This week, Lilang will open a massive training for thousands of people in a five-star hotel in Huangshan. According to reports, this training Lilang headquarters will invest nearly 10 million yuan. In contrast to the “fitness†program invested heavily in investment, it is the “slimming†plan for brand expansion. In July, the “M†children's wear brand has determined that the expansion plan of the original 1,000 stores will be reduced to a few hundred.
The brand apparel companies that are “fitting†while “slimming†are not among the few since this year. The reason behind this is the industry background that this year has been sluggish. This point has already formed a preliminary consensus in the industry.
During the “extreme period,†adjusting his footwork and practicing his internal strengths, it is ready to wait for spring.
Industry slump enters "extreme period"
Since the beginning of this year, the “stocking door†and “big shop closure†have undoubtedly become the key words of the apparel industry this year. Just as the shoe and clothing analyst Ma Gang said to the "First Financial Daily": "If you take out the current national inventory of clothing, I'm afraid it will not be sold for three years."
In this regard, the apparel industry strategy expert Yang Dazhao also believes: "Because of the economic downturn, many apparel companies have high inventory problems. Brands such as Smith Barney and Li Ning have experienced negative sales growth in China last year. Production is rising and sales are rising. In the decline, the conditions of Smith Barney and Li Ning are not exceptional cases, which also heralded the end of the era of brutal growth."
From the perspective of many people in the industry, the difficulty of the current situation this year is even worse than that of 2008. "At the most, 2008 was just the impact of the external economic environment. The troubles faced by the apparel industry this year will be much more complicated." According to Mr. Lin, an insider of the industry, domestic apparel sales have experienced rapid growth over the past few years, and they appeared at the end of last year to this year. The reason for the "slam brakes" is not just the downturn of the external economy, but also the cause of the apparel industry itself.
Kevin Yuankai, a member of the apparel industry, believes that “foreign brands have infiltrated China’s first-tier and second-tier markets, making domestic brands difficult to move forward, and the decline in selling rates has caused a serious backlog. At the same time, brand companies have Enforcing orders to channel distributors, and the channel's digestive capacity is limited, resulting in batches of unopened inventory. In addition, in order to achieve rapid expansion of channels, many brands also have a number of bad outlets, making the display in the store It's all inventory."
The internal and external factors coupled with last year's warm winter and late spring cold, making clothing brand domestic sales no longer see the flourishing years of previous years, the garment industry entered the "extreme period" has become the consensus of the industry, how to overcome difficult times has become the top priority for brand enterprises.
After the high-speed development of the "slimming" plan, the rapid expansion of the channel, and the downturn of the industry, the most intuitive response is to greatly dampen the confidence of investors and bosses. What followed was a shrinking expansion plan and a stagnant listing.
Take the Daidian D brand children's wear enterprise as an example, this is a child wear brand that is widely considered by the industry. According to informed sources, the D brand children's clothing was originally planned to be listed at the end of last year. In order to achieve a higher price-earnings ratio in the market, the D brand had strongly supported franchisees to open stores in the early years. Its support for shelf-subsidy, rental subsidies, and arrears ratios is rare in the industry. As a result, the brand has ushered in a rapid expansion of channels in the first two years. However, when the bad market situation showed at the end of last year, the brand had to shrink its expansion pace, withdrew its various preferential policies and waited for the time to be clear.
Another children's wear brand M brand is also planning a rapid expansion of the disk to prepare for listing. However, after planning and signing an investment of 20 million yuan, the market's price has forced the brand to downgrade its original 1,000-plus expansion plan. “Even if we have great support for joining this year, the 1,000 expansion plan will have to be lowered because we have to consider the survival rate of the new store.†A company official said that when the market is not good, the terminal store sales More frustrating.
Such an impact does not only occur in these brands that want to go public. Even if a leading brand like children's clothing such as Balabala is disclosed, according to informed sources, this year's payment plan has quietly dropped by 700 million yuan.
