Perhaps the lagged effect of a few years ago leap type development, the sports clothing brand as the representative of the Chinese garment enterprises bogged down in these two years of collective. In order to break out of an encirclement, many brand strategy is the introduction of a number of brand based on the original brand, to a plurality of segments of the market expansion. Recently, Semir clothing to development strategy to promote the brand and the acquisition of Ningbo zhe Mu is a holding company plans to continue to move forward, starry also high-profile announcement to enter the middle-aged lady market.
However, many brand strategy is not an agent with a panacea spirit. From the point of view of past case, many clothing enterprise brand process is not so smooth. Some have been slow progress, and some because of much brand strategy led to a loss. Industry observers think, much brand strategy itself has advantages and disadvantages, and the specific implementation plan is much more complex than.
Two factors forced out brand strategy
In recent years, the clothing industry has become more and more difficult, and recently Zhejiang Semir garment Limited by Share Ltd spending huge sums to buy Ningbo zhe Mu is Holdings Limited (hereinafter referred to in the philosophy of mousse) 71% equity caused no small stir in the industry. It is reported, the transaction amount is estimated at 1980000000 yuan to 2260000000 yuan between, or become China garment industry so far the largest M & a case. Analytic personage thinks, Semir acquisitions zhe Mu is in order to promote brand development strategy. At present, Semir have Semir and Balabala two well-known clothing brand, business has been mature. While the philosophy of mousse is mainly targeted at high-end leisure men's own clothing Brand Company, under GXG, gxg.jeans is a young urban men's casual wear brand leadership. At present, the high-end leisure men's clothing industry in the growth stage, the future development space, through the acquisition of Chinese philosophy of mousse, growth Semir clothing will expand new business, leisure and children's clothing in the basis of the original business, the high-end business layout, to meet the diversified needs of consumers.
Similarly, in Japan and South Korea all clothes high-profile claim will launch a positioning in the "Han wind old ladies" seed brand. The target population of the seed brand is 45-55 years old female consumers, starry CEO Zhao Yingguang expresses, based team has been formed, but the name of the new brand is not settled. The launch of the old brand, starry ladies to the target consumer groups from childhood to old age to achieve seamless coverage of all ages.
Zhao Yingguang said, the starry multi-brand operation based on Internet has completed the basic layout. Hanfeng fast fashion HSTYLE, Hanfeng OL fashion Soneed, Hanfeng fast fashion AMH, Hanfeng fast fashion wear MiniZaru, and the wind speed niBBuns, women's fashion designer brand Souline - ray Oriental retro, each brand development is good, can support the future 3 years of development. In addition, there are three seed brand has been established, to prepare for the development after 5 years.
Clothing enterprises recommended brand strategy is not new. Last year, Bono to Korean brands sell, buy Korea LG fashion group leisure brand HAZZYS operating in the domestic market of 10 years. And the news is the same, including many brand layout already Shanshan fashion, Youngor, wolves and benefit companies start. Clothing enterprises to implement brand strategy is to a large extent last ditch. UTA Group Chairman Yang Dayun said, single brand profit ceiling has appeared. Relying solely on a single brand profits era has passed, now need more brand share the risk. The logic behind it is that, clothing market demand more and more diversified, consumer demand will be more and more strong, need more brands to meet the personalized needs of the same occupation, income, different people have different hobbies, the same person will be in a different state. Reflected in the clothing products, consumers need to different brand style to meet their own, and a single brand often can lock in a single target groups, so that if a single brand operation can only take a small part of the market. In order to increase the profitability of enterprises in space, there must be another brand to compete for the market. Also, a single brand also has concentrated risk, if the brand crisis, the enterprise will collapse, one way so much brand operation and diversification of risk.

Progress is slow, "medicine" is not a panacea
Although much brand strategy has obvious benefits, but this is not a ready-made panacea "". From past precedent, the failure of many brand strategy situation is not rare.
