On Christmas Eve, many people received a blessing from Louis Vuitton when they shook their voices.

On December 18th and 19th, LV sighed in static, video open page and information flow in the vibrato, all with Christmas as the theme, click-through ads can lead to the purchase page. Many users can't believe that LV Romwe Promo Code actually started to advertise with vibrato. They all commented "Is it official?", "Is LV still used for advertising?" Many people also said that "advertising is very good."

In two days, LV's advertising in the vibrato achieved unexpectedly good results. According to sources, the CTR (click-through rate) of video-opening advertisements exceeded 10%, and the data of traffic advertisements was better than the industry average.

Before LV, there were several luxury brands that were also marketing in the vibrato, and each marketing method was different.

Dior is one of the first luxury brands to open an official account with Vibrato. The videos released include the promotional videos produced by brand ambassadors such as Angelababy, the Dior artist series and the recently held Tokyo big show video. In addition, Swarovski, Bally, Michael Kors, Victoria's Secret and other brands have also opened the official voice V account.

Chanel and Montblanc did not open the official account, but chose to publish the Chanel J 12 watch and the Montblanc Summit 2 promotion video on the official website of the vibrating voice @美像志, to reach the user through a more roundabout way. Since both brands are released through the official website of the vibrato, they can get more accurate positioning and push, so they get higher average page views, likes and comments than the brands that release videos on official accounts.

Luxury brands like LV, which offer static, dynamic and informational advertising, are still a minority. Of course, many people may have doubts: As a first-line luxury brand LV, and content has always been considered that some of the Low's vibrato really match?

Although it looks a bit awkward, if you look at the user data of the vibrato, it will not be strange to the choice of the brand. In November, the company officially revealed that its daily users have exceeded 200 million, and the number of monthly users has exceeded 400 million. The main users of the vibrato are between the ages of 24 and 30, and the proportion of users in this age group has now exceeded 40%.

For luxury brands, the vast majority of young users are the consumer groups they want to be close to. After all, global luxury consumers are getting younger and younger. According to Bain Consulting's 2017 Global Luxury Industry Research Report, Millennials and Generation Z will account for 45% of global luxury luxury spending in 2025. While Chinese luxury consumers are getting younger, the Boston Consulting Group (BCG) report shows that 68% of Chinese luxury consumers are between the ages of 18 and 30.

In addition, the main purchasing path of Chinese luxury consumer groups is online research, offline purchase (ROPO), BCG report shows that luxury goods consumption through the ROPO path has accounted for 58% of total consumption.

This means that the source of consumer desire for shopping has become more diverse. Consumers in the digital age are likely to have a desire to buy because they see a red-haired photo on the WeChat public account or see a video in the vibrato.

At present, the videos released by several luxury brands in the vibrato or some advertisements are not aimed at a certain product, but are telling the story of the brand, in order to make the brand of the consumer feel identity and understand the brand. Even if the user does not ultimately buy branded goods, for luxury brands, building relationships with potential consumers is more important than making a purchase.

If the brands such as Dior, Chanel, and Montblanc were previously marketing in the vibrato, there are still some people who think that the marketing and brand image of the vibrato is not consistent, so now even LV has also shot, and it has achieved good results. It can also be regarded as a reassurance for other luxury brands. It seems that there will be more and more luxury brands advertising in the future.

Movado Group Inc. (NYSE:MOV), a watch Soufeel Coupons manufacturer that is striving to offset the weakness of the entity through digital expansion and brand acquisitions, achieved better-than-expected results in the third quarter, stimulating its share price to rise 1/5 in early trading on Tuesday. .

In the third quarter ended Oct. 31, the group achieved net sales of $208.9 million, slightly better than FactSet's overall forecast of $205.4 million, up 9.6% year-on-year to $208.9 million. Net profit rose 55.0% to $26.922 million, EPS rose to $1.14 from $0.75 in the same period last year, and adjusted EPS was $1.18, which is $0.06 higher than FactSet's overall forecast.

Movado Group Inc. Movado has just completed the acquisition of the Los Angeles fashion watch brand MVMT in October, and last year spent $79 million to buy Olivia Burton, a London-based women's fashion watch brand. Efraim Grinberg, Chairman and CEO of the group, said in an interview with industry media Hodinkee that “the two brands confirm our theory – Millennials not only wear smart watches”. In today's post-financial conference call, he pointed out that the use of such millennials to attract younger consumers is a very important strategy for the future of the group.

MVMT is a direct consumer brand that is highly valued by young consumers. Most watches are priced at less than $200 and have expanded their eyewear collection. The MVMT, co-founded by Jake Kassan, 22, and Kramer LaPlante, 21, have sold nearly 2 million watches in 2013 and achieved $71 million in global sales in 2017. Efraim Grinberg told analysts that the brand The development track demonstrates the ability of e-commerce channels to reach young consumers, and the group plans to use the international market and women's wear to bring further growth to the brand. Based on future performance, Movado Group Inc. will pay up to $200 million for MVMT.

To implement Efraim Grinberg's strategy of focusing on e-commerce and digital communications to lead growth, the group created two new positions for chief digital officer and vice president of social media earlier this year.

Movado Group Inc. Movado has three independent brands: Movado, Ebel and Concord. Movado is the best-selling brand in the US market in the $500-2,000 range. The fashion watch business of Hugo Boss, Coach Coach, Tommy Hilfiger and Lacoste contributed 49% of the group's revenue in the fiscal year.

Excluding MVMT's credit, US domestic watch and accessory brands achieved sales growth of 7.3% in the third quarter, driven mainly by strong growth of Tommy Hilfiger and Coach; Tommy Hilfiger, Lacoste and Olivia Burton, who just entered China, stimulated international business. Sales increased by 9.3%.

Efraim Grinberg pointed out that the holiday season continued to benefit from the improvement of the US retail environment, but at the same time faced the adverse conditions of the exchange rate headwind and the Brexit, Latin American political turmoil and the Middle East economic downturn, in addition, the performance of the US physical department store has been unable to return At the past level, this is also a weak link in the group. Despite this, Movado Group Inc. reaffirmed its stated full-year performance target for FY 2019, with net sales ranging from $6.60 to $75 million and EPS ranging from $2.45 to $2.55.

