Multi-brand operation strategy allows garment companies to go further

Editor's note: "Looking for market entry points for further development of the company and gaining higher market profits" is the idea that most garment companies operate with multiple brands. In fact, the well-known brands in Europe and the United States generally have a history of more than a hundred years, and they are highly recognized by consumers. The Chinese brand is still in its infancy. Therefore, many garment companies in our city have shifted from the original single brand to a multi-brand strategy.

"Finding the entry point for re-development of the company and gaining higher market profits" is the idea that most garment companies operate with multiple brands. In fact, the well-known brands in Europe and the United States generally have a history of more than a hundred years, and they are highly recognized by consumers. The Chinese brand is still in its infancy. Therefore, many garment companies in our city have shifted from the original single brand to a multi-brand strategy.

As the market becomes more and more diversified, consumers’ individual needs will become more and more prosperous and more brands will be required to meet their individual needs. People with the same income, different occupations will have different interests and hobbies, and the same person will be different. The state of the clothing is the same, that is, the style of different brands is needed. This market will be divided by more brands. If the single-brand operation can only capture a small part of the market, it can only enlarge this part as much as possible to expand the profitability of the company.

Ms. Xiao’s company is still a single men’s brand enterprise. Its advantage lies in the fact that it is possible to focus on all resources to become a brand. Traditionally, single brands may have relatively small risks. However, the current situation is that if a crisis occurs in a single brand, then the whole company will collapse. Therefore, her company's goal is to operate more brands. The company where Mr. Liu is located has been trying multi-brand operations. Although multi-brand operation is also risky, the problem is that the funds and personnel of the entire group will also be relatively dispersed, but Mr. Liu does not seem to be particularly worried about this.

For example, when a company launches a new brand, it seems that the investment involved in funds, personnel, equipment, etc. will be quite large, and it will also increase the operational risk of the company. However, there is a need for further development and improvement in the apparel industry. This is a necessary stage. Only through multi-brand operation can we enhance our core competitiveness, and it is also a fundamental choice to reduce business risks from long-term development. . Through the operation of independent brands in different market segments, the company's overall risk can be apportioned. From this point of view, the introduction of a new brand is beneficial to the company's risk control.

Industry analysts believe that the market is constantly changing and consumer demand is constantly changing. When a single brand operation reaches a certain market scale, brand extension and the creation of a new brand will undoubtedly become effective for garment enterprises to obtain new brands and gain higher profits in the market. method. At the same time, the reshuffle effect of the apparel industry will continue. Enterprises should try their best to avoid risks, transform and upgrade, seek diversified development, and do brand diversified development. This is the way to survive.