commercial or design brands, but on this particular route, they are full of silent beauty and spring. They, just as the fashion boulevard, "those flowers" ... ... Second, the forgotten "diamond" Keywords: people see him insist on the noble dreams, to see him for the actual goal-oriented efforts to see him sweat Behind the solid. Napoleon said what is the leader? The leader is the agent of hope, A Leader Is A Dealer Of Hope. They are born with a group of leaders who have this kind of leadership qualities. People are already familiar with the analysis of successful brands in the mid-to-high end markets. And for those obscure low-end fashion parity brand chain attention and analysis, as if negligence or forgotten in general. However, it is clear that they are very low key, and this has a necessary relationship with their business model. They, quietly born, quietly open, also quietly harvest. November 19, 1992, Fujian San Fu Department Store was born. From this day onwards, the combination of spot purchase and assembly chain brand operation, in the land of China, bloom for the low-end customer base, but also has the "cheap, fashion, fast" brand such as Fast Fashion has the core advantages of fashion Business model. Subsequently, a similar pattern of enterprises fishes out, such as Shanghai's Hotwind (later gradually added a revised version of the production order, the design of the single development model), Hangzhou E library, Anhui mortal, Fujian is even more shining: Ya Soft, East + red, single pigtails no less than a dozen. There is anecdotal evidence that annual sales of San Fu Department Store have reached more than 1 billion. This is a group with Metersbonwe, the pure urban tourism brand chain route over the same period of the brand. When Metersbonwe experienced the "high-rise and high-rise business route of" large-scale channel occupation, celebrity brand endorsement and product design development ", they finally entered the ending of" Ebb Tide " Sen field), or do not enter the capital operation and multi-brand operations (such as Metersbonwe). The "hidden champions" such as San Fu and Duzui such second- and third-tier markets are making concerted efforts to carry out the road of "encircling the cities from the countryside." Why do they exist? How to develop? "Short, flat, fast" operation, to meet the second and third tier markets, low-end fashion needs, which is their core strengths and existence. Once, a capital operation of this author's brand consulting core competence, the author made the above answer. It also explains why they are fruitful but so low-key. First of all, their success lies in positioning accuracy, fit the customer needs. Cheap, attention is low, not the H & M model claims "parity", parity is relative to the petty bourgeoisie or the middle class, while the low is attributable to those who have the hope and pursuit of fashion, but the purchasing power is limited "All mortal beings." From the price point of view, they are generally about 30-50% lower than the H & M average, about 20-35% lower than Metersbonwe; from a fashion point of view, their SKUs are more than 3000 per year (Womenswear), the category structure is more coverage and professionalism; in the sense of demand, they interpret the real "large amount of a few low prices." Second, their success lies in the mastery of the "short, flat, fast" tips, to achieve the "Less is More" effect. The general operation of the general clothing brand includes a long and complex cycle of "creativity - concept - product definition - proofing - series development - manufacturing - marketing" cycle. Such a model obviously requires strong brand names, a well-structured talent structure and well-managed management. Meanwhile, it risks risking market changes due to long-term investment. And they, just firmly control the "product planning - procurement development - marketing" such a simple but crucial part. Product planning is more focused on the demand from the terminal and the customer to meet the needs as a vocation; procurement and development, the procurement of funds and inventory control as the core, from Guangzhou, Hangzhou and other spot market with fashion advantages of the acquisition of goods, which obviously reduced Inventory, improve the return on commodity gross profit inventory (GMROI); listing sales, but also take into account the stage and long-term sales returns, single-store sales and regional sales forging the perfect node and process. Moreover, apart from the above, their success lies in the complete entrepreneurial spirit. They generally have more than one entrepreneur, the entrepreneur perfect with "entrepreneurial leadership" temperament: love of career, persist in dreams, down to earth, preserve the goal, tirelessly. You can describe the group of "entrepreneurial leaders" in a very poetic phrase: People see him upholding the nobleness of his dreams, seeing his efforts to make progress toward realistic goals and seeing the solidity behind his sweat. Napoleon said what is the leader? The leader is the agent of hope, A Leader Is A Dealer Of Hope. They are born