Movado Group Inc. (NYSE:MOV) closed at $41.51 on Tuesday, up 12.55%. As of Monday, the stock closed 31.4% in the past six months from a record high of $53.73.

Since November this year, Bosideng has seen a sharp rise in succession. As the first fiscal year of the strategic focus down jacket business, the autumn and winter season is coming, the company's new product sales market is optimistic about the market. In addition, Bosideng Gamiss Coupons recently granted 260 million share options to some employees at HK$1.07 per share, representing 2.43% of the current issued share capital. The industry believes that employee stock purchase behavior is Bossden's confidence in the long-term development of future performance. From the stock price since Bosideng went public, the highest stock price appeared just eight years ago - November 2010. Bosideng, once a domestic down jacket giant, once again ushered in after a few years of depression, what happened during the period?

The rise of a generation of feathers

It is reported that the predecessor of Bosideng was the village-run sewing group founded in 1976. The founder Gao Dekang rented a few houses in the local ancestral home of Jiang Xuecheng. He relied on eight sewing machines and 11 farmers to start from scratch. In 1980, he established the Shanzi Village Garment Factory. . In the past 30 years, Bosideng has not only been smooth, but in the three years from 1995 to 1998, Bosideng sales also ushered in a surge, selling 2.2 million pieces, grabbing the Chinese down jacket market and stabilizing the position of “down and down”. From 2003 to 2005, Bosideng won the CCTV King. In the eyes of ordinary people, Bosideng is the first choice to buy down jackets. Benefiting from TV marketing, Bosideng stores have reached more than three million items. An agent who used to be a Bosideng down jacket told China Business Daily that Bosideng is the most sought-after down jacket brand in the second and third tier cities. When the e-commerce has not yet arisen, the Bosideng store is a constant stream of people. exaggeration.

After winning the domestic down jacket market, Bosideng officially launched its overseas program in 2008. In July 2012, Bosideng invested 300 million yuan to open a flagship store in a six-storey property on South Molton Street in London. It mainly operates high-end men's wear and is intended to show visitors from all over the world with the 2012 London Olympics. Brand, and at the same time drive sales in the domestic market. In 2012, Bosideng's revenue also reached its peak, with revenue reaching 8.38 billion yuan and net profit exceeding 1.4 billion yuan. In November 2013, Bosideng spent another 40 million yuan to acquire a clothing company with 88 stores in the UK to expand its market share.

In addition to the flagship store in London, Bosideng has also landed in the US and Italy markets. In January 2014, Bosideng opened its guerrilla shop in the menswear store in Union Square, Manhattan, New York. In February of the same year, Bosideng attended the New York International Fashion Week and held a release show. At the same time, Bosideng plans to open stores in Las Vegas, Los Angeles and Miami. For a time, domestic and international Bosideng are all high-spirited.

Brilliance no longer

Bosideng, which has experienced a glorious period, entered the downturn for many years after reaching the peak of profitability in 2012. The performance has been declining year after year. The domestically closed stores and international stores have been operating poorly until they are closed. Bosideng is no longer brilliant.

Among them, the annual report data as of March 31, 2015 showed that Bosideng's revenue was 6.293 billion yuan, down 23.61% year-on-year; while net profit fell 81.01% year-on-year to 132 million yuan. This is also the lowest year for Bosideng's net profit since its listing in 2007. In addition, Bosideng's stores have also suffered successive declines. As of March 31, 2015, Bosideng retail outlets were 6,599, a decrease of 5053 compared with the same period of last year, of which 1,296 were self-operated retail outlets and 3,757 retail outlets operated by third-party distributors. Subsequently, there were a net decrease of 1,328 and 449 retail outlets for the full fiscal year 2016 and the first half of 2017. For such a large-scale closing store, Bosideng pointed out that the closure was due to the inefficient sales network generated by the independent operation of the brand in the early years to avoid overlapping channels and make the retail network layout more reasonable. This also points out the pain points that Bosideng had previously built on the channel.

Domestic performance has been declining year after year, and the international market is not booming. At the beginning of 2017, Bosideng closed the only overseas flagship store, and the official website of Bosideng's London store has been closed. Although the store closed in 2017, the store's benefits have not been disclosed in the previous years. Bosideng said that the store in the flagship store in London accounted for only a small portion of the thousands of stores in Bosideng, so there was no independent disclosure based on market financial disclosure practices. Exiting the UK means the failure of Bosideng's internationalization strategy.

In fact, as of 2015, there were more than 3,500 production plants and nearly 100 down brands across the country, and the market was severely saturated. The down jacket market showed signs of decline: the retail sales of ducks, ducks, Xuelun and Hongdou fell 5.15%. Since then, the decline rate has reached 1.5% in the past five years. The down brand has never been counter-attacked. The downturn rate of Bosideng is close to 15%. This is also a major environmental factor that has led to a decline in Bosideng's performance.

The competitive environment is changing, but the simple and extensive expansion mode of the apparel industry has not changed. In the case of insufficient consumption power, Bosideng's inventories continue to increase, occupying a large amount of capital, and the inventory risk is increasing. In order to clean up the inventory, Bosideng adopts the joining method, allows the franchisees to return the goods, and encourages the dealers to open stores in the third- and fourth-tier cities to facilitate the digesting of inventories. Bosideng has chosen extensive expansion, and the number of stores has suddenly increased from more than 8,300 to more than 13,000. The increase in channels does not mean sales increase, but the huge franchisee group has increased the product backlog. In order to obtain cash flow, franchisees began to fight price wars, resulting in low-cost competition in the down jacket industry, and the market environment deteriorated rapidly. The sales volume of the down jacket market continued to grow negatively for four consecutive years. Low-price competition has created opportunities for luxury brands. During this period, fast fashion brands and luxury brands have expanded rapidly in the Mainland, with growth rates of more than 15%.

