Traditional men: who disdain electricity supplierat least two reasons led to the traditional business casual men's casual brand of e-commerce: lack of motivation, not enough pressure. Text / reporter Yang Qin men's world network operators to set the style, can be broadly divided into business suits, business casual and casual teenagers three categories. While breeding these brands generally similar social environment, but their respective competitive environment and development paths are not the same, culminating in the styles of competition. Local Men: Rise brand men's business casual, men's segments relative to other industries, is a more 'happiness' in the industry, neither internal problems, and no foreign aggression, is one of the most representative men's category. Chinese teen casual wear brand to grow in the cracks of foreign brands. Teen lifestyle apparel target population mostly 16 to 25 years old. The spending power of this group determines the low end brand positioning. Compared with other industries, it is difficult to produce a high premium segment of the market, the size and efficiency is the key to victory. However, local leisure brand Air Jordan 14 born at the beginning, coincided with major international casual wear brand when too proud. Young local brands is difficult to fight with the front. But fortunately the vast Chinese market, nobody can all take-all, the latest of a license to pure virtue of encircling the cities is a classic strategy to win the battle recovers. Now, Jeanswest, Giordano, Baleno, Esprit these old Generation name brand casual decline to do now, and Smith Barney, Semir, and other new generation of pure leisure brand is gaining more and more young people of all ages. And teen lifestyle apparel difference is that business casual price range is very large. From low-end to high-end luxury brand Volkswagen brand, business casual price difference can be up to a hundred times. Such a large price range, so that the brand has enough space to find their own position. International brands price high above, at the top of the market. In this market, local brands absent. Kanu Di Road, Sha Chi, Bos Sunwise other domestic senior men's brand price and considerable international second-tier brands. The domestic luxury men's brand, whether it is being installed Youngor, Firs, Romon business or leisure seven wolves, joeone, Lee Lang, its price band but also further down. The same price and style of the brand, but also by focusing on the different categories of differentiation. As seven wolves, Rimula focus jackets, joeone, the tiger is the main trousers. Lilang through rooted in second and third tier cities, to avoid competition from the region. Thanks to this dislocation competition, local business men brands can not only find their place in the market, but also to relieve pain a positive contest with international giants. With respect to the movement of goods, women and other industries, the top ten brands of menswear industry are dominated by local brands. This makes the brand have the ability to develop at their own pace, without fear of being a competitor to 'ditch' go. Channel: Belle less than Anta Belle is a vertically integrated model. Belle long to recover all the agency. Full Direct mode allows Belle terminal capable of the most effective management, but also to receive timely feedback from the market. Of course, Belle main go shopping channels greatly reduces the difficulty Direct. Anta channels almost entirely dependent on agents. But the local sports brand Anta is the agent which controls more stringent business. In the channel is king of the era, 'to distributors and retail stores effective supervision' is the key to success of the brand. Business casual men's channel strategy between Belle and Anta. Lee Lang development path adopted rural areas surrounding the city. Early, high-quality shopping malls and third tier cities is relatively scarce resources, the development of the store is a must choice. And a brand new life, trying to single-handedly established a network of stores across the country, is tantamount to nonsense. Development of agents is the only way. Lilang is also built on a brand agency channels. Lilang recent years begun to enter the domestic first-tier cities, the choice of channel resources more abundant. But Lilang line market is still expanding in power by means of agents. In February 2008, Lee Lang was in Jinjiang opened its first flagship store. But the company still plans to open flagship store future through cooperation with agents. Joeone establish channels of aid more 'Jin Qiao.' Joeone start from the first-tier cities, the use of the early stage of China's development dividend department store industry, quickly open the market in quality by looting department stores, but also create a brand image. Direct joeone early proportion is very high. In recent years, joeone increase the channel sink efforts to start more with the power of the agents, but it is still more than 30% Direct revenue. And rely on agents started lilang different joeone was after the brand has formed a certain scale and influence began to second and third tier market penetration, which makes joeone have a greater say in the game and join in. Joeone a total of only nine a franchisee, and they realized sales is only 15% of overall sales joeone. Most of the sales are directly controlled by the joeone secondary franchisee completed. Flat channel structure on the one hand help brands get the supply chain more profit, but more important is that it helps to strengthen the