Why Did This Dress Brand Succeed?

No one.

It can cover all markets, and with the continuous differentiation of interest among consumers, the concept of market segmentation has gradually emerged in various fields.

In the clothing market, the minority style also began to make a big fuss.

According to the world clothing shoes and hats net, in September 20th, the "MAXRIENY fantastic Castle" national large-scale tour exhibited in Beijing Chaoyang Joy City attracted the attention of the industry.

The brand is not a cultural company, but a brand from Shenzhen.

Brand.

The whole exhibition is composed of a variety of fantasy elements. It is integrated into the medieval retro mystical illusions: the six scenes of the European style castle, the mysterious back garden, the cloud magic wood boat, the music flower sea, the magic magic book and the autumn language spirit.

The theme device, such as the ancient wooden piano, the collection of magic mirror and so on, is more like Disney Park, becoming a "net red" location for consumers to take pictures.

In fact, this theme exhibition is not a brand spur of the moment, but a continuation of the brand's core style.

The MAXRIENY brand takes the theme of "fantastic retro" as the theme. It combines European medieval castles and court elements. The theme is clear and highly recognizable.

For the so-called niche style, MAXRIENY's brand style is more refined and precise.

The huge and fantastic Castle exhibition gives the industry a strong interest in the brand behind it, which means that the brand has very solid capital support.

In the past, this niche style can only occupy a small part of the market share, the survival space is very limited, and even faced with the difficulties that can not be followed.

In particular, the theme of the fixed style, it is easy for consumers to produce aesthetic fatigue, while facing the problem of small audiences.

Especially when the leisure sports style swept through the fashion industry, the aesthetic taste of the public is constantly changing and more elusive.

While the overall environment of fashion retailing is still out of the cold winter, luxury brands are closing down. The latest data show that the number of luxury brand stores in department stores is decreasing.

Medium and low-end brands are greatly impacted by e-commerce and fast fashion.

In the consumer shopping habits from entity to online migration, and the latter's price advantage threat, entity shops because of its high rent and management costs become a big burden on the brand.

In this case, the women's clothing brand has achieved good results in recent two years.

The performance almost doubled. Last year, more than 200 million of sales were expected to be completed in 2017. The annual performance of 2017 is expected to be 486 million. The annual performance of the stores in the year of 2017 is 4 million 660 thousand. The same store has increased 41.7% over the same period. As of the end of September 2017, the number of shops is 120, and the number of shops is expected to increase to 134 by the end of December 2017.

As a result of its good performance, MAXRIENY can occupy the first two tier advantages in many shopping malls.

This can not help but be curious, how did the Shenzhen women's wear brand get the stage commercial success?

MAXRIENY brand was founded in Shenzhen in 2007.

The founder of the brand and CEO Kevin Wong Wang Liu Xi and his wife Sara Wong Brenda formally took over the family business in 2010, and pformed the predecessor of the clothing manufacturer into a clothing retailing enterprise based on the Internet start-up company.

From 2010 to 2012, the trial period was tentatively explored, and the brand direction was initially identified in 2012. The model of store, supplier relationship, customer system and data sharing system was formulated in two years, and then the brand was formally formed in 2014, and its performance rose sharply in the past three years.

At Melbourne University, he took three degrees in computer, finance and philosophy. He could go to Google's Kevin and stand outside the clothing industry. He quickly discovered the malpractice of the industry and planned to build a future fashion design ecosystem and incubator.

As the second generation of the clothing manufacturer, his academic background has nothing to do with fashion. After 10 years in Australia, he returned to take over the family business. The condition was that all of them were overthrown and redone according to their own ideas.

His wife, Sara, was also a financial major and worked in PWC. But he returned to fashion design because of his love for fashion.

Husband and wife is not uncommon in fashion industry.

In 2007, the two co founded the CC universe Yun Chuang design enterprise, where Kevin was responsible for strategic investment and organizational innovation. Sara fully managed the design and products of its main brand MAXREINY.

However, the division of labor between the couple is not a rough division between business and design.