Ma Gang, an analyst in the apparel industry, said that under the premise of weak growth, Bosideng has adopted a similar approach to most of its clothing counterparts, namely, sharply cutting down the poorly-operated franchise stores and strengthening the company’s sales by increasing the proportion of stores. Control, but the effect is even worse. In addition, Bosideng down jackets do not pay attention to fashion design. In the environment of consumption upgrade, the competitiveness is greatly weakened, and the days of Bosideng are worse.

Explore the middle

Bosideng, who was in a low period of time, has been groping to save his performance and go through a detour, but in the end it is still effective.

Previously, Bosideng proposed a “four seasons” strategy of taking down jackets as the core and diversifying into men's wear, women's wear, and children's wear, making up for the lack of a single business and diversifying business risks. However, this strategic plan has had little success.

Since its establishment, Bosideng Men's Clothing has been positioned as an international brand. It has been launched in the UK and claimed to be an international operation. The experience store and fashion week are a series of high-level brand operations, and have saved a lot of money overseas. However, in the domestic market, Bosideng menswear has only established nearly 1,000 marketing terminals. Compared with the powerful Jinba, Haishu home and plaques, the scale is too small, and ultimately it is unstable. It is hard to find in the men's wear market today. Under the background of more fierce competition in the women's wear industry, Bosideng's women's wear brand has lost the opportunity to enter the women's wear market due to repeated competition of internal brands, single channel and insufficient investment in brand marketing.

In order to get rid of the lack of fashion in the eyes of consumers, Bosideng has worked hard on brand design and marketing. In 2016, Bosideng teamed up with Disney to produce a self-contained clothing product. The design features Disney characters in prints, ribbons and other embellishments to create a more distinctive personality. In 2017, Bosideng carried out the upgrade of the store image, forming a new pattern dominated by Bosideng's proud down apparel category and a variety of clothing categories, aiming to provide consumers with a full range of life proposals. At the same time, in collaboration with the top fashion magazine "CHIC Magazine", shooting new autumn and winter collections. It is worth mentioning that Bosideng and the "China's hip-hop" nine-strong Li Daben launched the Divine Comedy "Boss in Warmth", cross-border subculture, combined with hip-hop elements to explore the attributes of their brand rejuvenation, attracting many young people. consumer. In addition to cross-border music, Bosideng seamlessly aligns with the advertisements, and joins the iQiyi travel "Tumble the Earth" program group to penetrate the ancient Chinese extremely cold people, and has proved the coldness of Bosideng down jackets to consumers.

This year, Bosideng is constantly moving. On the evening of July 18th, Bosideng joined CCTV's “National Brand Program, announced new brand identity, brand advertising, and terminal store image, and joined hands with internationally renowned designers to stage a down jacket show, which announced the full development of Bosideng in brands, products and channels. In addition, this year Bosideng will re-energize the main business of down jackets, and said that the non-down business of Bosideng menswear, home, children's wear, etc. will be cut off, and 70% to 80% of non-profit stores will be closed in the next three years.

Of course, successive efforts have also ushered in results. According to the previously announced 2018 financial year results announcement, as of March 31, 2018, Bosideng's revenue reached 8.88 billion yuan, an increase of about 30.3%. Obviously, the performance of Bosideng in the 2018 fiscal year may continue to heat up, and its plans for business diversification and focus on the development of the main business of down jackets indicate that Bosideng is returning to the main business.

Of course, Bosideng is also facing a relatively fierce competitive environment. The foreign down jacket brand Canada Goose entered the Chinese market in the second half of the year, and has a layout both online and offline. At the same time, some fast fashion brands have also entered the down jacket market. Yao Xiaoman, chairman of the China Down Industry Association and vice chairman of the International Down Feather Bureau, believes that domestic brands still have an advantage in the domestic market. “74.2% of the world's ducks are produced in China, and 97.2% of the world's geese are produced in China. The raw materials of geese and ducks have advantages. Moreover, the price of products is extremely competitive with foreign countries; in the end, China has about 14 In the market of billions of people, international brands are entering the Chinese market. From this point of view, the stock of the domestic market cannot be underestimated." Yao Xiaoman said.

According to the CIC's research report, Bosideng's strategic return to focus on its main business this year, the brand power in the down jacket segment has an absolute advantage, and the craft level is also in the forefront of the world. According to Shi Wei, an analyst at CITIC Jiantou, Bosideng has won the first place in the domestic market for down jackets for 23 consecutive years. With the three sub-brands Dacoz of Bosideng, Xuezhongfei and Bingjie, Bosden has been deeply cultivating the high-end and mass market. Brand rejuvenation, fashion transformation, and marketing effect is good, consumer awareness is high; offline stores to restore net shop, shopping malls and direct channels continue to increase. The core employee share option plan was launched to bind the upper and lower interests, demonstrating development confidence.

In the past two years, street brands and trend elements have been deeply loved by consumers at different levels. Foreign OFF-WHITE, Vetements, supreme and other street brands are enough to compete with luxury goods, and the trend of sports brands such as Champion has become the mainstay of the same type of products.

For the competition for more young consumers, many luxury goods are also designed to be on the street. For example, Givenchy started the Vetements creative director to taste the sweetness, Louis Vuitton men chose the OFF-WHITE creative director, recently, took office. Riccardo Tisci, the director of Burberry, followed the explosion formula, launched a branded letter print shirt, a rainbow series T-shirt, and sold through various online channels, is considered to please young people.

Domestic local “tidal cards” are also popular. With the consumption effects brought by various variety shows, the young market has become the target of chasing in the industry for a time. It cannot be ignored that due to the overexposure of the trend elements and the over-stylization of the design, some insiders believe that the “tidal card” has reached its peak and there is a downward trend.

Under this circumstance, Gianfranco FERRÉ, the Italian national treasure brand, its second-line brand GF FERRÉ entered the Chinese market a bit late, but it was uncharacteristically. GF FERRÉ's Chinese first year, when the brand was smashed to meet the millennial generation, came to the top and was praised by the industry.