Look at the men's brand, and today it is also "a lot of convergence." According to informed sources, a certain line of listed men’s clothing has quietly adjusted 500 channel expansion plans to 300-500; similarly, another listed brand of men’s clothing has also adjusted 250-300 channel expansion plans to 200-250. Another insider of the men's clothing brand, who is also on the same front line, said: “Ordering in the new season will make everything easier and will no longer play a high profile this year, because we have to 'give up the difficult times'.â€
Behind this year's generally shrinking expansion plan, not only are the stocks that have emerged from last year and the first two quarters of the year, but also because most of the recovery of the apparel industry in the second half of the year remains pessimistic.
However, pessimism for the second half of the year does not mean long-term pessimism for the industry. On the contrary, more companies choose to settle down in this “unusual period†and work hard.
The long-term “fitness†establishes the brand business schools to practice hard, and the brand enterprises have the most choice of relying on training. Training has always been done before branding companies, but today's intensive and large-scale training is unprecedented.
Taking Lilang as an example, Lilang convened thousands of dealers nationwide and sent them to Huangshan in two batches for a seven-day training. The training content includes practical courses such as multi-store management, shop efficiency, and many analytical industries. Prospects, courses to increase dealer confidence. This time, Lilang not only ate and stayed in a five-star hotel. The selected training teacher was also the top consultant of China Research International, the leading clothing training company in the country. No wonder the cost was as high as nearly 10 million.
Compared to such short-term large-scale training, more SMEs chose to establish a brand business school. Warwolf family, Gallop, Mammamarka and other brands have established business schools this year and have planned long-term training. According to Shi Hairong, general manager of the Wolverine family, the Wolverhampton Brand Business School will mainly train senior management personnel and full-time training specialists for all distributors and franchisees; conduct comprehensive business training for all terminal personnel; and help the Wolverhampton family to fully construct and General dealers, franchisees, direct alliances, brand management and management relationship chain.
In the same way, the “unusual period†made full use of limited resources to create a sample market and became one of the tricks of many brands.
War Wolf family, Mamma Maka, and Western camel brands have also formulated their own model market strategy. According to the person in charge of Mamma Maka, Mamma Maka will create a “Hundred Stores Project†and incorporate the standardized operation of terminal stores into the enterprise management system. “We will do training for them on a regular basis, including merchandise, display techniques, promotion management, etc. At the same time, the headquarters will also send a dedicated team to provide them with diagnostics, provide different training programs for their different issues, and conduct national tour training. "The person in charge of Mammamak introduced.
Whether it is short-term or long-term training, training or building a model market, the methods may not be the same, but it can be seen that the same time, in this “unusual periodâ€, brand companies did not let themselves idle, and It is to make full use of time, to practice hard, to keep fit, so that when the situation improves, they can seize the opportunity and turn around.
Related Links Jinqie intends to import Japan's Toyota Lean Management During the very downturn of the market, many textile and garment companies listed lean management as an important part of the "fitness" program. The reporter recently learned that Longfeng Textile Technology, Jinba Warp, Hosa and other local textile and garment companies plan to import Japan's Toyota lean management model.
It is reported that in May and July of this year, Jinjiang City organized enterprises to visit Japan and visited Toyota and its suppliers on two occasions to conduct in-depth inspections on the specific practice of lean management. On two field trips, Toyota's management model made Jinjiang textile companies feel deeply touched.
“Mainly the concept and system construction. Toyota's lean management concept has penetrated every employee's mind and formed a good execution atmosphere.†Wu Binghua, assistant to the president of Jinjiang Haosha Garment Co., Ltd. believes that to implement the lean management model, the concept must be implemented first. .
It is reported that Hosa, Longfeng Textile Technology, Leima and many other companies began to try to implement lean management as early as last year, but most of them are still based on concept promotion, and the actual operation process hindered. After the end of the inspection tour, the company began to ponder and seek breakthroughs: Longfeng Textile Technology will vigorously promote lean production; Hosa discuss to consider breakthroughs in warehouse management...
"Products are shipped from suppliers to Toyota production workshops. There are no warehouses in the middle, and only a short stay transfer time, almost zero inventory. And domestic clothing companies, products shipped from the supplier warehouse, intermediate transport, arrived at the factory It takes time to re-stock and wait for access, and the entire storage and transportation process consumes a lot of management effort. The good linkage between Toyota and suppliers, and the lean management of storage and transportation, are worth trying.†Wu Binghua said.