In Kevin's words, the role of Sara is equivalent to "product manager" in Internet companies, not just design.

He himself grasps the general direction of the brand parent company, which is not only a single brand, but an empowerment technology company and an independent design brand incubator.

In the dialogue between reporters and Kevin, he used a highly consistent Internet vocabulary system.

Its company is more like an Internet startup company. Clothing brands are just entrepreneurial projects, exporting products rather than clothes.

The company's ultimate goal is only one, that is, to find a profit model.

He repeatedly stressed the company's business logic, supporting the logic of precise data and rigorous mathematical models.

So to some extent, as the MAXRIENY of the "entrepreneurial project" of Internet companies, the greatest risk lies in the scale of the sub sectors.

CEO Kevin admitted to reporters that all brands have a life cycle, and a single brand can not always be evergreen.

But people will always like it, but the size of the crowd varies.

He thinks the scale of niche market is less stable than that of mass market.

"We want to maintain style in a reasonable range. If the style is downplayed, the scale will be smaller. There will always be some customers like this."

As reporters previously reported, today's fashion brand represented by Gucci is creating a more stable creative mode.

The theme that looks like little change has been able to achieve sustained strong growth now, while many brands are struggling to create novelty with themes.

The reason is that these brands with stable themes are more profitable on the basis of controlling risks.

In the past, seasonal costumes based on different themes often constituted a high risk for the brand itself. Due to the instability of style, consumers who bought seasonal products did not necessarily buy the next season products, thus hindering the improvement of consumers' stickiness.

From beginning to end, MAXRIENY aims at not the mass market, but the specific group of customers who like medieval castle theme and fantasy elements, mainly urban white-collar workers aged 28 or so.

This part of the customer loyalty is relatively high, it is reported that in 2017, the brand VIP accounted for 71%, and the guest price was as high as 2500-4000 yuan.

Because of the niche market, the understanding of consumers' portraits and habits must be more precise.

All the standards need to be quantified in this company with mathematical models as its core.

For the analysis of style, MAXRIENY not only set up simple labels or scoring as many brands nowadays, but set up template analysis, scoring more than 40 styles for each style.

In Kevin's view, although the brand's style is based on the preferences of designers, but to the specific style, it needs to pform perceptual things into data, balancing the sensibility and rationality of design and dress retailing.

There is also more emphasis on the "scenario", which is more specific and closer to the Internet.

Similarly, under the premise of unified style, MAXRIENY pays more attention to the shaping of product application scenarios, and takes occasion dressing as the core of the brand, such as large fashion parties, social gatherings, daily gatherings and exquisite workplace wear.

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MAXRIENY will pform the physical store into more experiential space.

Recently, from the MAXRIENY shop of two shopping centers in Beijing Joy City and Shenzhen coast city, the exhibition tour of the fantastic Castle also shows the brand's experience in exploring the physical shop form.

With the arrival of the era of consumer escalation and oligopoly, retailers are moving consumers back to the physical stores by providing more fresh experiences.

What Kevin sees is Alibaba's box horse fresh and the unmanned convenience store, but pforms the clothing shop to the exhibition space is to the entity shop's expense promotion experiment.

The average customer stays in an ordinary shop for about half an hour, and the goal of MAXRIENY is to increase customer attraction and interaction for more than 1 hours.

Back to the style of the brand, according to Kevin, MAXRIENY's strong medieval brand style comes from designer Sara's preference.

The first thing to do is to do something you like. This feeling is also consistent with the spirit of Internet start-ups.

But from the implementation of feelings to the specific implementation, Kevin has a more rational and clear understanding of the final development scale of the brand, because no brand can cover all the people.

His future blueprint for the company not only includes MAXRIENY single brand, but will be an independent designer brand incubator in the future, so as to realize the possibility of expansion.

In the face of the impact of fast fashion ZARA and the Internet business, clothing brands lack competitive advantages in the face of low price consumer goods. Therefore, Kevin admits that it will directly avoid direct competition with ZARA, because single brand in today's market competitiveness is weak, and multi brand matrix will be imperative.

