How To Operate Multi Brand Strategy Is A Problem.

Multi brand strategy is not the best policy.

Judging from past cases, many brands of many garment enterprises such as crack, silk, Semir, YOUNGOR and so on are not as successful as they think. Some have been advancing slowly, and others have been slow to make profits.

Compared with the multi brand strategy of foreign garment enterprises, the multi brand operation of domestic brands is still relatively rough.

How to truly enjoy the profit growth brought by multi brands is a long-term learning process.

"The operation of a brand is not a simple matter. It takes at least 3~5 years from product molding to launch to consumer acceptance. Not all enterprises have such strength and responsibility."

Wu Jianmin, chairman of Shandong sulang clothing and accessories Limited by Share Ltd, said.

The data of YOUNGOR group also proved this point. In 2009, YOUNGOR launched the multi brand strategy, and became the HSM agent of China in the US, built the HANP brand, and cooperated with the Japanese design company to operate the GY brand.

But until 2014, the sales volume of YOUNGOR clothing sales was about 4 billion 100 million yuan, and the main brand YOUNGOR accounted for about 3 billion 800 million yuan, that is to say, the total sales revenue of the rest brands was only around 300 million yuan.

"At present, there are two ways to arrange multi brand strategy for local garment enterprises. One is to design and develop sub brands independently, one is to buy other garment brands that have already been formed.

Among them,

The problem of brand culture is difficult to integrate, and there will be poor convergence in resource allocation, maintenance and continuous pursuit of customers.

However, the brand of self created brand may be faced with problems such as short brand establishment time, thin culture, difficult to form a long and unique sales advantage, and thus inundated with many brands.

General manager, Anhui branch, Shenzhen pin yuan Garments Co., Ltd.

In addition, "the coincidence of product positioning and the unclear division of market areas will also lead to fierce competition among brands."

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From the experience of multi brand operation, it is easy for a brand to extend from high-end to low end, but it is difficult to move from low end to high end.

After all, both of them face different markets and are very different in terms of operation.

In addition, in the process of multi brand development, the differentiation of resources is inevitable.

In this way, most garment enterprises can not make up their minds to separate their brands from the company. This leads to the fact that the sub brands of some companies can not differentiate from the main brands from product lines to marketing terminals.