Hope That "Many Sons And Many Blessings" Suffer From Growing Pains -- Spinning And Clothing Industry: Multi Brand Confusion

As of 2011, YOUNGOR has six brands, including YOUNGOR, MAYOR & YOUNGOR, YOUNGOR CEO, GY, "hemp family" and Hart Schaffner Marx.

When the development of the old brand reaches a certain market bottleneck, it may help to expand the share of the market operation, but not all enterprises can operate more brands.

During the CHIC2011 period, YOUNGOR, Bosideng The seven wolves, the autumn, the doctor and the frog. Paclantic And other brands are doing multi brand operation while doing the main brand.

"Searching for the market entry point for further development of enterprises and gaining higher market profits" is a simple assumption for most of the multi brand operation enterprises.

Enterprises expect "many sons and many blessings"

On the road of many brands, Shanshan Group started the attempt of multi brand management since the end of 90s, and many other brand garment enterprises in China have followed suit in recent years.

Since 2002, Bo Yang has also established its own multi brand line. In addition to the main brand Tonlion, the company currently operates six clothing brands.

"Bo Yang's multi brand road is out of two considerations." Wu Huijun, chairman of Bo Yang, said.

First, the market is becoming more and more diversified, and the personality needs of consumers will become more and more vigorous. More brands are needed to meet their individual needs. Similarly, people with different incomes and professions will have different interests and interests. The same person will also be in a different state. Work, leisure, outdoor, Party, and so on are also required for clothing, which requires different styles, which is a manifestation of market maturity. This market will be differentiated by more brands. If the single brand operation can only grasp a small part, it can only enlarge this part as far as possible, which has certain limitations to the group.

Bo Yang's second consideration is that many brands can retain more talents for enterprises.

"We make Tonlion, and many people are interested in making fashion women's clothing. High-end This platform is impossible for us. It may only be the design director. There is no way to improve it. Many excellent talents can only be lost. This is the phenomenon I saw personally in the past few years, so I called these people together to create a new brand. Wu Huijun said.

In addition to meeting the different needs of consumers, multi brand strategy has strengthened the strength of enterprises. The number of stores that a single brand can operate in the same commercial street is bound to be limited, while multiple brands can give consumers more opportunities to display and contact, and in many other large commercial terminals, such as shopping malls and stores, several brands jointly attack and encircling competitors. {page_break}

At the same time, multi brands can also take the strategy of common advance and retreat, which undoubtedly increases the weight of negotiations with powerful shopping malls and department stores.

Of course, the market is constantly changing, and consumer demand is changing. Even old brands can not adjust too much to new elements. When the operation of a single brand reaches a certain market margin, the extension of old brands and the creation of new brands will undoubtedly become an effective way for clothing enterprises to gain brand new life and gain higher profits in the market.

In addition, the large and multi brand companies have been listed successfully. Therefore, whether the enterprises are active in the trading market has become one of the concerns of the stock buyers. And operating multiple brands can also transform invisible capital into tangible assets in the trading market, and even push the business and brand to the capital market through the publicity of the market to gain the profits of the capital market.

When enterprises operate a certain time limit in the market, whether they operate in the local background resources or social resources have already formed a certain accumulation, and channel resources and operating resources in the market can be shared among some brand products. It is only necessary to mix and mix reasonable human resources to give full play to the surplus value of old resources and channels.

These will undoubtedly help new brands grow rapidly.

Suffering from growing pains

However, in the process of implementing multi brands, many enterprises often go across the river by feeling the stones. In fact, enterprises should consider the brand positioning and the whole operation from the beginning of brand creation.

The ultimate goal of the introduction of "one product and multi brand" by the same enterprise is to occupy different market segments with different brands and jointly seize the market share of competitors. If there is no obvious difference between the new brand introduced and the original brand, it means that it is pointless to fight for itself. There is a strict market segmentation among the brands, and there is no fighting between the brothers. The unique selling points of new brands should be attractive enough.

People often take the successful experience of the original brand to the new brand, but the market is different, the customers are different, the access is not the same, leading materials, designs and plans are different. It is difficult to learn from the experience of the original brand. Copying simply is easy to fail. The enterprise must redesign and plan according to the positioning of the new brand.

"Each of our brands is operating independently. There are many differences in the way the brand operates. Some are self processing, some are OEM; others are making their own designs, others are design outsourcing, some brands focus on marketing, while others focus on design. Brand personalization is like this. Wu Huijun said.

Bo Yang Group's brand Demana is from a market perspective, that is, where the market is, what the needs of consumers are, to cater to the tastes of consumers, is entirely market-oriented. Demana has many outlets, and the information is fast. It is a low-cost and fast mode of operation. But another woman brand 33LAYER is a designer brand. The core and emphasis is on design and technology. In this regard, we invest a lot of money to integrate individual elements, so as to tap the market, persist in doing our own things, and let consumers follow. Different entry points become the most fundamental part of the two brands.

Weng Xiangdong, general manager of Shanghai Jie Xin Marketing Consultancy Co., Ltd., said that every brand has a large scale of market segments, and the enterprise has developed a brand to compete for a niche market. If the capacity of the market is small, and the sales volume is not enough to support the cost of a brand's successful promotion and survival, it will not be able to implement the strategy of "one product and multiple cards". In line with the needs of the market, the number and positioning of the brand should be adjusted in time, and the needs of consumers are constantly changing. Some brands will probably shrink in the market, so we must eliminate the brand or relocate the brand.

At the same time, companies that conduct multi brand operations tend to be larger and have enough capital to accumulate, and have successfully run a brand. The most important thing to launch new brands is not the problem of capital and strength, but the spirit of innovation.

"The birth of a new brand, the most important problem that enterprises need to solve is still innovation." Gao Dekang, chairman of Bosideng International Holdings Limited, said that enterprises need to have a team that dare to think, dare to do, and at the same time, all consumer oriented.

Wu Huijun also emphasized the importance of talents.

"In fact, the key to multi brand is human problems, and simple replication is not acceptable. Only a very enthusiastic person can do well with this style of clothing and what he wants to express. People's problem is the first thing we need to consider when we make more brands. We first have the talent reserves to make new brands. Wu Huijun said. {page_break}

When the development of the old brand reaches a certain market bottleneck, it may help to expand the share of the market operation, but not all enterprises can operate more brands. Multi brand operation needs to avoid the corresponding risks. Otherwise, the wonderful idea of "putting eggs in different baskets" can only be wishful thinking.