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Perspective On The Channel Competition Of Local Garment Enterprises

2008/11/24 11:21:00 19

The essence of channel competition is actually the supply chain competition behind them.

Channels can play a very effective role in enhancing the brand awareness of products, but to enhance brand reputation, it is necessary to rely on channels and the forces behind the supply chain.

　　本土服装企业的核心竞争力在哪里？

According to the conventional way of thinking, we should make technological innovations in terms of brand and product innovation.

But now, more and more domestic enterprises are beginning to realize the importance of channels, and even think that the channel is more critical, "channel is king".

Li Ru, chairman of Limited by Share Ltd group of YOUNGOR group, said: "the most important thing for clothing is brand and channel. The core of the most valuable and vital enterprise lies in the channel."

Zhou Shaoxiong, chairman of the seven wolves company, said: "the seven wolves are not willing to become one of the largest garment manufacturers, but to become China's largest clothing retailer and wholesale enterprise."

In 2007, the seven wolves added nearly 600 million yuan to the additional capital raising, plus their own funds to make 1 billion yuan into all channels to create "men's life hall".

In the past few months, YOUNGOR has invested 300 million yuan in its holdings of stock returns to buy terminal stores.

Since 1990s, YOUNGOR has spent more than 1 billion 700 million yuan on the sale of terminal stores.

In August of this year, Shanghai's Metersbonwe (hereinafter referred to as "American state") also joined the "channel war". It raised the "85% of the listed funds raised for the store (channel terminal)" and "15% used to invest in the IT platform to build B2C network channel".

There are 2211 stores in the United States.

The fund is used to build 68 stores, 31 of which are direct flagship stores and image stores, and 37 are flagship stores and strategic franchisees.

In addition to these big strokes, many clothing enterprises such as Hai Lan home, Shan Shan, Bosideng and so on have also increased investment and construction efforts in different ways and ways.

So what does the channel mean for Chinese clothing enterprises?

How to effectively expand the channel competition?

What is the essence of channel competition?

　　没有渠道就没有品牌

Local clothing enterprises begin to care about channels so much that they are not only competing, but also because they are thinking about several relationships in practice.

　　一是跟随型产品与市场控制的关系。本土服装企业几乎都处在跟随国外同类产品技术的状态，产品同质化很严重。只有建立自己的渠道，才能保证把产品送达市场。否则，很容易失去对市场的控制，造成被动。

China is a market that foreign brands are promising and entering. Whether it is in competition with brand, technology dominant foreign clothing, or in competition with the homogeneity of local clothing, the channel has become a key to decide whether to win or lose.

Local enterprises that started early and willing to invest in the channels have already begun to gain profits. They have not lost their territory because of foreign investment.

The 2007 data show that local brand men's suits and women's underwear are far ahead of foreign investment, Hong Kong and Taiwan brands.

　　二是市场需求与生产衔接的关系。通过渠道，企业不仅能销售产品，还能与消费者零距离接触、收集一手的市场信息。由此，企业间渠道的竞争，已经不仅仅是终端门店数量、大小等的竞争，而是沿门店往上至企业整个供应链的竞争。通过门店，大家都能捕捉市场信息，但是，如何灵敏准确地应对信息并最终反馈给市场，则考验各家供应链的功夫。

　　三是渠道与品牌的关系。“没有渠道就没有品牌”，说这话的是雅戈尔集团股份有限公司副总经理，宁波雅戈尔服饰有限公司总经理陈志高。在这位雅戈尔主管销售的大将看来，品牌的基础首先是销量，“无法想象，哪个品牌没有终端，能成为最大的品牌”。

Chen Zhigao's theory was abstracted from the channel practice of YOUNGOR and its counterparts in the city.

Shan Shan once led the Chinese men's suit market with 37% market share, but after 2000, this position was replaced by YOUNGOR.

Since then, YOUNGOR has been leading the way, while the Chinese fir has fallen to third in a big margin.

According to the data of the China National Business Information Center, YOUNGOR ranked 12% in the total market share of men's suit market in 2007, while the market share of fir was 4% YOUNGOR and Shanshan. The exchange between the pair of urban counterparts has not been reversed until now, largely because they adopted different channel strategies after 1999.

渠道之道

It is the different understanding of channel strategy that leads to different market outcomes.

Zheng Yonggang, chairman of the former Limited by Share Ltd of Shanshan, chairman of the board of directors of Shanshan Klc Holdings Ltd, believes that the integration mode of production, supply and marketing of the self built channels of garment enterprises is a product of the shortage economy. When the market enters the buyer's market, it is no longer applicable.

Shan Shan, founded in 1992, developed into early 1999? Script src=>