It is reported that GF FERRÉ currently has more than 30 stores in China, the proportion of self-operated is 70%, and most of the stores are located in key business districts of first- and second-tier cities, such as Hangzhou Yintai, Changsha IFS, Vientiane City System, Joy City System. , Hang Lung Plaza system, etc., close to international big names, sales continue to rise.

Born in the 1940s, Italian designer Gianfranco FERRÉ founded his own brand in the 1970s. In 1989, he became the creative director of Dior and became an important part of his design career. After all, his own brand and serviced brand. It is rare to be included in the fashion history. Gianfranco FERRÉ and Giorgio Armani and Gianni Versace are also known as "Milan 3G".

Gianfranco FERRÉ's design style is timeless and elegant, and the three-dimensional sense of the building is ingeniously integrated into it, becoming the love of mature women, especially the design of the shirt is classic. In 2003, he prepared a more relaxed product line for young men and women, the first flagship store opened in Milan in 2005. Unfortunately, the master Gianfranco FERRÉ died in 2007, but he left a rich design legacy for the world.

How to maintain your own advantages as more and more brands compete for different consumer groups?

GF FERRÉ China brand leader Ding Jianfeng first stressed that GF FERRÉ is not a general brand! “The concept of the tide brand is unique to China, and its development has its own unique reasons. We are a young line of Italian luxury goods, and the price is moderately positioned. From the design point of view, we have adopted the punk that has appeared since the 1960s. Hippie and other elements, combined with graffiti patterns of anti-war slogans, Gothic culture with exotic sense, racing elements, etc., is a favorite part of the young group. However, we find that the current trend brands are more Make a fuss about the pattern and ignore the structure of the garment.

Mr. Gianfranco FERRÉ's design is characterized by the incorporation of architectural structures into the garment, with distinctive architectural features in the silhouette and lines, which is one of the reasons why his work is different. After our analysis and prediction of the market, it is not enough to rely on decorative patterns to attract consumers. Our designers have taken the structural and design details of FERRÉ, which are not very common in trend brands because Any transformation of the layout will inevitably increase production costs, but we want to give consumers a different product.

In addition, we inherit the traditional Italian production process, and will not lower the quality requirements due to the trend of appearance. After all, we are an Italian brand with excellent design and exquisite craftsmanship. How to modernize and integrate the design heritage left by Mr. Gianfranco FERRÉ will be the focus of the design.

In March of this year, GF FERRÉ held the first show in China in Hangzhou, and Wu Xiubo, Zhang Liang and Wang Yutian attended the event. In addition to the design of the international trend, it also contains many tribute details, such as Ferré himself is Leo, the designer to geometrically transform this as a design element, and there are many hollow, partially folded details can also be in the master's old work. Find clues. The show attracted the attention of many media and businesses, and the design that fits the trend but maintains its own characteristics may be the more vital product.

GF FERRÉ has ​​launched two series of cross-border cooperation in the near future. One of them is Time Warner's DC comics. In the hearts of Chinese audiences, there is a strong screen cartoon image Superman and Batman belong to DC Comics, GF Some of the classic images were used as design materials, and the black and white comics layout was quite interesting. The market responded well. In addition, GF FERRÉ has ​​also carried out cross-border cooperation with the Italian trend watch brand Gaga, and jointly developed trend items and series around the all-round new generation lifestyle.

Cross-border cooperation is becoming more and more common in fashion circles. How to get products that exceed expectations of consumers is more likely to attract their attention. In this regard, Mr. Ding Jianfeng, the head of GF FERRÉ brand, said that it is not limited to the joint cooperation GeekBuying Coupons between well-known enterprises at home and abroad and GF FERRÉ, and emphasizes the interpretation of high-quality products and trendy lifestyles. We have plans to be independent with some well-known illustrators at home and abroad. Designers cooperate, and are negotiating with the stars of the brand temperament, cooperating to launch joint-name models.

Now more and more brands are paying attention to the trend market to attract young consumers, but GF FERRÉ believes that although the birth of the brand is for young consumers, at this stage, the boundaries of youth are gradually blurred. "Our consumers are mostly young people, but not only young people, but also like trend culture. Those who like street elements may become our consumers, representing a sense of interest and exploration in subculture. Our designers are from all over the world, they have served in internationally renowned brands. In the future, we will invest more money and energy, more closely integrate with the international trend market, and develop more new forces to the brand. Add product vitality."

It is reported that GF FERRÉ plans to open 100 stores next year, mainly focusing on the key business districts of first- and second-tier cities, and opening trend collection stores, theme flash shops, and participating in the International Fashion Week in the scope of its plans. In the three-year plan, the brand even has the expectation of selling 10 billion yuan. Whether we can maintain a long-lasting vitality in a market with such fierce competition, we will wait and see.

French luxury giant LVMH flagship brand Louis Vuitton's new men's creative director Virgil Abloh took office after the first men's collection in the Shanghai and London flash stores officially unveiled.

Shanghai's flash shop is located in the new landmark of the Moroccan-style Columbus Park, which is open from October 19th to October 22nd. The London Flash Shop is located at 30 Bruton Street, Mayfair, London. The opening hours are October 19 to October 25. The Shanghai and London flash shops are all 2,000 square feet (about 186 square meters). Customers need to make an appointment on ticketing.louisvuitton.com before visiting the London Flash Store.

The interior of the flash shop is based on the theme "The Wizard of Oz" and prism reflections when Virgil Abloh made his debut in Paris's Palais-Royal Garden in June this year. His debut was hailed as a fusion of streetwear and luxury clothing. milestone.

Virgil Abloh's legendary experience has led many industry insiders to compare him to the female protagonist of the real version of The Wizard of Oz, the country girl Dorothy. As early as 2013, Virgil Abloh founded the red tide brand Off-White. In 2015, he was shortlisted for the LVMH Prize Young Designer Competition. In March of this year, he officially joined Louis Vuitton and became the new creative director of menswear.

