Three Different Modes Of Operation Of Garment Enterprises

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Clothing, a low value-added industry, has been fully competitive and has a low entry threshold. It is hard to bring high profits to enterprises because of its low profits.

This is one of the reasons why a large number of textile enterprises have diversified strategies in the past few years.

However, it is not that every enterprise can manage the extension field like a main business like a duck in water. Facing many challenges, several years later, many enterprises have to "repent" and continue to deepen their main business.

Most garment enterprises in China started to grow rapidly through simple and extensive ways such as large volume, large circulation and low price in the early years.

After growing to a certain scale, many enterprises realize that the market has never been static, and the past successful mode is hard to be continuously replicated.

So, in the way of operation, these enterprises have made different attempts.

One is to open up new markets.

Not long ago, Bosideng, the domestic down jacket boss, set out in London.

The first flagship store officially announced to the outside world that it was pushing the overseas market, which is also a "roundabout strategy". It began to push men's clothing from the British market and then pushed back to the Chinese market.

Like Boston, "

"The strategy also includes the American state clothing and the red bean stock.

The other is a more direct way to achieve the goal of acquiring overseas companies by acquiring overseas companies, such as Hongkong's YGM, which is to expand its influence in Europe through the acquisition of the British Centennial brand.

And many sports brand is through the development of domestic two or three line, or even four or five line market to get a wider range of consumer groups.

The second way to concentrate the main industry is to increase new channels. Among them, the business channel is almost the way that all enterprises are trying.

However, at present, most enterprises are still using electricity providers to clear inventory, and have not explored a better way of marketing.

For example, a large clothing group in Ningbo as early as 2008 "touches the net", has now implemented the whole brand on-line.

At present, in terms of product structure, the company mainly takes inventory in the next year, which accounts for 90% of all online sales, and the remaining 10% is new products that try to synchronize online and offline.

A responsible person of seven wolves once talked with the first Financial Daily reporter to discuss the electricity supplier problem. He said that the allocation of channel resources is very particular. The products under the online and offline products can not be exactly the same. Besides, if there are too many discounts on the online products, there will be contradictions between the channels.

The third attempt is to enrich product categories and broaden product lines.

For example, the former male trousers expert, nine year old king, has gradually reduced the proportion of men's trousers business in recent years, and has continuously introduced all kinds of men's clothing products.

In 2010, the proportion of men's trousers income was 57%. In 2011, the income structure of the company's tops and trousers was about 5:5, and the market structure of consumption will be 7:3 in the future.

Some textile enterprises, such as Jiangsu sunshine, a leading enterprise in wool textile industry, maintain the competitiveness of the main industry by vigorously developing new products. At present, its new products account for about 70% of sales.