Semir Children'S Wear Brand Barbara'S Revenue Breaking Billions Of Children'S Clothing Onto The Cusp

Brand is the children's clothing brand founded by Semir fashion in 2002.

And vitality, facing 0-14 year old children's consumer groups, products in the middle class and small family.

By the end of 2016,

With a year-on-year growth rate of 26.52%, a breakthrough of 5 billion revenue was achieved.

46.88% of total revenue.

In the first half of 2017, Barbara achieved a 24.97% year-on-year growth rate to achieve a 50% break in group revenue.

Pillar industries.

In recent three years, Barbara has been developing at an annual rate of over 20%, far exceeding the average growth rate of the industry. With the market share of 3.1% in 2016, it has achieved the first brand of China's children's clothing industry with brand awareness and market share.

In 2016, Barbara set up 2 sub brands: Mongdodo and Marcolor, which realized the Barbara in the different sub sectors under the price of about 10% of the main brand (Barbara).

Multi brand mode of operation and development strategy.

Barbara locates 0-16 year old children, and dreamland and Marca will break the age of 0-16 year olds again. Dreams are mainly located in older children's clothing (over 4 years old). The main selling points are comfort, safety and fashion.

And MacLean is mainly aimed at children's wear (0-4 years old), and selling points are basically the same as dreams. They are: safety, comfort, and new delicacy.

Semir group has carried out multi brand operation in the children's clothing industry with 3 brands of balbala, Meng Du and Ma Kai Le, but its main brand (Barbara) and its sub brand (dream and Maca LE) are highly coincident in target groups, core selling points, product categories and so on. They simply distinguish the price, but the price gap is not obvious.

No doubt it is reminiscent of whether Barbara has encountered development bottlenecks.

Although Barbara has maintained rapid growth from the financial point of view, based on the overall situation and competitive environment of China's children's wear industry, it is unrealistic to expect Barbara to get twice as much in a short time.

However, the Semir group's brand strategy based on price differentiation is not mature enough. It not only increases the competitive brand in the enterprise, but also reduces the turnover. It will also increase the group's operating cost and the difficulty of agent selection.

At present, the main core of Semir group's children's wear board is still upgrading its brand awareness and market share.

Balbala products have covered 0-16 year olds' clothing, children's shoes and accessories. They advocate the brand concept of "childhood is not the same", and provide children with fashionable and practical children's clothing products, which can be applied to different occasions and activities, so that children can enjoy a happy childhood.

In terms of age, Barbara products are divided into children (0-2 years old), You Xiaotong (3-7 years old), and Zhongda (7-14 years old).

And from the product category, including: outgoing clothing, household clothing, sportswear, accessories, shoes.

Among them, children's clothing is more partial to functional distinction, such as outgoing, eating, sleeping, and wearing (underwear); while 3-14 year old You Xiaotong and Zhongda children tend to differentiate the design style. Barbara subdivides different design styles according to the preset scenes of wear, such as: restoration of ancient sports, sprouting baby, retro college, literary and art gentleman, making an interpretation of its brand concept "childhood is not the same".

At the beginning of its establishment, balbala made use of the design resources of Semir group to subdivide the children's wear scenes. Combined with the prevailing trend, it advocated the brand idea of "childhood is not the same", designed different styles of products, changed the traditional children's uniform and designed the old image.

The move also allowed Barbara to quickly take a firm foothold in the Chinese children's wear market and boost market share to become the overlord of the children's wear industry.

However, looking at Barbara's entire product line, we will find that all products lack identifiable identities of link brands.

In the course of development, the majority of garment enterprises promote the consumers' cognition of different product categories through the recognizable LOGO and design, and form the scale influence on consumers, and finally become the clothing brand.

In the children's wear industry, brands such as Nike Kids, Adidas kids's three bars are recognized through the recognizable LOGO, such as Nike, the brand, such as Muji's sex, and the brand of fans with fixed fans, such as snow white.

In the future development of Barbara, the unified planning of all its product lines will form a unified LOGO, design style and cartoon image that consumers can identify. It will help balbala to enhance its brand influence and market share.

3, who will be the core of the full coverage of the whole channel?

As most of the clothing industry brands, Barbara's sales channels are also pursuing full channel, full coverage, from the line of flagship stores, experience stores, business super franchise stores, franchise stores to the online Taobao, Tmall, Jingdong and other platforms.

By the end of 2016, Barbara had a total of more than 3000 stores in the country, ranking first in the Chinese children's clothing industry.

1) offline channels: one-stop experience

In the offline channel, Barbara continues to strive to enhance the competitiveness of the channel and enhance the image of the brand terminal store, and develop brand marketing activities of consumer interaction to further enhance brand influence and consumer experience.

Since 2010, Barbara has launched the children's product line, accessories product line and children's shoes product line. It has launched the fifth generation of new image shops and cartoon images, and opened the first new flagship store in Wu Ma Street.

Balabarali Tu is building a one-stop shopping platform with high image and high attractiveness for children's wear online to enhance brand awareness and market share.

2) online channels: main and subsidiary brands.

With the continuous development of the electricity business, Semir group in 2016 double 11 has gained over 80% growth, reaching 650 million yuan sales, Bala Bara firmly live on the line mother child clothing brand first.

The main brand (Barbara) occupies the flagship store of Tmall in the direct line of balbala. Through the leadership position of Tmall in the comprehensive e-commerce platform, the flagship store is drained and set up an image; and the sub brand (dream many and Macal) choose to stand on the Jingdong side.

This practice of different platforms for the main and subsidiary brands seems to be a strategy adopted by Barbara to avoid competition between the main and subordinate platforms on the same platform, but the actual effect is doubtful.

At present, Barbara's problems in the channel still lie in the unclear distinction between the main and the subsidiary brands.

