What Is The Difference Between These Three "Tiger Sharks" In Fast Fashion Brands?

Brand is the "shark" in today's shopping mall.

Since 2006,

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C&A and other brands attacked the big stores in large and medium-sized cities in China, and even led to a "big shuffle" of clothing brands in Chinese stores.

In these brands, Xiao Rui has made a special analysis of the business strategy of Zara founder a few days ago. Today, Xiao Rui will turn her attention to three brands: H&M, UNIQLO and C&A. Let's look at the other three "tiger sharks" in the fast fashion brand.

Comparison of number of stores: UNIQLO is more expansive

The earliest brand that opened China's fast fashion curtain was UNIQLO, which opened its first store in Shanghai as early as 2002.

As a pioneer of fast fashion brand in China, the development of UNIQLO has achieved its expected effect. In 2015, UNIQLO added 93 stores in Greater China, and its sales exceeded 304 billion 400 million yen (about 161.03 billion yuan).

In the early days of UNIQLO, when the purchasing power of young people increased, the status of young people pursuing personality and fashion became more and more important in the consumer market. More and more fast fashion brands focused on China's "fat meat". So in 2007, two brands of H&M and C&A entered China one after another.

Eight years later, let's turn around and look at the two brands and enter the same year, but the speed of development is obviously different.

In 2007, C&A opened four stores in China, and C&A, which has a history of more than 170 years, has been favored by professionals and analysts for its excellent product design and professional product positioning.

However, in the subsequent development, the expansion rate of C&A is obviously lagging behind that of UNIQLO, or even slower than that of H&M in the same year.

UNIQLO opened its 200th stores in China in June 1, 2013, and H&M completed the layout of its 100 stores in September 2012. At the end of May 2013, C&A opened its fiftieth store in Chongqing.

Official data show that by the third quarter of 2016, H&M now has more than 340 stores in China.

The "rival C&A" has only 85 stores in China.

And if careful observation is not difficult to find, H&M and UNIQLO are mostly distributed in crowded shopping centers and business circles. As far as Beijing is concerned, two brands of stores have swept through several major business circles in Wangfujing, Xidan and Sanlitun, while C&A stores are relatively low-key, and the C&A outlets that had been sold in Beijing APM in Wangfujing also withdrew last year.

The reason for this is unclear, but the status quo is: it is hard for you to see C&A in Beijing's core business circles.

To sum up, compared with H&M and UNIQLO, C&A seems to be avoiding the edge to some extent.

As far as publicity is concerned, apart from its emphasis on localization and quality, it has not brought more obvious memories to consumers.

Comparison of value orientation: H&M innovation, UNIQLO refinement

From the perspective of market performance, H&M and UNIQLO are obviously more "wolves".

In terms of specific value pursuit, they also have their own characteristics.

Fashion sense of smell

As a fashion brand, the fashion sense of products directly affects consumers' cognition of brand.

In this regard, H&M has done quite well in its fast fashion brands.

When you enter a store in H&M, you can see different styles of clothing, light sportswear, tailored business clothes, and a light dress for a dinner party.

No matter what type of dress you wear, you can see the fashionable elements of its season.

Although H&M was once deeply trapped in the "quality gate", its flaws were obvious.

Product alternation

As a fast fashion brand, the word "fast" can not be ignored.

In today's fast consumption era, a movie can change people's view of fashion.

The fast fashion brand is to seize this point and constantly improve the speed of product change to cater to the changing needs of consumers.

In the fast fashion brand, it is believed that Zara is the fastest product. The three brands mentioned above also do well in H&M. Almost every week, new products are introduced to attract more customers.

Quality Control

In the fashion industry, the quality of "fast" is more than the quality, because brands focus more on product design and change, ignoring the quality of the product itself.

This is a benign avoidance of UNIQLO. Although the style is dull and boring compared with H&M and C&A, the speed of change is not as good as H&M, but the quality is always the aim of UNIQLO.

This also reflects the Japanese's excellence in business mode, and UNIQLO's clothing style is slightly unitary, but in turn, it is also different from other fast fashion brands, and has also formed a unique Japanese style of fast fashion.

At the age of 20, you may rush into H&M for the style. But when you have a certain experience, you may go to UNIQLO to buy a single product that looks ordinary.

Service performance

UNIQLO's service is based on many years of operation experience in Japan. When it comes to China, it corrects the local situation. It comes from a good practice experience of a store. After the manager's report is confirmed to the operation Department, it is promoted in the whole store.