The flash shop looks like a villa. After entering the storefront, the visitors climbed from the pavement of the yellow brick pavement and entered the exhibition area. On the wall of the store, Dorothy, the protagonist of the Oz in the poppy field, is drawn. The rainbow-colored transparent box with the LV logo on display is reminiscent of the color gradient runway that Virgil Abloh set in the debut. The products on display include a range of ready-to-wear garments, including suits, hoodies, shoes and colorful accessories. Leather goods include the new leather-colored Christopher backpack and the new embroidered Monogram Soft Trunk and Utility Side Bag.

According to the brand, some of the products on display can be purchased directly in the store, and others need to make an appointment in advance. They are expected to open more flash stores in New York and Tokyo in mid-January. On January 18th, the new products on display will be fully sold in Louis Vuitton stores around the world.

Last Friday, Virgil Abloh held a ribbon-cutting ceremony with a number of celebrities in London, including British actor Idris Elba, American actor Rami Malek, British female singer Rita Ora and American singer Frank Ocean. After a cocktail party at the flash store, he hosted a private dinner at the Chiltern Firehouse and invited American musician Kenny Dixon Jr. (Moodymann) to perform a DJ performance.

Virgil Abloh said on social media Instagram that the private Dacoz dinner after the celebration was the first event of his luxury music festival with DJ Benji B. Guests who participate in the event every night will receive a T-shirt with a map of the event.

We hope to review the development path of the Gap Group, analyze its gains and losses in the market strategy market strategy, marketing strategy and product strategy, and explore the business strategy of the mass positioning GeekBuying Coupons apparel brand companies in the face of the big market.

This week, we released the third chapter of the “Large Road” series after combing UNIQLO and Zara. As a former casual wearer, the Gap Group has gradually surpassed the up-and-comers Zara, H&M and UNIQLO, from rapid development to stagnation, but in just a few years. We hope to review the development path of the Gap Group in the three stages of rise, silence and recovery, analyze its gains and losses in the market strategy market strategy, marketing strategy and product strategy, and explore the positioning of the mass clothing brand companies in the face of the big market. Business strategy.

Gap Group was founded in 1969. Since the opening of the first Gap store of the same name brand, it has continuously strengthened the North American market layout, enriched the brand matrix and actively promoted the global expansion, and gradually grew into the No. 1 and the world's leading clothing brand group in the United States; As of 2017, the company achieved operating income of 15.855 billion US dollars, and the number of stores reached 3,594. The Gap Group has experienced a development path from deepening the North American casual wear market to multi-brand matrices to global expansion and speeding up the layout of high-growth market segments. We have roughly divided its development history into a rise and silence in 2001 and 2011 respectively. Three phases with recovery:

The first stage (FY86-FY01): Rise

The early Gap Group focused on the American casual wear market, and created the same name brand Gap, which is the same name for denim, T-shirts, shirts, khakis and other wardrobe essentials. It was a representative brand of mid-priced American casual wear. In 1986, the SPA model was creatively proposed. Rapid expansion through a vertically integrated business model. It also acquired Banana Republic in 1982 and the OldNavy brand in 1994, forming an American casual clothing brand group with full coverage at high, medium and low prices. As of 2001, Gap Group achieved revenue of 13.848 billion US dollars, and the compound annual growth rate of revenue in 1986-2001 reached 20.47%.

The second stage (FY02-FY11): silence

In 2002-2011, the Gap Group gradually fell behind for 10 years, and revenue growth was stagnant. On the one hand, the mature brand products such as Gap and Banana Republic are aging and the consumer groups are losing. The main market represented by the United States continues to be impacted by H&M, Zara and other affordable fast fashion brands; on the other hand, overseas markets and online channel expansion Weakness and missed the strategic opportunity period for the layout of high-growth Asian markets.

Since 2012, Gap Group has vigorously adjusted its brand optimization and market layout strategies to actively promote the group's recovery process. Based on the strong North American market, we are actively promoting the expansion of emerging brands such as Old Navy and Athleta while optimizing the operating efficiency of mature brands such as Gap and Banana Republic. Since 2013, we have built three brands including Gap, Old Navy and Banana Republic. The International Business Unit further enhanced the importance of overseas market expansion strategies and explored the digital retail business layout through the establishment of GID (Growth, Innovation, and Digital). As of 2017, the company achieved revenue of 15.855 billion US dollars, an increase of 2.19% year-on-year, ending the trend of slowing income growth for four consecutive years.

Market Strategy: Multi-brand focus on North American market, missing global expansion opportunities

From the perspective of market strategy, Gap Group has experienced a development path from deepening the North American casual wear market to multi-brand matrix to global expansion and speeding up the layout of high-growth market segments. From rapid development to stagnation, the Gap Group's transformation is only a few years away. As the largest mass leisure company in the four international fast fashions, Gap Group not only experienced the expansion path of “big local market – global expansion – focus on regional market”, but also quickly built beyond the previous brand management experience. Old Navy, the affordable brand of the Gap brand, has established a relatively balanced multi-brand revenue structure. From the development stage, 1986-2001 was the rapid expansion period of the group, and the compound annual growth rate of revenue was 20.47%; followed by the low price strategy and the mediocrity of product development, Gap and Banana Republic continued to close the store and Old Navy expanded. Slowly, the group's development was almost stagnant in 2001-2017, and the compound annual growth rate of revenues slowed to 0.85%.

First, the brand dimension, Gap Group's multi-brand strategy in the four fast fashion enterprises is the most thorough implementation, establishing a relatively balanced brand income structure based on Gap and Old Navy. Since the acquisition of Banana Republic in 1982, the company has founded Old Navy in 1994, and acquired Athleta, Intermix and Weddington Way in 2008, 2012 and 2016, and established a brand matrix of different categories including six major brands. In the high-end and low-end casual wear market, it also lays out high-growth segments such as sports goods, buyer retail and wedding e-commerce. As of 2017, the company's two leading brands, Gap and Old Navy, achieved revenues of $5.318 billion and $7.238 billion, respectively, with revenues of 34% and 46%, respectively.

