Clothing O2O Wants To Break "Cloud Shelves" Facing Shopping Malls

When you go online, you can share your friends with your mobile phone and provide your friends with reference. When you choose a dress, you will be recommended to the online accessories. If you don't have the right number or color, you can send it to your home online.

It should be said that the above scenario design is provided.

The perfect synergy of industrial O2O, however, these seemingly beautiful ideas inevitably encounter the wall in reality.

Industry experts told China Business Daily: "in the O2O process of the retail industry, the clothing industry is the first industry to test the water, and it is also the industry that has suffered the most frustration on O2O.

The most famous case of bestseller group, to date, there are very few orders really generated through O2O.

It is worth noting that the two types of enterprises committed to building O2O strategy for garment enterprises, one from the traditional clothing brand, need to reconstruct the whole business process and management structure with the Internet thinking. For the new Internet companies, it is a problem to create the popularity of clothing brands and increase the flow volume. In addition, O2O's essential demand for the supply chain is more challenging for the emerging enterprises.

Liu Wanlan, general manager of O2O professional research and service network, told reporters: "compared with the emerging Internet companies, I think the traditional clothing brands have more advantages in the strategic layout of O2O, because they are more familiar with the supply chain of the apparel industry and have stronger control over the supply chain."

Apparel industry O2O force supply chain

Although the garment industry has been in the process of O2O for four or five years, although it is difficult to name a few successful enterprises, the online sales data of clothing category have outlined a bright future for the O2O of clothing industry.

Data from the Ministry of Commerce showed that the total scale of online retail B2C pactions in China in the second quarter of 2014 was 320 billion 470 million yuan, and the scale of clothing category pactions in China's B2C market was 87 billion 730 million yuan, up 47.2% over the same period last year.

This is not the case. According to Taobao's "double eleven" big data analysis: clothing is "double eleven" main category, offline brands basically occupy the top ten of all categories.

In 2013, the total turnover of "double eleven" Tmall and Taobao Alipay reached 35 billion yuan, an increase of 83% over the same period last year, and the compound growth rate in the past 5 years reached more than 400%.

It is in this huge growth that 7 of Tmall's top ten brands come from the apparel home textile industry, which reflects the status of clothing in the electricity supplier and its maturity.

The clothing industry O2O seems to be a huge cake that can be seen. This myth has started from "fan" and has been to Wu Bo, the Internet entrepreneur who left the handshake net to set up the United States and Canada. La Natsu Bell, the vice president of senior vice president Hu Gang who has served Gome and new electric cars, is almost optimistic about the feast brought by the clothing industry O2O.

However, "fan Ke" is selling in the Internet mode, but it has not changed the concept of "exploding money" in the bones, which seems to be difficult to match with the era of advocating personalized consumption.

At the beginning of the US and Canada, Lecong saw the problem of "massive inventory backlog caused by the explosion of money". We hope to be a small group with a small amount of money and a fast updating style. However, we are faced with the difficult problem of supply chain integration, and the selection of artificial intelligence will take some time.

Wu Bo told reporters: "we have been in this field for a year and a half, and found that the supply chain is the most fundamental problem. ZARA or H&M can make every amount of money less, and they can continuously introduce new models to adapt to the era of personalized consumer demand, and pform their own supply chain.

Therefore, before a garment may have to do 2000, now only 50.

Following this idea, Wu Bo stressed: "I do not think that the factory must have 2000 pieces to start. In fact, as long as you continue to have new models, this quantity can go up, there must be willing to try to do 50 factories. We just need to find such partners to cooperate."

At the same time, Wu Bo realized that there would always be such a problem in artificial selection. Therefore, the concept of artificial intelligence proposed by mega Yue was based on the integration of large amounts of data, which was provided by computers to avoid the influence of human subjective factors.

"For example, designers of ladies' wear, as they get older, their subjective design styles may no longer meet the needs of new young girls, but computers do not have such problems."

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Internet born Wu Bo obviously has a strong Internet thinking, representing the exploration of new Internet companies in the direction of O2O.

In his view, even the clothing industry's O2O also needs constant iteration.

"Textile machines first appeared earlier than artificial spinning lines, and they needed people to look at them. Only the continuous iteration and progress of technology eventually formed a modern mass production.

The clothing O2O strategy also needs to undergo iteration in the development of AI.

At the beginning, someone needs to help the computer achieve the work of selecting funds, but AI will play an important role when the data accumulated more and more at the end of the computer.

For Wu Bo's path design on clothing O2O, Liu Wanlan has different opinions: "modern production has its own rules. Every garment is made of 2000 pieces because it can minimize the cost, and ZARA and H&M can achieve more money because they have enough sales channels in the world to disperse the amount."

This is still the design problem of supply chain. "

At present, the number of stores in the United States and Canada is still limited, and Wu Bo turned the professional manager to the United States and Canada, and turned around to create the behavior of the American Olympic family (Internet real estate company), which made the outside guess whether there were some problems in the business mode of the Internet.