From the beginning of 2006, Youngor brand is subdivided into "gold standard" (Mayor Youngor), "blue" (CEO Youngor) and "green" GY (Green Youngor). Its location is, "Jinbiao" hit 40 to 55 years old administrative personnel; "blue" for from 35 to 40 years old business personnel; "green" positioning in the young fashion consumer groups. For the standard behavior, Youngor says, have considered a niche brand early in the century, "the young are green, tailored more advanced gold standard, start, consider each with standard brand with YOUNGOR, so that we know is Youngor brand, then all removed."
Unfortunately, this method of divided subject identity in the market is not ideal. Youngor Group according to the data provided, "2012 domestic Youngor clothing plate of about 4300000000 yuan, the main brand YOUNGOR is approximately 4000000000 yuan", that is to say the remaining four brands of the total sales income of only about 300000000, an average of more than 7000 yuan.
Bosideng is another vivid case. In 2009, Bosideng acquisition of a wholly-owned Jiangsu Bosideng Garment Co., Ltd, entered the men's clothing business areas, also set up a joint venture company in the United States of America street fashion brand Rocawear (Rocawear) in the Greater China region sales. At the beginning of 2011, Bosideng to increase share capital through the way has held "with" brand of 56% shares and Shanghai Rambo star children's products 51% of the equity, developing leisure clothing and children's clothing business. At the end of the same year, Bosideng to spend 892500000 yuan to purchase domestic clothing brand Jesse 70% of equity, into the women's fashion market. But frequent acquisition does not mean its multi-brand strategy is successful. After just one year, Bosideng announced to transfer its holdings of all shares of the termination of the Rambo star, all business Rocawear.
In 2010, Bosideng brand, launched the "rich" and "Weide Luo's project" senior men's project, the former "high-end women's fashion" positioning and Bosideng dress, cold even after the acquisition of Jesse's brand of coincidence, market resources of the dispute can not be avoided, and the latter with Bosideng men high-end products the confrontation. One plus one is not equal to two, the results can also be negative in war. In the "Bosideng seasons, branding, internationalization and eider down is taken as the core, bigger and stronger down clothing business" strategic positioning of the second years, the 2012/2013 fiscal year performance display, company in transition more problems: as for the "Bosideng men" and the acquisition of business "Jesse" a one-time customer relationship and goodwill impairment of 256000000 yuan, year-on-year drop 24.9% Bashi Tokiyori. This shows, multi-brand strategy caused the cost is very high, but the income and cost does not match.
Easier said than done, lack of experience
Although numerous brand brand strategy the result is not ideal, but in the starry founder and CEO Zhao Yingguang, a clothing enterprise's brand strategy, there is no need to discuss, consumers demand diversity and common underlying based on supply chain, in the enterprise development to a certain stage, do everything in one's power situation, for brand operation is the only way which must be passed. But at what stage, in what way to much brand, is the need to develop strategies of wisdom.
The Great Wall fund garment industry researcher Chu Wenyu said in an interview with our reporter, much brand strategy has certain advantages, but a brand operation is not the simple things, derived from the product line, and then to be accepted by consumers, at least 3 years -5 years. And the enterprise itself has the very strong strength of will, not all companies have such strength and bear.
She said, from the international experience, a brand from the high-end to low-end extension easier, but from low-end to high-end walk more difficult. After all, they face different markets, different consumer groups, the operation also has the very big difference. Consumers have different targets. The transformation of light and fast fashion brand will also face these problems, it is likely to cause people do not trust the brand. If successful, depends on the company's ability to operate, and to see whether it can catch some special elements.
According to industry analysis, in the process of brand development, resources are differentiation is inevitable, this is the apparel enterprises must consider the problem. Because of fears that the resources are differentiated, let most of the clothing enterprise cannot be determined, the brand independent from outside the company. This leads to most companies only do a brand, but from the beginning of product line to the marketing terminals, are in no way and the main brand to distinguish, waver in determination could cause the two delay.
Compared with foreign clothing enterprise's brand strategy, the brand now seems to still did not find out the doorway. Many brand road is must walk, but how to truly enjoy many brands bring profit growth, is a long-term learning process.