The First Wave Of Boston Pformation In The Down Industry Has Ushered In The Spring.

According to the world's clothing shoes and hat net,

It is known as the first brand in the down industry for more than 20 years. Also, like most traditional brands, it has suddenly increased from the original more than 8300 to more than 13000 in a short time. After extensive expansion, it faced a large backlog of goods, resulting in a continuous decline in operating revenue for two consecutive years, and net profit fell for three consecutive years.

With the continuous efforts in recent years, Bosideng finally welcomed the opportunity to achieve double growth in revenue and net profit.

Combing channels and closing inefficient stores, Bosideng's pformation in the twists and turns ahead, finally usher in the performance of spring.

On the one hand, because of the upgrading of the retail channels, such as the impact of e-commerce and the decline of the department stores, on the other hand, the change of consumer preferences has also been affected by the consumer preferences, and many traditional enterprises have experienced the same pain as bostin.

But Bosideng has reversed its declining trend after two consecutive years of declining revenue, and the way of its pformation may be worth learning from some clothing brands who are in "no pformation will die".

Whether the group has combed and eliminated its brand, it is aware of the importance of brand building and consumer experience. By launching the Disney series and co operating with international designers who once worked in luxury brand Prada and another light feather down brand Moncler, it promoted brand tonal and captured the young market.

Strategic adjustment of "four seasons"

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In such a highly seasonable category, the first half of the year is mainly based on the production of new goods and the sale of anti season inventory.

Therefore, as a "watch day meal" category, for the first half of the year, down clothing companies often sell low season.

To this end, Bosideng put forward the pformation strategy of "multi brand", "four seasons" and "internationalization" in 2009.

Through multi brand strategy to deal with ZARA and H&M and other fast-moving market and luxury market invasion, and to enrich and fill the first half of the sales.

In 2009, Bosideng wholly-owned the company that owned Bosteng menswear brand and developed its own men's wear brand to achieve the first step of the four seasons.

Later, it spent more than 300 million yuan on opening flagship stores in central London, and began to internationalize.

Channels and inventory, the pain is not around

Like Bosideng, many traditional brands have gone through such a vicious cycle: in the era of e-commerce that has not yet fully developed, domestic consumption scenes are mainly department stores and street shops. Traditional brands rely on channel control, extensive expansion of stores leads to backlog of goods, and then they take risks to reduce direct expansion and join, and encourage distributors to open stores on three or four lines to digest inventory, and then to dealers and franchisees to get involved in low-priced sales competition due to "indigestion".

In this way, enterprises are dragged up in the extremely ambitious ambitions and the following puzzles.

Compared to ZARA

The brand only opens the flat fast mode of the direct store, and the management mode of "brand + wholesale" increases the management cost of the clothing enterprises to a large extent, resulting in the decline of the net interest rate of the enterprises.

It is very important for the traditional apparel industry to pform the channel and enter the sales terminal and control the brand image of consumers.

To upgrade the brand, we must lighten the burden first. Besides wholesale, the brand also adjusts its own channel.

One of the reasons for this excellent performance is that it benefits from the group's sorting out of the channels and the digestion of its inventory. At the same time, it controls and adjusts the inventory and sales network of the down and non down garments business to reduce unnecessary inventory, thereby enhancing the space for the production of higher gross profit products.

From its main business down jacket plate, we have added direct outlets.

In the 6 months ending September 30th this year, Bosideng, the main brand of 85.2% of the sales of down garments, increased 127 to 438 stores, and the number of third dealers with a larger number decreased by 32.

The retail outlets of down wear decreased by 449 to 4822, of which 95 to 1789 stores, third to dealers, 544 to 3033, and self and retail outlets to 37.1% and 62.9% respectively.

The change in agency networks is even greater, reducing 368 dealers and opening 229 retail outlets.

The "radical" multi brand expansion strategy has tended to be conservative.

Its brand, KangBo, has closed 137 stores and will gradually withdraw from the down garment market, but it will retain stores to clean up the remaining stocks, while another brand snow Zhong Fei closes 370 retail outlets.

Among many feather and down brands, only brand ice is growing, a total of 102.

Product upgrade, online metering function is magnified.

This year, double 11 Bosteng sales of the whole network broke 428 million yuan, double last year.

In the past, bloated and conservative down jacket designs were gradually weary of the market.

Fast fashion brands such as H&M, ZARA and GAP are popular in China and provide consumers with more new fabric choices in winter. This also makes the down jacket brands like duck ducks, Sharon and red beans go bad.

Bosideng's new account has increased, thanks to the adjustment of online and offline channels.

It is understood that Bosideng flagship store double 11 line store distribution accounted for about 20%, compared with last year in 5~8% has significantly improved, and next year will be rolled out across the country.

Up to now, 16 retail companies and 30 direct outlets have been included in the whole channel.

Reduce unnecessary inventory, but also enhance the space for new products with higher gross margin.

The interim report shows that during the 6 months ended September 30th, Bosideng gross profit increased 9.4% to 1 billion 11 million yuan from 924 million yuan in the same period last year, and the gross margin increased 3.3 percentage points to 39.4%.

It is understood that Itou Tada group will be stationed in 20 to 30 years of professional experience in the clothing industry, Bosideng can also introduce high competitive materials to enhance the value of the brand, and through its search for high growth potential in Europe and the United States baby brand merger.

As it has done in the new logo, it has retained its original wing pattern and enlarged its English name. Bosideng, which will enhance its brand image and enhance its brand presence, will promote market led sales strategy or rely on more international resources.

The competition in the industry is cruel. Only when we establish a strong brand image in the market and really establish strong ties with consumers can we turn the corner, and for Bosideng, time is the greatest challenge.

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