However, according to Wu Bo's design, the United States and Canada will work hard next year, and the development of artificial intelligence has become the top priority of its force supply chain.

Traditional enterprises have more advantages.

Look at traditional enterprise layout

Case study.

In August 9th, the official flagship store of La Natsu Bell, China's multi brand fashion group, was officially opened, and its turnover amounted to 1 million yuan on the 8 day in August 9th.

This allows the traditional clothing brand enterprises to see the opportunity from the Internet, La Natsu Bell senior executive vice president Hu Gang told reporters: "relying on the existing five thousand Direct stores, through cooperation with Tmall and other e-business channels, La Natsu Bell will be based on B2C, layout O2O, to achieve seamless channel sales Seamless strategic pformation."

According to Hu Gang, "La Natsu Bell will realize the operation mode of the same line and the same price based on new products, and will design 5 O2O scenarios in thousands of stores in the near future.

For example, the system assigns orders, that is, when customers place orders online, they are no longer the unified delivery of the headquarters of the company, but are allocated to the nearest stores by the system, which is delivered directly by the stores, which ensures the speed and efficiency of delivery.

For example, customers are looking for clothes on the Internet. Before placing the order, the system will prompt whether they are trying to try on the nearest store. Customers can see the address of the nearest store in the drop-down menu.

Because clothing is a highly experienced product, this scenario design ensures a good synergy between offline and offline functions.

Take the accessory push as an example, the previous scene design of accessories promotion is mainly reflected in the Internet, that is, when the customer orders online, the system will recommend the accessories.

A lot of clothes O2O enterprises later feedback, this looks very beautiful design is simply few people, especially the store order customers.

"Who has experienced directly in the shop and who will go to the Internet to see" is a typical consumption pattern in this era.

And La Natsu Bell's design is that no matter whether the customer is online or offline, when the goods are delivered to the home, the distribution personnel will bring the relevant accessories at the same time, and try them on at the scene, so that they can be left and can not be taken away.

However, La Natsu Bell's online layout is just beginning. Before the official opening of Tmall flagship store this year, the company, which has sales of $7 billion, has sold more than 3 hundred million of Taobao's official licensed businesses.

Hu Gang said: "a series of sales data of Taobao and Tmall show that the traditional clothing brands under the line have strong appeal on the line, and online brands are no longer in sight.

The next 10 years will be the golden 10 years of traditional enterprises' electricity business. With the brand operation capability, profound understanding of industry and effective control of industry and supply chain, relying on their huge resources, they will enter the whole line from online and offline, and win the initiative of network providers with long established brand competitiveness and firm hard strength.

However, it is worth noting that in the strategic layout of O2O, La Natsu Bell can not represent all the traditional clothing brands, because most of the domestic clothing brand channel mode is franchised stores instead of Direct stores, which makes it difficult for O2O to have the same price. If customers are online, the interests of franchisees will inevitably be protected. This inevitably contains interest conflicts between online and offline businesses.

The organizational pformation of supply chain and enterprises forced by O2O has greater challenges to franchise system.

This will also be a difficulty for traditional clothing brands in implementing O2O strategy.

For La Natsu Bell, the online and offline collaborative supply chain mode is also testing its operational capability. How to achieve a plate making at design time and how to better synchronize the sales information under the online and offline are the aspects to be improved.

"Cloud shelves" facing shopping malls

Unlike La Natsu Bell's direct store mode, most of the traditional clothing brands in China go to the mall for sale. The O2O mode of these brands is facing the challenge of shopping malls management mode.

Liu Wanlan told reporters: "Metersbonwe put forward the concept of" cloud shelf ", that is, consumers go to the physical store only to experience the try on, the store no longer reserves a large number of stocks, if appropriate, consumers can place orders online.

This will greatly reduce the operating costs of enterprises, but also can solve a lot of inventory backlog caused by incomplete numbers.

However, the real implementation of "cloud shelf" is facing many real problems.

Take Metersbonwe as an example, Metersbonwe clothing's exploration in the O2O mode such as "cloud shelf" has not brought any visible results.

In early July, Metersbonwe officially launched the "cloud shelving" plan, providing all online stores and franchisees with the "online and offline inventory and goods circulation" service.

However, as Metersbonwe's 2012, 2013 two year of the financial year of the performance decline (from the 2013 annual financial report, Metersbonwe clothing annual revenue of 7 billion 890 million yuan, a 17% decline compared with the same period of the previous year, net profit 430 million yuan, down 52%), let the outside of the traditional enterprises in the O2O layout of the reservation.

In Liu Wanlan's view, for most clothing companies that want to enter the market, the biggest obstacle to O2O layout is shopping malls.

Because the main revenue mode of the mall is "entry fee + income sharing", income sharing accounts for a large proportion of the income of the mall, if the clothing brand in the shopping mall is changed into a line.