"In fact, many companies know that lean management is good, but this is a systematic project that requires protracted warfare." Xu Chaoli, deputy general manager of Leima (China) Co., Ltd., said that Jinjiang's textile and clothing industries still need to explore the road to seeking refined management. for a long time.
The brand apparel companies that are “fitting†while “slimming†are not among the few since this year. The reason behind this is the industry background that this year has been sluggish. This point has already formed a preliminary consensus in the industry.
During the “extreme period,†adjusting his footwork and practicing his internal strengths, it is ready to wait for spring.
Industry slump enters "extreme period"
Since the beginning of this year, the “stocking door†and “big shop closure†have undoubtedly become the key words of the apparel industry this year. Just as the shoe and clothing analyst Ma Gang said to the "First Financial Daily": "If you take out the current national inventory of clothing, I'm afraid it will not be sold for three years."
In this regard, the apparel industry strategy expert Yang Dazhao also believes: "Because of the economic downturn, many apparel companies have high inventory problems. Brands such as Smith Barney and Li Ning have experienced negative sales growth in China last year. Production is rising and sales are rising. In the decline, the conditions of Smith Barney and Li Ning are not exceptional cases, which also heralded the end of the era of brutal growth."
From the perspective of many people in the industry, the difficulty of the current situation this year is even worse than that of 2008. "At the most, 2008 was just the impact of the external economic environment. The troubles faced by the apparel industry this year will be much more complicated." According to Mr. Lin, an insider of the industry, domestic apparel sales have experienced rapid growth over the past few years, and they appeared at the end of last year to this year. The reason for the "slam brakes" is not just the downturn of the external economy, but also the cause of the apparel industry itself.
Kevin Yuankai, a member of the apparel industry, believes that “foreign brands have infiltrated China’s first-tier and second-tier markets, making domestic brands difficult to move forward, and the decline in selling rates has caused a serious backlog. At the same time, brand companies have Enforcing orders to channel distributors, and the channel's digestive capacity is limited, resulting in batches of unopened inventory. In addition, in order to achieve rapid expansion of channels, many brands also have a number of bad outlets, making the display in the store It's all inventory."
The internal and external factors coupled with last year's warm winter and late spring cold, making clothing brand domestic sales no longer see the flourishing years of previous years, the garment industry entered the "extreme period" has become the consensus of the industry, how to overcome difficult times has become the top priority for brand enterprises.
After the high-speed development of the "slimming" plan, the rapid expansion of the channel, and the downturn of the industry, the most intuitive response is to greatly dampen the confidence of investors and bosses. What followed was a shrinking expansion plan and a stagnant listing.
Take the Daidian D brand children's wear enterprise as an example, this is a child wear brand that is widely considered by the industry. According to informed sources, the D brand children's clothing was originally planned to be listed at the end of last year. In order to achieve a higher price-earnings ratio in the market, the D brand had strongly supported franchisees to open stores in the early years. Its support for shelf-subsidy, rental subsidies, and arrears ratios is rare in the industry. As a result, the brand has ushered in a rapid expansion of channels in the first two years. However, when the bad market situation showed at the end of last year, the brand had to shrink its expansion pace, withdrew its various preferential policies and waited for the time to be clear.
Another children's wear brand M brand is also planning a rapid expansion of the disk to prepare for listing. However, after planning and signing an investment of 20 million yuan, the market's price has forced the brand to downgrade its original 1,000-plus expansion plan. “Even if we have great support for joining this year, the 1,000 expansion plan will have to be lowered because we have to consider the survival rate of the new store.†A company official said that when the market is not good, the terminal store sales More frustrating.
Such an impact does not only occur in these brands that want to go public. Even if a leading brand like children's clothing such as Balabala is disclosed, according to informed sources, this year's payment plan has quietly dropped by 700 million yuan.
Look at the men's brand, and today it is also "a lot of convergence." According to informed sources, a certain line of listed men’s clothing has quietly adjusted 500 channel expansion plans to 300-500; similarly, another listed brand of men’s clothing has also adjusted 250-300 channel expansion plans to 200-250. Another insider of the men's clothing brand, who is also on the same front line, said: “Ordering in the new season will make everything easier and will no longer play a high profile this year, because we have to 'give up the difficult times'.â€
Behind this year's generally shrinking expansion plan, not only are the stocks that have emerged from last year and the first two quarters of the year, but also because most of the recovery of the apparel industry in the second half of the year remains pessimistic.