The brand price is also higher, the summer wear is between 700-2000 yuan, and the winter clothing is between 800-3500 yuan.

MAXRIENY is also developing to the high end, and the MAXRIENY By SaraWong advanced customization series is also released at the same time with the fantastic Castle tour. It emphasizes more complicated and exquisite craft and tailoring. The price of the advanced customization series is about 65% floating on the average dress price.

As an independent designer incubator, the responsibility of Yun Chuang, the parent company, lies in seeking the profit pattern with the lowest cost for the independent designer who is consistent with the tune. The brand with no profit potential does not do it, but whenever the profit potential reaches the threshold, it can help him to maximize his ability.

However, he stressed that the designer of the incubator must have an independent spirit. The commercialized designer is the target of his incubator, and the connotations of products and brands are important criteria for evergreen.

It is reported that Yun Chuang has been negotiating with 5-10 independent designer brands for details.

In order to outline the organizational structure of the incubator, more often than not, Kevin will focus on organizational innovation and position cloud design with Internet technology companies.

"We are not doing the standard of clothing companies."

Yun Chuang design near Nanshan, Shenzhen, is closely related to the technological atmosphere of the company, such as Tencent and other public technology companies.

What he most talked about is that his company employees play the relaxed corporate culture of King glory games at noon.

In his view, many brands think that the process management work is not very important. In fact, the innovation and perfection of the organizational structure determine the future carrying capacity of the enterprise.

"When we build our organization, we are thinking about how to design multi brand organizations.

Some companies blindly make acquisitions, mergers and incubators, but do not provide corresponding organizations to plan and implement them.

Such acquisition does not retain the brand gene, and ultimately can not effectively manage it. "

In other words, what Kevin did was sketch drawings for independent designer incubators.

In the future, the incubator should not only support the operation of MAXRIENY single brand, but also support a number of independent designers who have not established their profit models and business logic to play the role of the platform.

Such services and platform logic are very similar to those of Internet companies such as Alibaba.

Judging from the overall situation of the market, compared with many Internet companies that have made numerous organizational innovations, the apparel enterprises are somewhat stalled in management.

In the past for a long time, clothing enterprises can "compete with the world", but with the increasingly fierce competition across the industry, Internet companies are also looking at the hot clothing market, forming an increasing pressure on the latter, and the pressure comes largely from talent mining.

"Enterprises are looking for talents from all walks of life. If the form of organization is not good, they will not choose clothing companies.

Because in addition to designing talents, enterprises need a lot of marketing talents. The organizational form of clothing companies must conform to the market trend, and young people should be free in their organization.

This is not only a problem of younger age. "

For example, for MAXRIENY brand and Yun Chuang design based on mathematical algorithm, the company needs to establish computer talents and financial talents with mathematical models, and the latter can go to higher finance companies with higher salaries.

Nowadays, the average education degree of cloud creative design commodity planning department is a master's degree, and its system is hard to find talents in the same industry.

More curious is whether the MAXRIENY brand will continue to expand when the performance burst, and follow the usual development path of the company, and accept round and round financing.

Kevin said it did not exclude the injection of external capital, but in addition to bringing strategic investors to new directions such as lifestyle brands, there is no need for external capital to create internal capital adequacy.

As a family business, Yun Chuang is owned by family and has plenty of capital besides supply chain and small share holding by employees.

It is noteworthy that at present, MAXRIENY does not have franchising business, and it is a business mode combining direct operation with joint operation. All goods inventory is run and undertaken by the company, and the data management system used by stores is also consistent.

For enterprises with abundant capital, this undoubtedly increases the controllability of enterprises and the circulation of data, and enables Kevin's organizational innovation and pformation to be unified.

But apart from the external conditions of organizational structure and capital acquisition, the reason for the success of a brand comes from the attractiveness of its products.

Nowadays, the trend of clothing market is clearer and clearer. Whoever can master the most accurate user portrait and purchase data can grasp the future of clothing retailing.

More interesting reports, please pay attention to the world clothing shoes and hats net.