brand franchisees and terminal control. This control of the channel, is the key 'channel brand' Successful. Supply chain: from flexible production to merchandising changes, although most of the transformation of China's clothing brand comes from OEM to produce known, but based on the production of large-scale industry on the basis of traditional manufacturing industries, the production of flexible adaptability not high. In sporting goods industry, for example, in addition to Li Ning and Kappa, other local sports brand, almost all domestic brands turn by the foreign trade foundry. Sporting goods industry convention is open orders six months in advance, the number of orders also from the early years of once every six months to the current quarterly. Although the increase in the number of orders, but the six months' supply chain cycle, 'still make a great risk of product development. This principle requires the supply chain with the ability to quickly react. But the reality is that brands will be completely locked by ordering six months after the market supply, the terminal stores unsalable inventory can not be returned, selling goods can not fill orders. Sports brand and market 'interactive' is limited to orders at distributors, resellers of six months after the market's expectations, brands can not be adjusted for real-time feedback. Not just local brands, international brands Nike and Adidas supply chain model as well. Of course, different sectors of the supply chain reaction speed requirements are different. There are two extreme cases: First, the luxury goods industry. International luxury brands are usually advertised himself as the source of fashion, leading the trend of the times. If so, they can give up on the pursuit of rapid reaction supply chain. Sports brand products more standardized, so that their supply chain is more interested in luxury property industry. At the other extreme of the industry is in the limelight in 2000 after fast fashion industry, with Zara as a representative. Zara proud of 15 days supply chain cycle, is the holy grail of Zara followers. Taking into account the position originally Zara fashion followers rather than leader, and fashion is always fleeting, which had forced Zara fast. Sold out rate is too low, the product inventory backlog, will bring the cost of discounts and funds used. Conversely, if sold out rate is too high, missed sales opportunities, is a disguised form of cost. The reaction rate is used to adjust the supply chain variable that balance. Supply chain can not blindly seek quick, because 'fast' is also a cost. Enterprises need among these variables maximize the interests of seeking a solution. Men's business casual product life cycle is usually longer, which makes the brand can not bother to pursue the high season sold out rates. But in order to get more revenue from the quarter-selling models, the brand still should have the ability to quickly react. Joeone usually will reserve 10% to 20% of its own capacity to respond to a temporary replenishment needs, about 30% of its annual sales by up a single to complete. Make a single logical that increase the potential sales opportunities, reduce the cost of trial and error. First half of 2012, due to weak end consumer, Lee Lang replenishment orders from Formula plunged 10 percent from a year earlier to 1%. While this LILANG current performance had a negative impact, but beneficial to the overall health of the channel. Behind the rapid reaction supply chain of the production process is inseparable from the support. After the listing, joeone stepped up 'hanging production line' of investment, the kind of production line to meet the needs of flexible production. The company also built a special 'boutique shop' to deal with small quantities and personalized production requirements. Lee Lang from the first quarter of 2011 on the part of the production line was reorganized, the implementation of precise production model (Toyota Production System), the conventional high-volume packet stream into a single stream to accommodate bulk orders less. If the luxury goods industry, 'C2B index' is 0, and fast fashion industry, 'C2B index' of 100 words, men's business 'C2B index' must be a value between between them. Business casual men have been seeking the optimal solution. Based on flexible production of rapid response supply chain can be seen as a response to market brand of 'remedial' measures, while the pre-merchandising is to increase brand from 'commodity force' point of view, to reduce this fundamentally the possibility of mistakes. Joeone definition of product planning is 'based on the company's strategy for the year before the product was analyzed research' launched quarterly 'product ratio, product band, with product prices, product display, market selling, selling category' other specific plan, in order to 'meet the needs of the brand image.' Prior to this, costume designer or design their own way, or theme-based Air Jordan 18 series of development and product planning began to fashion design and brand strategies. Decision-making process more brands have begun to introduce the company's past history data and market research data, making decision-making more scientific. Seven wolves first began in joeone in terms of strengthening merchandising efforts, but also pay more attention to product planning 'landing.' Under the traditional system of franchising channel structure is often the case brands 'series design,' while agent 'single product order.' This makes the brand through brand image of the product intent