Mature brands are caught in adjustment, and growth brands are expanding. From the perspective of multi-brand operation performance, the affordable casual wear brand Old Navy has achieved rapid growth in the short term since the opening of the first store in the United States in 1994 with the help of the Group's Volkswagen brand operation experience and its appropriate brand positioning. In the year, it has grown into a brand with 889 stores and $6.747 billion in sales revenue, contributing 41% of the Gap Group's revenue share. In the following 10 years, Old Navy and Gap have undergone long-term adjustments and entered the stage of restorative growth in 2014. The Gap brand is subject to the closing trend of the store. In September 2017, the company's business strategy plan published on the official website pointed out that Gap and Banana Republic will close nearly 200 stores in the next three years since 2014, and Athleta and Old Navy will gradually become more and more. Expand the main force of the store. At this stage, the company's brand strategy is gradually adjusted to provide stable operating cash flow through mature brands such as Gap and Banana Republic, support growth brands such as OldNavy and Athleta to expand growth space, and explore the three-dimensional brand of emerging business development prospects such as Intermix and Weddington Way. matrix.

Second, the market dimension, Gap Group's expansion strategy is mainly based on the deepening of the North American market, and the pace of global expansion is relatively lagging behind. As of 2017, the company's North American market achieved revenue of 13.714 billion yuan, which is basically equivalent to the 2007 volume. At the brand level, Old Navy has gradually become the main driving force for the recovery of the North American market since 2013; as of 2017, Old Navy's North American business achieved revenue of 7.117 billion yuan, contributing more than half of the revenue in the North American market, 2013-2017 battalion The compound annual growth rate was 3.59%, while the growth rates of mature brands Gap and Banana Republic were -4.73% and -3.66%. The early Gap Group relied too much on the North American market and missed the expansion of the Asia-Pacific market. At this stage, it further strengthened the leading position of the largest brand group in the North American market by optimizing operational efficiency, and accelerated by building a sub-brand international business unit and exploring digital marketing. Layout overseas markets and looking for new impetus for expansion.

In the context of the weakening performance of the North American domestic market, Gap accelerated its global expansion, and its early Asian market development strategy was relatively wrong. In the mature and highly competitive Japanese market, the expansion of the Japanese market was hindered by the adjustment. In 2011, it was clearly proposed to pay attention to the global The expansion of China in the two major markets. Since opening its first store in London in 1987, the Gap brand has embarked on the pace of global expansion, and in 2007 clearly proposed a globalization strategy to expand globally through the development of a franchise store model. Since 2008, the international market has become the focus of the Gap Group's expansion of stores, and the channel structure of the North American domestic market is mainly based on small-scale opening or closing. In the context of the continuous adjustment of the local market, the company established Gap, Old Navy and Banana Republic brand international divisions in 2012 to enhance the strategic position of global expansion. At the same time, the company actively adjusted the Asian market development strategy to reduce the growth of the Japanese market with slow growth and fierce competition. In 2017, the company closed all 53 stores in the Old Navy brand in Japan, and switched to markets such as China with better consumption. Benefiting from channel expansion, Gap Group's international market revenue ratio increased from 10.25% in 2007 to 13.33% in 2017, and the compound annual growth rate of revenue reached 2.73%. In the same period, the annual growth rate of business revenue in North America market was -0.29%.

Looking ahead, the Gap Group's marketing strategy will focus on both North American market efficiency optimization and overseas market acceleration. In the context of the failure of the fashion transformation of the Gap brand in 2001, the company's product-level adjustments tend to be conservative, while the European fast fashion brands represented by H&M and Zara continue to impact the company's share in the US market.

In the context of the gradual completion of the multi-brand matrix, the company will begin to optimize the operational efficiency of mature brand channels, and on the other hand, it will use Athleta, Intermix and Weddington Way to lay out high-growth segments such as sporting goods, buyer retail and wedding e-commerce. At the level of globalization, as of 2017, the Gap Group's overseas market accounted for 60% of sales in the Asian market, which is the main market for global expansion. From the brand matrix, the Gap brand contributed 88% of the revenue of the international market. At this stage, the company actively adjusts the expansion strategy of the Asian market. On the one hand, it starts to reduce the business layout of the Japanese market, on the other hand, it optimizes the brand structure of the Chinese market and grasps the development opportunities of the Chinese market. Since the Gap brand entered China in 2010, the cumulative number of stores opened in 2017 was 127; the aging of product image and higher pricing have limited the space for brand expansion, and in the future, the Old Navy brand can be used to meet the demand for low-priced products.

Marketing strategy: main brand store optimization, force all channels to improve terminal efficiency

At the level of marketing strategy, Gap Group actively explores the layout of emerging channel business while optimizing the channel structure of the domestic market, and through the omni-channel retail model upgrade, it can open up customer consumption data and improve terminal human efficiency.

On the one hand, in the context of the basically stagnant performance of the income side, the Gap Group has supported the improvement of store operation efficiency through continuous channel adjustment. In 2005-2012, the proportion of the Group's net-increasing stores in the number of stores continued to be less than 50%. In particular, in the context of the large-scale adjustment of Gap and Old Navy in 2009, the total number of stores was negative. On the basis of closing the inefficient stores, the Gap brand enhances the store effect through the newly opened store model; the Old Navy brand, which adopted the big store strategy in the early stage, did the opposite, through the newly opened relatively small store. The mode has led to an increase in overall efficiency, which has contributed to the recovery of single store revenue.

In 2012-2014, the Group entered the stage of channel expansion led by distribution channels and other emerging brands; in 2015-2016, affected by the large-scale closure of Gap and the adjustment of OldNavy's Japanese market strategy, the Group's store adjustment ratio was again increased. In 2015, the number of closed stores in the Gap brand in North America reached 150, and the related cost expenditure reached US$132 million. In 2016, in order to continuously improve operational efficiency and streamline the brand operation mechanism, related expenses such as lease termination, staff placement and store asset clearance were paid up to 1.97. One hundred million U.S. dollars. The Group's website disclosure information indicates that it plans to continue to streamline the business area of ​​Gap and Banana Republic in the North American market, and plans to further close 200 stores in 2017-2019. As the main market closes, the follow-up is based on emerging brand expansion and operational process optimization, and the North American market is expected to stabilize.

