Is The 2 Version Of The "O2O" Experiential Shop In The United States A Big Pie Or A New Turn?

In this crisis of footwear and clothing industry, which began in 2011, the United States has produced " O2O "The core business strategy. From the high-profile appearance of "O2O laboratory" of flagship store of Yanqing road in Hangzhou in October 2013, to the Chongqing brand store of "O2O" re opened in 3 menstruation this year, the United States has upgraded and upgraded 7 cities' shops.

But whether consumers can really integrate the shopping behavior into their "O2O" system, such as how the United States wants to go, is how to improve customer loyalty and reverse the impression of "student brand".

US state dilemma

"It can be said that the worst moment in the clothing industry is over. The worst time in the clothing market is 2012, not 2013. But the financial statements in 2013 may be worse than in 2012. Zhou Chengjian, chairman of the US bond company, said to the media when it was reopened at the all brand integrated store in Chongqing.

Like other shoes and clothing companies that are trapped in stocks, starting in 2012, American state Business revenues and profits have declined. Although the 2013 annual report has not yet been released, according to the 2013 performance Bulletin released in February 27th evening by Smith Barney, 2013, the United States business income of 7 billion 890 million yuan, down 17% compared with the same period last year, the net profit attributable to shareholders of listed companies was 432 million yuan, down 49% from the same period last year.

The gap in the early Chinese market stimulated the expansion of China's casual wear brands, and the US bond net profit growth once reached 600%. But with the upgrading of consumption, and ZARA, UNIQLO, H&M and other international fashion fast fashion brands enter the Chinese market, the market space of Smith Barney is squeezed. At the same time, the radical expansion of early years also brought a lot of inventory problems. In 2010, the size of the US stock increased sharply from 900 million yuan at the beginning of the year to 2 billion 548 million yuan at the end of the year.

These problems also triggered the reaction of the two tier market, which once reached the highest price of 39.57 yuan in 2010. Because of the crisis in recent years, the stock price plunged all the way, and has been hovering below 13 yuan this year. Zhou Chengjian family, which owns more than 80% of the apparel of Smith Barney, has also been greatly affected in the past two years. In 2008, when the United States was listed in the Shenzhen Stock Exchange, the Zhou Chengjian family became the richest person in the Hurun clothing rich list with 17 billion yuan assets and topped the list for the three consecutive year. In the 2013 Hurun clothing rich list, its assets have shrunk to 8 billion yuan, ranking fifth.

In addition, the loss of executives is also a prominent phenomenon in the history of the development of the US state. According to media statistics, in 1997, there were 5 management departures in the United States, leaving 19 managers in 2002 and 2 vice presidents in 2004. In 2008, Lu Xiaohu, director and chief financial officer of the United States, resigned. In 2009 and 2011, vice president Yang Geling and vice president Min Jie resigned respectively. In July 2012, vice president Cheng Weixiong, who worked for the United States for 13 years, left.

According to reporters to many people close to Zhou Chengjian, Zhou Chengjian and his daughter Hu Jiajia have more than 80% of the shares of Smith Barney's clothing. Zhou Chengjian's personnel are not big enough to control the company's affairs, and his temper is more explosive, so it is easy to disagree with other executives. "At the very beginning, the US government wanted to learn the international fast fashion brand, and the executives also changed too quickly, hoping to make the United States more internationalized by introducing a group of people with international brand experience. However, judging from the performance of the United States in 2012 and 2013, the effect of the decision did not meet expectations, and the executives introduced were likely to be unresponsive to the Chinese market." An insider, who declined to be named, told reporters.

What does fast fashion teach American States?

In the early age of 18 to 25 years old, Mei Bang found such an embarrassing fact: the original customer group is gradually losing with age and consumer demand, and younger customers can not grasp it. The international fashion fast fashion brand is just like a big sponge constantly sucking away the two groups of customers.

"The expansion of foreign fast fashion brands in the mainland has provided consumers with more choice of clothing. It does bring some competition pressure to the domestic clothing brands, but it also has a catalytic effect on our growth, and competition can develop. We should take a positive view and face challenges by doing better ourselves." Mei Bang clothing told reporters.

Indeed, we can see many international fast fashion brands from the transformation path in recent years. According to the materials provided by American Apparel, the United States has spared no effort to upgrade its product design, supply chain lean management, terminal channel construction and electronic commerce. It expects to continuously launch products that are more in line with the needs of consumers and enhance the speed of supply chain reaction.

Similar to the rich brand of ZARA parent company Spain Inditex group, the United States has developed many brands such as Meters/bonwe, ME&CITY, ME&CITY Kids, Moomoo and so on. The target consumers cover various consumer groups, such as children, young people, urban white-collar workers, and so on, hoping to break the situation of single consumer groups through multi brand distribution. Mei Bang even worked with ZARA's foundries and studied ZARA to open a large number of direct outlets.

Drawing on the form of cooperation between H&M and Versace and Marni, Mei Bang has also launched a series of "new Sinology" T-shirts with domestic young designers.