in passing the ball dropped franchisee link. In response to this situation, seven wolves strengthen training for franchisees ordering. At the same time launched the 'seven wolves display division certification' to strengthen thematic terminal, series-type display, deepen the brand image. Seven wolves also try to branding and merchandising combined. From the pre-publicity to the terminal fast Distribution, all to promote merchandising landing. Seven wolves sample: What the financial crisis has changed the seven wolves is inside China Business Casual Men first to achieve market brand. August 6, 2004, seven wolves listed in the Shenzhen Stock Exchange, financing 186 million yuan. Development of seven wolves is a microcosm of China's business casual industry. Channel structure seven wolves and now when the market is completely different. At that time, shopping malls account for a very large consignment of a proportion. After the company established a strategic transition from agency to agency, active compression of the consignment business. Seven wolves exports also was a very important piece of business, accounting for about a quarter of the company's total revenue. January 1, 2005, China canceled garment export quotas. Seven wolves is a big chance that this foreign trade. Therefore, in 2004, seven wolves set up a dedicated export team, ready to make some. However, the expected boom in foreign trade and the situation did not come. After the garment export quotas, China, Europe and the United States witnessed a number of trade friction. Meanwhile, the domestic garment production capacity of ultra-fast growth of foreign trade also makes the operating environment deteriorate further. After weighing, seven wolves decisively abandoned foreign trade business. Determine the main domestic markets and rely on agents to expand the channel's development strategy in the future, seven wolves began staking their claims. Since 2006, the company entered a rapid expansion of the three-year compound annual growth rate of 74%. During the same period, seven wolves, the number of stores grew from 968 to 2769, an increase of nearly 2-fold. In 2009, the financial turmoil sweeping the globe, seven wolves business has inevitably affected. Seven wolves as an opportunity to start a comprehensive strategic transformation. Faced with the crisis, the most important thing of course is the inventory problem. In order to prevent the backlog of inventory in the channel, deterioration, and further have a ripple effect, seven wolves from the second half of 2009, the abolition of the dealer orders and shop requirements, adopt the policy of voluntary orders, to prevent new channel inventory. For the backlog of inventory, seven wolves started the inventory 'TM' strategy in 2010, to help dealers digest inventory. For the financial pressure a large distributor, seven wolves also increased the intensity of credit and credit levels sink to the reseller from dealer level hierarchy. The introduction of these 'help' auto emergency measures, seven wolves proposed initiative 'Reform' policy - Transition retail. Back in 2007, seven wolves began to layout in this area. Generally speaking, the brand will be granted exclusive rights to agents in the region. However, since 2007, seven wolves began to encourage trans-regional development agency, the elimination of backward agents, agents structure optimization. With the game between the agents, seven wolves also able to strengthen the agency's control. Meanwhile, seven wolves are still the hottest financial markets in 2007, through a private placement fund-raising 585 million yuan for the development of Direct stores. After about 2009, with the financial crisis, 'opportunity', seven wolves homeopathic agents increased the incorporation efforts. Seven wolves will manage to sink tentacles from dealer to dealer level hierarchy. Seven wolves will even participate in some stores of selected products, display, daily management and other activities, the franchise incorporated as 'quasi-Direct' stores. Seven wolves of franchisee assessment methods, but also from a focus on order quantity, number of other large-scale shop-oriented indicators, attention shifted to the gross margin, sales ratio, sold ratio of these retail index up. The quality of these indicators are directly linked with the order discount, with profit-driven focus on retail franchisees. Seven wolves also promoted some large two franchisees to direct supply large customers, corresponding to give original franchisee benefit compensation. Thereby shortening the proxy chain, promote the channel flat. It measures seven wolves 'Reform' since achieved good results. Inventory, since the financial crisis, even without Yahuo to the channel, the company's stock continued to maintain a relatively stable level. In 2011, the company directly to two franchisees accounted for 67 percent of sales, by province on behalf of the completion of sales fell to 20%, channel flat noticed. Direct connection, in 2011, seven 2015 Latest Nike Shoes wolves directly operated stores increased to 530, the company achieved sales of 400 million yuan through the direct channel, an increase of nearly 50 percent over the previous year's 270 million. Also in 2009, seven wolves set up strategic planning, co-ordination began to depart from the company's business Jordan Fight Club '91 strategy. In 2010, the product planning department formally launched, seven wolves began to reform in the supply chain above force. At the same time, brand refinement and extension of seven wolves is also