On the other hand, while large-scale adjustment of physical channels, Gap Group also attaches importance to the development of e-commerce channels. In the context of the three-dimensional development of the retail channel structure, in order to meet consumer demand for convenience and fashion, the company established GID project (Growth, Innovation, and Digital) in 2012 to develop digital retail channels and emerging brand businesses such as Athleta. In 2013, it proposed an omni-channel retail system with layouts of “Find in Store” and “Reserve in Store” services, in order to quickly meet consumer demand for convenience and fashion in the era of efficiency. As of 2015, Gap Group's direct (e-commerce) channel achieved revenue of 2.605 billion yuan, and its revenue share increased from 3.46% in 2004 to 16.49%, and the compound annual growth rate reached 14.94%. Thanks to the streamlined personnel brought by the continuous closing of the store and the sales conversion driven by the channel structure adjustment, the Gap Group's terminal human effect continued to improve.

Product strategy: products are lacking, supply chain optimization supports scale advantage

The product image is lacking, and the lack of innovation is the main reason for the adjustment of the two major brands of the Gap Group. For the Gap and Banana Republic brands, the early use of channel Newchic Coupon expansion and effective marketing promotion made the traditional American leisure style deeply rooted in the hearts of the people; while the product image was too solid and provided an expansion for the European affordable fast fashion brands represented by H&M and Zara. Market. In order to increase the attractiveness of traditional brands to emerging consumer groups, the company is actively trying to increase product exposure through new media cooperation and designer joint ventures, and in the context of channel efficiency optimization, it has also increased advertising marketing since 2015. Delivery. Different from UNIQLO's use of fabric upgrade to get rid of low-cost image to achieve functional improvement, Zara with the help of supply chain efficiency optimization and rapid response to consumer fashion consumer demand and other models, Gap more choose to cooperate with fashion media, fashion industry groups to select new designers Ways to improve product exposure. From the perspective of sales conversion effects, product upgrade strategies based on external forces rather than self-innovation have not brought growth to the brand.

As the new head of J.Crew, James "Jim" Brett, who tried to save the "father of the retail" Millard "Mickey" Drexler, is leading the brand back on the road by self-deprecating and self-deprecating.

When evaluating J.Crew, the clothing Newchic Coupon retailer in which he is, James Brett said that if there are many people who care about and discuss you, even if it is a negative, harsh voice, that is a good thing, because that means, at least there are people Caring for you, you are still in the arena.

Perhaps a more pragmatic style, and the past three years to witness the brutal story of the apparel retail industry and a large number of brands before the economic boom of 2018, James Brett began to launch a low-priced series for J.Crew, and the main brand entry directly Half-price sales, but also settled in the Amazon.com Amazon website that has been untouched by the industry.

In the end, J.Crew, the first brand in the US workplace, finally celebrated his first quarterly growth in four years after a year of new CEO James Brett.

As of the second quarter of August 4, the J.Crew brand recorded a low growth of 1% in the same quarter last year, with a 8% drop in same-store sales, but sales still fell by 4.8%, from 4.507. Billion dollars fell to 428.9 million US dollars.

CEO Jim Brett used the second quarter as the company's “watershed” in the earnings report because “J.Crew's same-store sales have finally returned to positive growth.”

In the earnings report, J.Crew's parent company, J.Crew Group Inc., even used the term “celebration” to characterize the past quarter, while the US group that posted earnings after August 28 passed the Wall Street Journal on Tuesday morning. “Sound” promotes the brand's new strategy for the same name brand: lower prices, more styles and sizes.

The $29.50 J.Crew entry-level T-shirt has cut prices by as much as half, as low as $14.5. Jim Brett said in an interview that if a brand loses its basic competitiveness, consumers will not come to you frequently.

“We have to take into account the fact that the United States is now more diversified than it was 20 years ago,” he told analysts. “You can't have only one price, one size and one aesthetic.”

Even after the fold, J.Crew's entry-level T-shirt price is still higher than most fast fashion brands, and the British cheap brand Primark similar products entering the US market in 2015 sold for only 2-5 US dollars. In addition, on the Amazon website, There are so many T-shirts that cost a few dollars.

Tang Xiaotang, an analyst at No Agency, a fashion industry research consultancy, said that the agency has been calling for price cuts and vacuums for the “middle-price” brand for the past three years. He believes that the relatively high-priced fashion Uniqlo Uniqlo and H&M are similar to J.Crew and Topshop, but the “middle price” brand, which is some distance away from the luxury brand, is losing its competitiveness globally. "At present, China's big debate on consumer downgrades and consumption upgrades is also based on such consumer trends. The lower the price, the lower the bargaining power. The higher the price, the higher the price, the more consumers will go to the extremes, and the two consumer orientations in the same class will go hand in hand. ."

J.Crew Group Inc.'s revenue for the fiscal year ending February 2, 2013 exceeded $2 billion to $2.2277 billion, and net profit was close to $100 million to $96.087 million.

The group originally attempted to go public in 2014 with the 2012 revenue and profit growth, followed by a rapid expansion. Unfortunately, the desire for capital withdrawals in the company encountered H&M, Zara and other fast fashion brands to capture the United States and Amazon.com Inc. (NASDAQ: AMZN) Amazon's rise and eventually fell into the abyss, and even once close to bankruptcy. The privatization of the group's two private equity giants, TPG Capital and Leonard Green & Partners, can only make provision for impairment for J.Crew Group Inc.

For the reforms brought by Jim Brett, TPG partners praised Jim Coulter's strategy to set goals for the next generation of iconic brands, and said that every fashion company needs to adapt to changes in consumer behavior.

However, Neil Saunders, general manager of retail consultancy GlobalData Retail, is skeptical about J.Crew's improvement last quarter. He said that even with innovative moves, J.Crew is running on the down elevator.