In addition, the United States also learned from UNIQLO, playing the "technology card". In the autumn and winter last year, the company launched the "new heat nano velvet", which is the first time that the United States has emphasized the scientific and technological functionality of the product.

However, when the international fast fashion brands began to expand to the two or three tier cities, the US state following the fast fashion was much more passive. "Fast fashion has taught us many things, but it may well bring the United States into the trap. If there is not enough capacity, the brand positioning will not allow us to find its own direction, and the high-end brand ME&CITY can not go smoothly. It means that the United States is not yet able to do well in high-end brands. Instead of doing everything, it is better to make a market segment. The industry insiders said.

Can Internet tailoring dream be realized?

It is not clear whether Smith is forced to make changes in the net, but there is no doubt that the development of e-commerce has really put pressure on the United States.

"In 2012, everyone was immersed in the excitement of growing up, and e-commerce was completely overturned. The industry is muddled and overwhelmed. Zhou Chengjian has repeatedly stressed to the media that he wants to be an Internet tailor.

Therefore, the United States has reformed several outlets with a larger location and larger size according to the requirements of "one city, one culture, one store, one story". For example, the "central station" shop in Hangzhou is to take the nostalgia and transform the local central station into various design elements in the store.

Of course, these transformed experience shops have grafted "O2O" without exception.

According to the American press, they not only integrated the local culture scene design into the experiential shop, but also realized the online and offline communication through various ways, hoping to bring more comfortable and convenient shopping experience to consumers. "As long as we constantly improve the quality of products and optimize the shopping experience, no matter what kind of market changes we face, the United States can cope well and grow in the competition."

In the practice of "O2O" currently built in the United States, a terminal device can complete a series of behaviors such as appointment fitting, virtual matching, replacement, inventory, online order, Alipay or WeChat payment. Of course, the barn shop was not abandoned but involved in it. For example, although booking a fitting on the Internet, consumers have to go to the store to try it on; virtual matching and transfer must also be done by scanning the barcode in the store.

The United States even has a preliminary idea to solve the problem of online and offline exchanges. "In the past few months, we have tried out new products. As long as the order is placed on Bong, the final destination will be the performance appraisal. If the receiving place is the franchisee, the performance will be divided into 10% to 20% by the franchisee. If it is direct battalion, it will be divided into direct battalion companies. " Zhou Chengjian told the media during the opening of the all brand integration store in Chongqing, hoping to solve the problem of "how to do franchisees" and "how to mobilize the enthusiasm of traditional shops" after the Internet has been turned into the Internet.

Now, on the basis of the "O2O" experience store, the United States has made further attempts to launch all brand integrated stores of all brands in Jimei under the state brand, and it is called the "2 edition" O2O experience shop. "The original intention of launching a full brand store is to provide customers with shopping convenience, provide one-stop service for consumers, and display their brand as a whole, and we also hope to explore effective ways to enhance store efficiency through the operation of full brand stores." The US side told reporters. However, the reporter visited the "O2O" experience shop in the United States at around 8 p.m. on Saturday night. There were few customers, and the salesperson admitted that there were not many customers who would try "O2O" shopping at present.

Zhou Chengjian has said that according to the plan, the United States will increase the layout of the "O2O" in the two or three tier cities in the future, so that the experience shop with a large business area will cover 1000 in the next 3 years. But Metersbonwe's 5000 stores nationwide will not expand significantly, and the volume may even fall. This means that the main battleground for the us to realize the "Internet tailoring dream" is the two or three line city, and the behavior of closing down inefficient stores will continue. Large stores of "O2O" and the whole brand will become the focus of our efforts.

"The 50% of US's total revenue comes from the contribution of the direct stores. Therefore, the United States can firmly grasp the channel and promote it smoothly. Reform measures 。 Because the cost of direct investment is relatively high, so the United States chose to transform the stores of the two or three tier cities instead of the first tier cities such as the north, Guangzhou and Shenzhen. In fact, the channel that has been cultivated for many years is the advantage that the United States can compete with foreign brands. The United States needs to sink the channel to a lower market. Foreign brands do not currently have the ability to occupy the three or four tier market in China. The industry insiders, who do not want to be named, said.

But the market generally takes a view of "one city, one culture, one store, one story". It does not think that it is necessary for us to spend money to reinvent so many stores. Although Zhou Chengjian has repeatedly attended the experience of the experience store's reopening activities, the clothing store has to be renovated and renovated every three years according to the previous operation cycle. The upgrade of clothing experience shop is based on the innovation of design concept, and its fixed cost is lower than that which should have been renovated and renovated.

"To the extent that the refurbished experience shop in the United States can enhance sales, it is hard to say whether it is necessary to follow the development of flower and boxing legs. After all, the product itself is what consumers need. In addition, the whole brand collection shop has been engaged in the United States, because the poor performance finally closed down, will try to fail something in a few years to come out again, the effect is worth watching. " The industry said.