Explore China'S Blue Ocean Strategy Of Clothing Marketing

China's clothing industry has been unable to change the fact that it is big but not strong. The price war is becoming more and more fierce. The advertising war is going on and on, and sales profits have declined year after year.

Strategy is direction and strategy is winning and selling.

The blue ocean strategy means creating a new competitive space, finding new demands and creating innovative marketing models.

So, for the Chinese garment industry with 20 years of development, is there a blue ocean of competition strategy?

Where is the competitive strategy of China's apparel blue sea?

1, stepping into the narrow alley of brand competition, it is difficult to take steps.

Brand is the target pursued by many businessmen. Many operators do not lose their strength in shaping the brand, especially in the pursuit of shaping the classic brand. In the face of the fact that China's clothing industry is big and not strong, the brand sentiment of Chinese apparel practitioners is more obvious.

With the increasing popularity of China's clothing brand, many people in the clothing industry have taken the banner of brand development, and embarked on the road of brand development. They are willing to pay large sums of money to the large number of garment talents, and do not hesitate to buy and buy garment factories.

"Dior", "Gucci" and "Armani" are glaring glittering rings in the eyes of Chinese apparel practitioners. Classics, eternity and luxury are their pronoun. They have also become the benchmarks for many garment enterprises to follow the trend of brand development. People like to talk about their culture, history and dynamics. Their business models are also regarded as classics by many Chinese garment industry practitioners, even though this imitation is "likeness" rather than the "likeness" of their connotation.

However, Chinese clothing on the road of brand development has found that there are not many flowers on the way, but on the contrary, it is another scene:

China's clothing brand has exceeded one hundred thousand, but it has not molded many classics and eternity.

The brand of Chinese clothing brand in the international market is not because it is a brand that can reduce the special safeguard and antidumping in Europe and the United States. The classic brand that once regarded as a successful imitation is strongly influenced by ZARA, GAP, H&M and other clothing retail brands in the European and American markets.

The clothing brand in the domestic market is still the 35 leading industries for many years. The profits of the industry have been declining. Many heavyweight clothing enterprises and entrepreneurs have diversified investments, and the clothing industry assets are continuously losing.

2, brand positioning narrowed, busy in detail, but ignored the pformation of marketing mode adaptability.

Market segmentation, consumer segmentation and narrowing of positioning have become classic cases of marketing textbooks. Brand monopolies and agent system have been the marketing mode of clothing business. These have made traditional clothing enterprises and brands successful, but does this mean that the 10% invariable?

In Europe and America, when some luxury brands locate fashion as eternal, classic and luxurious, and go all out to serve the aristocracy, their positioning is narrowed at once. They stroll in the gracious Paris Champs Elysees Avenue, roam in colorful Milan City, and walk on the gorgeous New York fifth street. They are all covered by the strong modern aristocratic atmosphere. This is a paradise enjoyed by the aristocrats, but it is so far away from the common people. The fashion orientation of serving the aristocracy is constantly narrowing their consumption groups, and the once prosperous luxury brand stores now become a mere bird.

ZARA, GAP and H&M, which are new fashion retail giants, have popularized a popular fashion. They are garment manufacturers and retailers. They are the garment formats that are generated by new consumption concepts and values. They no longer focus on narrowing the positioning, but provide consumers with a one-stop convenience and attract consumers more effectively.

The essence of this garment format is the pformation and breakthrough of competitive strategy, which has brought unprecedented impact on traditional classic brands.

The Chinese clothing brand, which regards European and American luxury brands as the object of imitation, is also facing the challenge of new consumption concepts and values. In the increasingly diversified Chinese consumer market, the main group of clothing consumption and young consumers are looking for more than just a single purchase of clothing. Frequent shopping and entertainment instead of planned and targeted consumption.

Brand clothing enterprises in China just ignore this mainstream consumption pattern. Single brand positioning can not provide consumers with diversified choices. Traditional franchised stores and agency systems have weakened their control over the terminal. What they are doing is searching for talented designers, busy with every little detail, and not finding the right direction in competitive strategy.

The bottleneck of China's clothing competition strategy is restricting the further development of the brand. Facing the competitive market, China's garment industry urgently needs to break this bottleneck. The marketing profit model of garment business needs to be broken through, and the central role of the strategic action is to create a blue ocean.

Canada's largest entertainment export company Cirque du Soleil, a circus set up by a street artist in 1984, has been touring in more than 90 cities around the world with about 40 million spectators.

In less than 20 years, the total profits of the Cirque du Soleil have reached the world's largest two circus industry enterprises - the Lin Lin brothers circus and the Bailey and the circus circus for more than 100 years.

What is valuable about the success of the circus is that it has not competed positively with the traditional circus, but has created a new market space that is not competitive and is out of competition.

The new customers attracted the competition strategy of blue ocean.

The blue ocean strategy requires enterprises to break through the "Red Sea" formed by traditional bloody competition and expand the new non competitive script src=>.