with a group of leaders who have this kind of leadership qualities. If you are interested, you can find, follow and study the founders of these companies. Perhaps, in their years of ups and downs, you will find the most core and most valuable things, and make you moved. This is the DNA a fashion business should have. Third, the challenge and vitality: 徜 徉 the future of the road Keywords: If, H & M's parity fashion model, compared to large-scale group army, then the second and third tier low-end fashion chain brand is a flexible commando battle sequence. The former aimed at eliminating the equally-cautious "urban white-collar workers and small Boheyiah stratums", while the latter was oriented toward "the unevenly populated civil strata in various parts of China" more in line with China's national conditions and local differences. Compared to the traditional design and development of brand management history and the road, second and third tier low-end fashion chain brand can be described as "rising star." When they are silently blooming, they are constantly confronted with problems and problems. The core genes of "low price, fastness and fashion" face significant challenges due to market changes. Challenge one: price. Due to the convergence of development modes and channels, the products are homogenized. The same channel, the same product, low-cost conditions, will inevitably lead to cost pressures, an important way to transfer costs is to raise prices, but in the face of price-sensitive customers, the result of price increases in the consumer Lost in front of the attraction. When their prices differ only by 10% from Metersbonwe, it is not far from losing a large customer base. Challenge two: fashion. The popular meaning of fashion is to give consumers a stronger sense of belonging at the shopping level rather than a simple price attribution. This requires them to improve the styling, serialization and thematicization of product development, which is a way to move closer to designing and developing brands. However, based on the combination of spot stocks and huge SKU features, it is extremely difficult to create a clear fashion apparel through merchandise. Challenge three: turnover. From the second and third tier low-end fashion chain brand financial profitability model point of view, "low gross profit turnover" is a summary of its business model, the key to profitability is "high turnover", that is, the amount of running. However, based on the challenges of changing customer demand for price and fashion, high turnover faces greater pressure, not only from the changing needs of customers but from the pressure of suppliers. Spot wholesale (or short-term order) suppliers, also raised the requirements for the elements behind the turnover, such as "longer delivery time (because retailers pay less and less single orders, the manufacturer's fabric storage cycle shorter) , The price increase ", which indeed widened their lead time. Challenge four: talent. Compared with the high-end brands, they are inherently "short and fast" advantage, but "refined" weak. Into the consumer a new generation, brand operators need to more sophisticated management and service, to enhance the value. The "refinement" ultimately depends on the accumulation of human resources. When the bright and beautiful fashion brands, are looking for a good buyer, manager, product specialist and trouble, their needs and confusion, obviously more intense. The bottleneck of talent is often the basis and necessary and sufficient condition for solving these challenges. Of course, these challenges are not the only ones they have. Compared to H & M gradually entering the markets in China, the second and third tier low-end fashion chain their advantages, more vitality. If, to H & M's cheap fashion model, a metaphor for large-scale army, then the second and third tier low-end fashion chain brand is a flexible commando battle sequence. The former aimed at eliminating the equally-cautious "urban white-collar workers and small Boheyiah stratums", while the latter was oriented toward "the unevenly populated civil strata in various parts of China" more in line with China's national conditions and local differences. Do not believe? Please go to Wuxi Poly Plaza, where C & A, H & M than the city's "San Fu" more power and share? The possible explanation is that H & M faces the real predicament of "lack of customer service" in the "second five-one" market such as Wuxi. This can also be derived from the powerful H & M in the Chinese market expansion, there is no reason to plan and imagine so fast? Fashionable people, often in pursuit of the trend and forget some wonderful. When the second and third tier low-end fashion chain brand, become a forgotten "diamond", whether people are still at the same time neglect some of the wonderful events and figures it? Yes, Chinese designers and their products of exceptional personality and spiritual value are the objects that have been neglected. Please pay attention to the next article slowly wind and rain Road (3): hope and growth - Chinese designers and brand research.