It also shows the sincerity of UNIQLO in the tenet of "customer is God".

If you walk into a store in UNIQLO, you will feel the comfort of other brands, and no matter which salesperson you pass by, you will hear them say, "Hello, welcome to UNIQLO, enjoy your shopping".

Is there a feeling that I am VIP, and this feeling is lacking in most Chinese brand shops.

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Deputy card influence

Comparing the three brands, the sister brands of H&M and UNIQLO also began to enter the Chinese market.

In 2012, H&M's flagship personality, independence and creativity of young women's clothing brand Monki settled in Nanjing. In the same year, its famous international cowboy brand CheapMonday, represented by the perfect fit cowboy series, represented Sweden fashion in Shanghai fashion week's T stage.

And COS, the flagship of luxury and luxury, settled in Hongkong, China.

In 2013, UNIQLO's sister brand GU, which was designed to match the quality and quality of UNIQLO, entered China's online sales market.

It is not hard to find that many luxury brands such as PRADA, BURBERRY and LANVIN have developed their own secondary lines. Dolce & Gabbana have sub licensed D &G, PRADA also has its own MIUMIU.

It is not a good thing for consumers to think about the design of the top designer, which is more expensive and cheaper.

The battle of Baoding is also a major decision for the big players to seize the consumer market.

This point, H&M and UNIQLO do very well, after the main card has made achievements, the other brand products under the brand development line will seize more market share and users.

C&A has not been developing in this direction, and has been fighting alone for 175 years in the market.

C&A's strategy: to retreat or to open up a new path?

In the above comparison, C&A is a very embarrassing role: compared with the other two brands, its product speed and fashion sense are not H&M, but quality and service are no more than high quality UNIQLO.

All aspects are very moderate, but the whole is not very prominent, and the speed of expansion is much slower.

But this may be the result of the choice of different business models.

C&A, which has been 175 years old this year, was born in Holland Town, which is good at art and elegant in taste.

Throughout the history of C&A, it is easy to see that its step by step development is also affecting the entire fashion industry. It has long been the backbone of the pformation of the whole fashion history.

It is C&A that has created the world's first one-stop shopping concept fashion brand retail shop. Today, people who enjoy one-stop shopping can not experience the shock of this move. At that time, this move was called "fashion revolution".

Not only that, but in the early twentieth Century, C&A became the first to sell clothing brand. The first thing to do was to start with a clear yardstick and make the same number of ready-made garments with different codes. This means that consumers can really choose the clothes they need voluntarily, from passive to active choice.

In fact, H&M and UNIQLO have collaborate with fashion designers in the 1913, and C&A did it in the early part of the world. C&A then crossed the border with the French pioneer designer PaulPoiret. This cooperation can be said to have pioneered cross-border cooperation.

In 1913, people did not know the two brands of H&M (established in 1947) and UNIQLO (established in 1963).

C&A's reform of fashion is far more than that. The first sale of bikini brands and the first batch of fashion brands selling mini skirts are numerous.

Some people in the industry say that the share of C&A in the first tier market is not as good as that of H&M and UNIQLO, and the aggressive attack on second tier cities may also be a strategy for C&A to win steadily.

With the pace of commercial real estate, many brands are gradually shifting from the past to the development of "two or three tier cities" by "one tier two main cities".

C&A is a member of the movement. Observation shows that since 2013, the major cities of C&A stores have also been concentrated in the second tier cities.

On the other hand, in recent years, fashion has fallen into a downturn, and C&A has adopted a conservative strategy.

Mr. LawrenceBrenninkmeijer, chief executive of C&A China, who took office last August, once said: "I don't want this to be a competition in the number of stores. We want to maintain our pace, which is based on the economy and our ability to serve consumers."

As far as the status quo is concerned, the first tier cities have good geographical location and the experienced shopping centers are more willing to absorb the top brand in order to improve level. This makes it necessary for fast fashion brands to enter the core business circle to pay more.

But in the two or three tier cities, shopping centers are in a state of saturation, and the local consumption level is in the middle or even below the level.

This makes the fast fashion brand occupy a dominant position in the negotiations.

If C&A really takes the strategy of "retire from the second tier and win in a stable way", then we will see the polarization of the fast fashion brand industry in the near future. Consumers in the first tier cities are still talking about H&M and UNIQLO, while the second tier cities, C&A, have already rolled up the whole consumer market.