In addition to accepting the Wall Street Journal interview in advance of the performance disclosure, Jim Brett also accepted the first TV interview since the second CEO.

In an interview with CBS's "Today's Morning" program, he repeated the arguments of the Wall Street Journal, pointing out that the J.Crew brand price is too high and lacks entry-level products, but they will not fully lower the price, but will increase the easy-to-start products. Customers can always buy something to leave the store.

It is said that Jim Brett’s first job at the beginning of his tenure was to increase cotton orders, thereby reducing the cost price and paving the way for entry price cuts.

"If you listen carefully to your customers, it's not hard to find a solution." The Wall Street Journal report finally quoted Jim Brett as saying, "Really, don't feel too sad for us."

Tang Xiaotang said that no one feels sorry for J.Crew. The price paid for the mistakes is history and the rules of all Soufeel Coupons industries. Even if J.Crew goes bankrupt, it is even less than historical dust. In evaluating Jim Brett's "candid" attitude, the analyst believes that frankness is of course a good thing, not everyone can hear the bad words, "But who cares, don't want to listen, can't say, if they are all The voice of praise, then Vogue and GQ is enough, what is needed without fashion Chinese network and local retail observation.” He also laughed that the moment is the best time for the US retail industry, “if it was still two years ago, if J.Crew same shop Sales are still in the double-digit plunge, I don't know if Jim Brett will say the above."

The scene is really spectacular.

This is the 50th anniversary of the Ralph Lauren brand, and he certainly does not hesitate to pay. For this landmark event, the show was selected on the beautifully decorated Bethesda Terrace in Central Park, New York, where a dramatic LED display was set up, and the steak on the table came from Lauren's Newchic Coupon own ranch in Colorado. The guest list is unique in the world.

Hillary Clinton is also here, wearing light blue silk with guards on both sides. Kanye West, Martha Stewart, and American fashion legends Calvin Klein and Donna Karan are here.

However, it was Oprah Winfrey who got up to toast and pointed out the important role Ralph Lauren played in American culture. A self-made billionaire pays tribute to another self-made rich man.

"After moving to Chicago, the money I made was finally enough to pay the rent...and there is still a little left, I feel very successful," she said. "To celebrate success, I did not choose to buy a premium sedan, art. Goods or jewellery, that was what I started to do later. I felt that I wanted to celebrate my achievements and I was sure that I had to buy a Ralph Lauren towel... that is more than 10 years, I have been eager What you have."

Aspirations for success. This is what Lauren really sells to Winfrey and sells to all of us. For me, this aspiration is a bottle of perfume, which was placed on Grandma's dressing table in the 1980s. Founder's brown glass bottle, gold etching words and round gold cap on the top... The design of the perfume bottle makes me dream. I still think of it until now.

The fashion show held on Friday is naturally the core of the brand's anniversary and a tribute to Lauren's influence. The hip-hop group GIFlow & KING paid tribute to the designer in the 2014 lyrics. "No mention of Ralph Lauren is not to say, you know?" This song is clipped between the Springsteen and Neil Diamond tracks. The device continues to zoom in.

Ralph Lauren's press conference, usually at the beginning of the gas field, then slowly faded. This “relaxation” moment kept the brand away from the peaks of the 1980s and 1990s. But this season did not happen. The overall shape is more relaxed, and Lauren also decided to intersperse the three product lines of the women's ready-to-wear collection, the Purple Label men's collection, and the Soufeel Coupons Double RL men's collection for the first time.

This season, the nomadic style is lively, colorful and the theme is clear. The edge of the velvet tie-dyed dress is adorned with crystals, quilted with South American poncho, and the old-fashioned tweed of the grandfather's favorite. The neck ring is inlaid with gems, and the stones are set in all pieces. The western style belt tightens the flannel texture, and the silver sequins are fastened. The paisley silk skirt is flying with gold and silver, matching the military green Baja woven suit, and no one loves it.

Next up, there is a sporty, colorful entry-level Polo collection. Former Céline design director Michael Rider joined Ralph Lauren in February as the creative director of the women's Polo collection – his arrival has completely changed all of this, and this is the climax tonight.

The first shape, pink Oxford shirt, college wind sweater, ripped jeans, with turquoise earrings, cowboy boots and camel coat - perfect. There is no irony and nothing to do. The same is true of the rugby shirt with the Fair Isle V-neck sweater. The twill cotton trousers rolled up under the trousers, and it looks like Lauren’s own motorcycle leather. No wonder these models are smiling.

The "American style pre-science" that makes Ralph Lauren most famous is often fine-tuned to an uncomfortable level. It seems that it is not an effortless fashion but a rigid rigid. The design that the designer presented GeekBuying Coupons tonight proves that he can relax and not be bound by this idea. I hope that Ralph Lauren will have more and more emotional fluctuations on the road to regain the hearts of consumers.

At the FIBO International Fitness Exhibition held in Shanghai, Peak announced that it has reached a cooperation with the fitness coach training brand 567GO. The two sides will start from four aspects: professional product Shein Coupons development, event IP joint creation, offline store business operation and fitness instructor professional system construction. Series cooperation.

567GO was established in 2005. At present, the training service has covered two basic markets: zero-based fitness coach training and on-the-job coach continuing education. There are 15 direct-run campuses in the country, and tens of thousands of fitness instructors are exported every year.

At present, they are testing other aspects of the water fitness industry chain, such as offline boutique gymnasium, EMS electric pulse new smart fitness mode and basic fitness sportswear, functional fitness equipment and Milanoo Coupon Code supporting tools. 567GO founder Yang Wei said that the fitness market can develop more products that can express the attitude of the sports crowd, which will be explored in the future cooperation with Peak.

"A strategic cooperation with 567GO, this is a derivative extension of Peak Sports after the layout of basketball, running, volleyball, football and other fields." Liu Xiang, CPM Sports, said, "This Peak Sports chooses the leading brand in the field of domestic fitness training. 567GO, is to combine 567GO complete fitness market sports big data and fitness crowd equipment needs, and jointly create the most suitable fitness equipment for the Chinese."