The current situation of Chinese menswear enterprises faces three major problems

The concept of consumption has increased and the difference in demand has increased. From the evolution of international men's wear, we can see that the increase in the income economy will correspondingly change the consumer's consumer demand, and the Chinese consumer market also has three stages of consumer change. However, the time for such change is no longer based on one. Or 2 times as the benchmark.

China's men's apparel companies currently face three major challenges. First, consumer attitudes have increased, and the difference in demand has increased. From the evolution of international men's wear, we can see that the increase in the income economy will correspondingly change the consumer's consumer demand, and the Chinese consumer market also has three stages of consumer change. However, the time for such change is no longer based on one. Or with the two eras as benchmarks, with the development of various types of information media, the consumption trends between Chinese consumers and the international community are clearly tending to narrower, and the evolution of consumption in the Chinese men's clothing sector has only experienced 15 years from the beginning to the peak and to the recession. time. With more consumers pursuing personalized and fashionable dress appeals, and with the diversification of life and work, business suits represented by suits are no longer the unique symbols of the elite. For Chinese men's apparel companies, the production scale of more than 100,000 and hundreds of thousands of pieces will not be able to form the consumption of individuality and demand.

Second, the R&D foundation is weak and the capacity for innovation is lacking. From the various development stages of the Chinese menswear industry, we can see that China's menswear manufacturing enterprises can be collectively referred to as production-scale enterprises and have strong production advantages. However, in the consumer market with diversified demand, Chinese menswear companies are extremely lacking in R&D capabilities, including research and development capabilities of high-grade fabrics, innovation capabilities of new-style clothing styles, development capabilities of manufacturing processes, and upgrading capabilities of brand upgrades. The fundamental reason is that on the one hand, Chinese menswear companies do not dare to do it. Under the premise of incapability of the consumer market, scale-based production will only bring about a scale-based cost burden; on the other hand, it is Chinese companies that are not willing to do so. China’s consumer market is very large. Although it is not profitable in the primary market or in the high-level consumer market, it can also dominate the secondary and tertiary markets. The lack of innovative ability and enterprising awareness is the obstacle to the development of Chinese menswear enterprises.

Third, single management resources and poor channel cooperation. The top five men's garment manufacturers in China basically have their own independent industrial supply chain. For example, Youngor, from the early fabric production to the late garment processing, goods logistics to the final product sales, has a complete and comprehensive supply chain system, investment, equity, and own companies reached dozens. Therefore, under such a large-scale business model, there will naturally be a single internal management resource and a lack of channel cooperation. After having a strong enterprise scale, it also brought about an increase in business risks. The history of the development of international apparel brands tells us that only by making good use of partners' resources and funds, can the company grasp the direction of business through the integration and utilization of multiple resources. Therefore, the lack of effective resource management can not promote the advantage of channel cooperation is a pressure on the Chinese men's clothing companies.

Men's wear development N kinds of choices Therefore, the future development of China's men's clothing companies is neither a problem that can be solved in a short period of time, nor will it be hopeless and die. The development of branding will be a good choice for the development of the Chinese menswear industry, but it is not the only one. After finding the development node, the next step is to choose which method to use to make changes. Several cases are worth our reference.

Youngor model - the scale of brand management. If Shanshan's business model is "release," then Youngor's business model is "receiving." It completely centralized the resources of various channels, including the ownership of franchise stores in the original marketing network. In the old product system, it strengthened the development of vertical product lines and formed the depth effect of the brand. In the face of high-end consumer stratum selection of “Golden Younger”, while the mass consumer layer continues to use the circumstances of the Youngor brand, the brand can adapt to different consumer strata, and in the form of business to launch its own scale-based business model to corporate and brand The strength of the scale has reached a business model that has accumulated less. In this way, not only can the implementation of information and management be enhanced, but they can also achieve higher returns in the capital market.

Seven wolves model - the in-depth management of the brand. Seven-plus-wolf's brand development over the past 10 years, from the initial "King of Chinese jackets" to the value-based brand of the new century, has completed the path of a company from product management to brand management. Seven wolves through the creation of the brand formed a brand resources as the core, brand product diversity business model. Its field involves various product systems such as tobacco, alcohol, home textiles, and accessories, which maximize the value of the brand. On the other hand, seven wolves have also become models for Chinese men's wear brands in terms of brand culture. Through the interpretation of the wolf culture, the brand's culture and life, the role of personality in the work of integration, and ultimately formed a boost in the added value of the brand, but also a representative of the unique brand of resource management.

The Chamon model—the fit of branding and processing. Xia Meng is a veteran suit processing production company, after passing an unsuccessful brand management operation, once again returned to the processing and production. However, this kind of return is not a performance that does not go forward, but is achieved through resource cooperation and brand cooperation. The cooperation between Chamon and Zegna is a result of taking each and every need and win-win. Through this cooperation with international top men's wear brands, Shamon also maximized the use of corporate resources and transformed the existing under-production processing lines into operating profits; on the other hand, it acquired through cooperation with international brands. The other side's business assistance. For example, the cooperation of product marketing channels, the improvement of product production and processing technology, and the exchange of brand management and market operation experience. The Chamono model is a successful way to exploit old production resources and enhance the follow-up brand development.

Of course, the development of Chinese men's clothing is not only determined by the successes and failures of several companies, but also cannot be achieved through independent changes. When China emerged from the period of scarcity of consumption, this change is a product of social development, and it is also a manifestation of enterprises facing industrial upgrading and increasing the value of survival.

After 15 years of development, where does the Chinese menswear industry go, and more depends on how well China’s men’s clothing companies can understand themselves, how confident they are in the consumer market, and how much they expect and confidence in the future. high.