However, pessimism for the second half of the year does not mean long-term pessimism for the industry. On the contrary, more companies choose to settle down in this “unusual period†and work hard.
The long-term “fitness†establishes the brand business schools to practice hard, and the brand enterprises have the most choice of relying on training. Training has always been done before branding companies, but today's intensive and large-scale training is unprecedented.
Taking Lilang as an example, Lilang convened thousands of dealers nationwide and sent them to Huangshan in two batches for a seven-day training. The training content includes practical courses such as multi-store management, shop efficiency, and many analytical industries. Prospects, courses to increase dealer confidence. This time, Lilang not only ate and stayed in a five-star hotel. The selected training teacher was also the top consultant of China Research International, the leading clothing training company in the country. No wonder the cost was as high as nearly 10 million.
Compared to such short-term large-scale training, more SMEs chose to establish a brand business school. Warwolf family, Gallop, Mammamarka and other brands have established business schools this year and have planned long-term training. According to Shi Hairong, general manager of the Wolverine family, the Wolverhampton Brand Business School will mainly train senior management personnel and full-time training specialists for all distributors and franchisees; conduct comprehensive business training for all terminal personnel; and help the Wolverhampton family to fully construct and General dealers, franchisees, direct alliances, brand management and management relationship chain.
In the same way, the “unusual period†made full use of limited resources to create a sample market and became one of the tricks of many brands.
War Wolf family, Mamma Maka, and Western camel brands have also formulated their own model market strategy. According to the person in charge of Mamma Maka, Mamma Maka will create a “Hundred Stores Project†and incorporate the standardized operation of terminal stores into the enterprise management system. “We will do training for them on a regular basis, including merchandise, display techniques, promotion management, etc. At the same time, the headquarters will also send a dedicated team to provide them with diagnostics, provide different training programs for their different issues, and conduct national tour training. "The person in charge of Mammamak introduced.
Whether it is short-term or long-term training, training or building a model market, the methods may not be the same, but it can be seen that the same time, in this “unusual periodâ€, brand companies did not let themselves idle, and It is to make full use of time, to practice hard, to keep fit, so that when the situation improves, they can seize the opportunity and turn around.
Related Links Jinqie intends to import Japan's Toyota Lean Management During the very downturn of the market, many textile and garment companies listed lean management as an important part of the "fitness" program. The reporter recently learned that Longfeng Textile Technology, Jinba Warp, Hosa and other local textile and garment companies plan to import Japan's Toyota lean management model.
It is reported that in May and July of this year, Jinjiang City organized enterprises to visit Japan and visited Toyota and its suppliers on two occasions to conduct in-depth inspections on the specific practice of lean management. On two field trips, Toyota's management model made Jinjiang textile companies feel deeply touched.
“Mainly the concept and system construction. Toyota's lean management concept has penetrated every employee's mind and formed a good execution atmosphere.†Wu Binghua, assistant to the president of Jinjiang Haosha Garment Co., Ltd. believes that to implement the lean management model, the concept must be implemented first. .
It is reported that Hosa, Longfeng Textile Technology, Leima and many other companies began to try to implement lean management as early as last year, but most of them are still based on concept promotion, and the actual operation process hindered. After the end of the inspection tour, the company began to ponder and seek breakthroughs: Longfeng Textile Technology will vigorously promote lean production; Hosa discuss to consider breakthroughs in warehouse management...
"Products are shipped from suppliers to Toyota production workshops. There are no warehouses in the middle, and only a short stay transfer time, almost zero inventory. And domestic clothing companies, products shipped from the supplier warehouse, intermediate transport, arrived at the factory It takes time to re-stock and wait for access, and the entire storage and transportation process consumes a lot of management effort. The good linkage between Toyota and suppliers, and the lean management of storage and transportation, are worth trying.†Wu Binghua said.
"In fact, many companies know that lean management is good, but this is a systematic project that requires protracted warfare." Xu Chaoli, deputy general manager of Leima (China) Co., Ltd., said that Jinjiang's textile and clothing industries still need to explore the road to seeking refined management. for a long time.
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