Online Shopping Clothing Impact Clothing Industry

Online and offline have their own platforms and spaces, but there are overlapping and exclusive parts.

The singing is good and the online and offline complement each other.

Increasingly hot online

In August 1, 2011, the China Chain Store Association released the "2011 traditional retailers' Online Retail Business Research Report".

The data show that in 2010, China's Internet users reached 457 million, the Internet penetration rate was 34.3%; online shopping pactions totaled more than 500 billion yuan, accounting for about 3.5% of the total retail sales of social consumer goods; 161 million of online shopping users increased by 48.6%, and the online retail business was in a period of rapid development.

The Internet is pervasive, and enterprises can no longer avoid the big market of "online shopping".

According to statistics from China Chain Store Association, 52 of the top 100 chain stores launched online retail business in 2010.

At the beginning of this year, the international retail alligator WAL-MART wanted to buy Jingdong mall with us $500 million, but ultimately failed to reach agreement on the two sides' opinions and led to the failure of the acquisition.

But this did not change WAL-MART's commitment to the pformation of the electricity supplier. Shortly after that, it announced that it had completed the "marriage" with the No. 1 store, and the curve was on the road of e-commerce.

In addition, with the opening of Armani Chinese official website to China and Gucci flagship store, e-commerce has gradually played an important role in the apparel industry. Many clothing brands have opened Taobao flagship stores or online specialized stores online.

March

Many retailers should not forget that because of the complaints from LG dealers to the headquarters of Jingdong, such as Jingdong mall, and other B2C electronic shopping centers disrupting the price system and attacking the offline market, LG inspected Jingdong mall.

But the result of the inspection is not the sale of Jingdong mall exit from LG, but LG saw the benefits and potential of online sales, and Jingdong mall became LG.

"We are working for the Internet free of charge!" a retailer said indignantly. "Consumers come to our store to see samples, pick models, choose models, search for cheap goods online, or customers bargain with us at the price of the Internet. Where can we make the price? We have fixed stores, and there are quality assurance and service commitments."

In addition to being part of the link between traditional manufacturers and consumers, the Internet is still moving upstream, making efforts to become manufacturers, directly providing products that cater to the consumption habits of the Internet era, instead of traditional products.

For example, the brand myth of VANCL shirt and Masa Marceau men's wear was born through the Internet.

They have made traditional manufacturers sigh, and have done more than a decade of clothing business. Their brand influence is far less than that of VANCL, which was born two or three years ago.

It is reported that, by virtue of its marketing channels, logistics, commodity categories and other advantages, it has already established a high degree of market visibility in the industry, and has won the recognition of the capital market.

At the same time, B2C launched V+, a high-end clothing brand, which has made a strong complement to its product line.

Unlike traditional manufacturing and marketing, the B2C brand born with the Internet does not need to spend much effort in establishing distribution channels. It does not need to rack its brains to maintain the balance between distributors and formulate sales policies.

Nowadays, the traditional brand enterprises and the Internet brand enterprises also have their own markets. There are fewer cross sections, and the conflict is not too intense. But what should we do in the future?

The best strategy for offline brands to fight online brands is to make themselves the online brands.

But if the price on the line is the same, it will not be competitive on the Internet. If the price of the Internet is competitive, the price must be lower than the line.

Pricing power has become the focus of conflict between traditional brands and offline businesses.

Moreover, online development is not all smooth sailing.

"The logistics industry in China is very fragmented. There is no such enterprise as UPS and Fedex in the United States that can be relied on.

We also have no way to do self distribution. There is no distribution enterprise that can keep pace with our rapid growth. "

Yu Gang, chairman of shop No. 1, pointed out that logistics has always been the pain of e-commerce.

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As a matter of fact, traditional retailers are more and more powerful in touch networks. However, few of them are able to get benefits. Whether it is Auchan, agricultural and commercial enterprises that directly invest in their own channels, or Carrefour or TESCO, who take cooperative mode, at present, the exposure rate of traditional retailers has increased in the development of online retail business, but the real benefits are few.

Although there are many difficulties, there are many excellent explorers.

The strategy of seven wolves is to establish an independent "identity card".

In view of the entanglement between online and offline, the seven wolves have made some adjustments in the past two years: the bar code of each dress is made into "ID card", and each garment has a password.

Online channels need to be authenticated before they can be pported to the online platform for sale, so that online sales sources can be identified.

Standardize and manage products with different pricing on line and line.

The annual sales of the seven wolves in 2009 only reached 890 thousand, but by 2010, the sales of single days were about 5000000.

Zhou Shaoming, a seven wolf wolf, said that the interests of online and offline solutions are not easy. There is no good solution yet, but efforts will be made to deal with the interests disputes between online and offline businesses.

The seven wolves are considering how to turn the more than 3200 terminals into service platforms, solve them from logistics, and take the price as the core point, and carry out unified warehousing and distribution on line.

And now all the networks are selling at low prices, and the seven wolves are complying with this trend.

He said that the seven wolves will continue to make use of the advantages of traditional brand enterprises and build new front-end sales system combined with new network technology.

The seven wolves have started the main brand and established the mall.

In the future, we may build a model like Mcglaughlin to cooperate with other brands.