For the Chinese apparel industry, which is proud of its “high-speed growthâ€, 2008 is a year of “frustrationâ€.
"China's current textile and garment enterprises, two-thirds of them are on the verge of loss or loss, and only one-third of the companies are profitable, and the profit rate is about 8%." That year, then the president of China Textile Industry Association Du Yuzhou So emotional.
According to China's textile industry data, the growth rate of total output value of textile enterprises above designated size fell by 8.84 percentage points from the previous year in 2008. From January to November, the growth rate of total profit fell by 38.76 percentage points from the same period of the previous year.
In that year, the total growth rate of total textile and apparel exports fell by 11.13 percentage points from the previous year.
The textile and garment industry is Ningbo's traditional advantageous industry and pillar industry.
However, under the global economic crisis, the textile and garment industry entered the winter overnight.
According to Ningbo Customs statistics, in February 2008, Ningbo Port exported 950 million US dollars of textiles and clothing, down 10.1%, showing negative growth for the first time. Until August of that year, the state increased the export tax rebate rate for some textile and apparel products from 11% to 13%, and the export stabilized.
A medium-sized textile enterprise manager in Ningbo once admitted to the media that 2008 was the most difficult year for business experience. In the first half of the year, export sales fell by 16% and profits fell by 60%!
In the midst of chaos and horses, countless textile and garment enterprises are at the crossroads of life and death.
Among these fearful figures, there is the women's brand Demana owned by Ningbo Boyang.
Sudden death
At the time, Demana opened more than 100 offline stores.
However, the market is sluggish, exports are blocked, coupled with the impact of e-commerce before, followed by a series of brands such as Only and VeroModa, Demana has been struggling to support.
This Ningbo clothing brand is on the verge of bankruptcy!
In 2010, the group decided to “de revolution†Demana –
In terms of management, Boyang changed from a big butler role to a brand investor role, and was only responsible for back-end resource support and good service. In terms of equity setting, Boyang accounted for 80%, and Demana’s individual shareholders The brand operators accounted for 20% of the total; in terms of operation, the road to commercialization.
Young employee Wang Mingwei became the trader of this change.
After graduating from Beijing Fashion Institute, Wang Mingwei worked in the planning and operation of Boyang's clothing brands, but always wanted to be a brand of his own.
Seeing the opportunity, he took over Demana's e-commerce business and became an internal entrepreneur of Boyang.
He proposed two ideas: one is to resolutely force online operations; the other is to focus on the denim market.
But for the next four years, Demana still struggled.
Until 2014, it still lost $320,000.
Rebirth
During this period, Bo Yang has not interfered too much with Demana.
It turns out that Boyang’s weak management model has released huge energy.
Through long-term testing and adjustment of market tastes, Demana gradually identified unique styles, fabrics and product culture.
In 2015, Demana turned around and made a profit of more than 4 million yuan.
After getting on the right track, the Wang Mingwei team derived the “Demana style†series and entered the young women market segment.
In 2017, Demana's women's sales reached nearly 400 million yuan, ranking third in the Vipshop women's collection.
In the first two months of this year, the sales of Demana women's clothing at Vipshop increased to the top, surpassing the famous women's clothing brands such as Handu Yishe, Taiping Bird, and Split.
In recent years, the Demana series turnover has maintained a growth rate of more than 100%.
It is estimated that the sales of Demana brand will reach 700 million yuan to 800 million yuan this year.
"Doing narrow"
In the way of Demana's return to life, "narrowing" is a key point.
It is important to emphasize that although Demana is a women's wear brand, in the past few years of its transformation, it has mainly spent energy on denim.
This kind of focus on a single category, the brand "narrow" and "do small" gameplay, Bo Yang has hatched a large number of "small and beautiful" sub-brands.
For example, focusing on the 20-35-year-old "outer wear fashion home service" brand "fruit shell" that likes the small and fresh literary youth group.
For example, in the home textile section, the main wedding series "Ivy", the pastoral petty style "cotton flower".
"Don't underestimate the market segment, China's population base is very large." The relevant person in charge of Boyang Group said.
At present, Boyang has more than 20 brands and involves more than 20 segments.
The multi-brand business strategy has opened up more market space for Boyang. Last year, Boyang's overall sales amounted to 16.8 billion yuan, and profits and taxes exceeded 700 million yuan.
Among the top 100 enterprises in Ningbo, Boyang ranked stable in the past 20 years.
“We are considering splitting the Tang Lion series.â€
Bo Yang, who tasted the sweetness, seems to be ready to go on the road of incubating the “small and beautiful†brand.
Last year, the sales of Tangshi series was 1 billion, 500 million from Vipshop, and 500 million from Tmall platform.
“A brand, after the sales reach a certain scale, there will be a bottleneck period. From the past experience, it can be achieved by team splitting according to the Vipshop, Tmall platform or clothing categories such as sweaters and T-shirts. 1> 2 effect."
Splitting the Tang Lion, Bo Yang hopes to bring "more surprises and surprises".
For the transformation of Ningbo's traditional advantageous industries, whether it is the return of Demana or Boyang through the internal incubation of sub-brands such as Demana to achieve overall growth, perhaps these three points are worthy of consideration and reference -
First, pay enough attention to the “small and beautiful†market segments.
Second, we are willing to decentralize and take less control, so that the frontline employees who are “audible cannons†are boldly going to swear.
Third, we are willing to give up part of the equity, give internal employees the driving force of entrepreneurship, and be a brand investor.
There is an advertisement saying -
Hello, I am fine.
If the concept is new, the company will be new.
Editor in charge: Gao Wei
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