well underway. In 2005, seven wolves introduced Red Label, positioning Classic Business series. In 2007, positioning the introduction of the sports and leisure Green Label. In 2008, the youth series of blue label launched by the general manager Zhou Shaoming personally responsible, and independent stores opened in the terminal. In 2011, positioned as a business casual black mark on the line. Sales in the first half of 2012, accounting for up to 50% of the black mark. In addition, seven wolves also has launched a women's, children's clothing, as well as designer brand Shengwo Si. Why can not conquer e-commerce business casual men's brand style clear, wide-ranging implications, powerful brands on the channel control, no inventory of historical baggage, supply chain also support rapid response and flexible production. In the perspective of a businessman electrical point of view, what is more suitable than the e-commerce industry it? But the reality is that seven wolves, joeone, Lee Lang men's business casual three listed brand positioning became regarded e-commerce sales channel inventory. Joeone is clear 'sell more than two years of inventory.' E-commerce is still not conquered men's business casual. At least two reasons led to the traditional e-commerce business and leisure brands for casual: lack of motivation, not enough pressure. Lack of power of e-commerce on the traditional brand appeal is not enough. Men's business casual embrace e-commerce inside the earliest and most aggressive brand comes seven wolves. Seven wolves in 2008 in line Taobao official flagship store. In 2009, e-commerce sales report seven wolves (sales disclosed in official earnings) also only 300 million yuan. In 2011, the sales volume to rise to 106 million yuan jump, growing rapidly. But even so, seven wolves electricity suppliers accounted for until the first half of 2012 was the first time for more than 5%. By contrast plate line 3 billion, the Nike Air Max 89 sales are still difficult to say how much of the right to speak. Compared to seven wolves themselves, joeone e-commerce to explore more carefully. September 2009, Fujian Carlo joeone as a franchisee, authorized to sell joeone online, Calliprimo brand products. In 2011, the rise of e-commerce on behalf of the operators. Joeone e-commerce outsourcing brand to a Xiamen-generation carrier network US technology transfer trial and error risks. In 2011, two brand electric joeone revenues total less than 100 million. First half of 2012, the electricity supplier joeone report sales of about 30 million, compared to the company's overall sales of nearly 1.2 billion, electricity suppliers accounted for only 2.5% over the same period. After more than two Air Jordan 2 years of exploration, the positioning joeone electricity supplier company is 'under the support line sales, as this brand channel inventory digestion.' Lee Lang on-line e-commerce time the latest. One possible reason is that, compared with the seven wolves and joeone, Lee Lang rely entirely on the agent's channel model so that it is facing more resistance from traditional channels. But sales Lilang brand online is not ideal, it did not even disclosed separately in the earnings report. Lee Lang believes that now China's online shopping 'generally discount sales-oriented,' the company did not expand into the next intended in E above. Traditional brand on-line in addition to channel conflict into account other than 'brand adaptation of' is also a need to consider the issue. Men's business casual target population located mostly 30 to 45 years of government officials and business executives. This part of the population is relatively strong purchasing power, so the brand's price band set relatively high. CITIC Securities Market research data shows that the average price tag of seven wolves Black Label product is Air Jordan 6 Rings 685 yuan, 631 yuan for the Red Label. Even the positioning relatively young green label product price are 420 yuan. Joeone pants and shirts at an average price of terminals is also close to 500 yuan. Taobao Men contrast, the average customer is priced around $ 200, no doubt there is still a huge gap between the two. Sales fell after all, a discount stock expedient solution. As pressure is not enough, or because the traditional business casual days over the past few years too 'comfortable.' Men's business casual pace of development has been relatively stable. China's garment industry, business and leisure, sports goods, the three categories of youth lifestyle substantially simultaneously started. But sporting goods is the 2008 Beijing Olympic Games has injected a shot in the arm, from Yiqijuechen, single brand terminals hurricane to 8000. The number of stores business casual men's brand expansion from 500 to more than 3,000, with a full decade. Currently, the largest number of stores the number of seven wolves end 3976 only. In addition, in 2009 in the face of the financial crisis, business casual timely adjustments, active compression of the lower orders, so that the financial crisis does not become a crisis of detonating fuse inventory. For various reasons, refused to give a business casual electricity supplier confidence. (As contained in the 'world network operators · managers' in 2013 February and March combined issue) More men professional data interpretation, so stay tuned Men Industry Summit 2013! \u0026 Gt; \u0026 gt; \u0026 gt; http: //nanzhuang2013.wshang.com/ [Welcome to search on a micro letter 'txws_txws' Follow our official micro letter every six to miss the wonderful article. ]