The three brands all use the independent offline terminal store + independent online platform mode operation. Although the main and subordinate platforms have made a distinction in the choice of the electronic business platform, but the information pparency and high pmission efficiency today, the actual significance is not obvious.

Barbara's high similarity operation mode for the main and subsidiary brands is bound to cause the interaction and competition among the brands, resulting in the loss of the main brand (Barbara).

In the Red Sea market of China's children's wear industry, the brand of children's clothing constantly emerging in China has brought a lot of competitive pressure to balbara, which is still growing and has not had enough brand influence and market share.

Founded in 1999, in the 18 years of development, enear children's clothing has characterized the elegance and popularity as well as the characteristics of elegance and comfort. Through the excellent quality and quality and comfortable fabrics, we have positioned the high-end market of children's clothing industry.

By the end of 2016, there were 1458 stores, including 970 direct outlets, accounting for 24.32% of the business revenue.

In the middle of 2017, Ann's children's clothing was listed on the Shenzhen Stock Exchange's A share market, and reached an annual revenue of 484 million yuan by a year-on-year growth rate of 11.65%.

Throughout the product line of Ann's children's clothing, although the product category and design level are roughly the same as that of the industry's leading brand balbala, but the price of the product is higher than that of Barbara in terms of the quality and fabric of 10%~50%.

The price of high-end products has brought a considerable gross margin to the children's clothing, which exceeds the gross profit margin of Barbara (42.57%) by nearly 20%, reaching 59.77%.

With China's accession to the WTO and the development of the market, a large number of international brands with strong influence in the international market have entered, and children's clothing industry is inevitably becoming a battleground.

Famous international brands, such as ZARA, H&M, GAP, UNIQLO, NIKE and ADIDAS, have opened up children's wear lines in the Chinese market, splicing their influence in the international market, bringing a lot of competitive pressure to balbara, which is still growing and has not had enough brand influence and market share.

As a world-renowned sports goods brand, Adidas has expanded more than 500 children's wear stores in China, and has children's clothing platforms such as Tmall and Jingdong.

Through Adidas's strong brand awareness and influence in the international clothing market, Adidas kids has promoted its success in the Chinese children's wear market, ranking the first in the international brand market by about 0.7% of the market share.

Although Adidas kids entered the Chinese market later than the domestic brands such as Barbara and ANN, and the brand operation did not carry out large-scale investment, it could still occupy the future. The main reason was not only the original influence of the brand, but also the following:

1) product technology

Since its inception, adidas has been focusing on product innovation as a driving force for development, and gradually accumulates technology in adult clothing and gradually puts it into the children's wear industry. In the competitive market of Chinese children's clothing, it always leads by technology, so as to achieve product differentiation.

From raw material procurement to product delivery, Adidas kids follows international standards.

The main fabric materials for producing garments are mainly advanced materials such as "nanoscale" which are not available in other garment enterprises, and the thickness is only 1/50 of the hair.

2) market segmentation

Adidas kids is mainly targeted at children with 104cm-140cm between height, and the height corresponding to the age group is 4-12 years old. In its product positioning, Adidas kids insists on positioning high-end sports equipment with its group quality resources.

At the same time, the choice of online channels is mainly based on the brand stores of large shopping centers, and the discount sales promotion activities are significantly less than the domestic children's clothing brands.

3) high brand awareness

Adidas has a strong reputation in the international market, and will continue to invest in marketing, expand its influence and make a difference with other brands.

For example, in 2008 Beijing Olympic Games, Adidas promoted its popularity in the Chinese market through a series of marketing activities, and laid the foreshadowing for its involvement in the Chinese children's wear market.

Moreover, Adidas is willing to invest heavily in sports organizations in China and enhance the awareness of Chinese consumers through their Reference Group influence.

Although Adidas kids positioning high-end sports equipment, and its product line is not rich compared with the domestic children's wear brands, but with its accumulated international influence and product technology in the field of adult sports equipment, it has established an obvious competitive advantage for Adidas kids in the high-end market.

At the same time, high-end positioning and high price sales also bring huge profit margins to Adidas kids.

6, IP operates Disney's children's clothing and wants to overtake corners.

Referring to IP operation, we can not fail to mention Disney. Through the creation of animated IP, we make full use of the fans economy, make the IP image product and extend it to many industries and multiple categories, and finally achieve the Disney empire.

Among them, Disney's products include Disney's children's wear, Disney's luggage, Disney household products, Disney's plush toys, Disney electronics, Disney jewelry and other industries.

At present, Disney has more than 3000 authorized companies worldwide, selling over 100 thousand products related to Disney cartoon characters, and more than 100 authorized dealers and more than 1200 sales counters in mainland China.

From the success of Disney, it is easy to find the successful IP image and great appeal to the product. So how can we establish a successful IP?

1) IP content

First of all, Disney will make video production for IP, and enrich the content of IP image through the construction of background story.

For example, the lion king in 1994 and the toy story in 1995 not only created box office revenue for Disney, but also made the derivative products popular among consumers.

2) multi category coverage

The little girl in the pattern clothes had spoken English class in Disney's English class for a whole morning, and the course was Mulan's dialogue. After that, she took a happy afternoon playing in the Disney's paradise, bought a key chain souvenir from Donald's restaurant, and ate the ice cream in the theme restaurant of Disney. The most delicious thing was ice cream. In the evening, she returned to a house full of bass light year wallpaper and watched a little bear Vigny cartoon. After using the bathing bathing kit, she covered the sheets with the little mermaid, and slept with the sage dolls, and made a dream about the princess and the prince. Suppose a scene: a weekend, wearing Mickey Mouse.

Disney's story has been seamlessly matched to the life of more and more children as it grows and subdivides the layout of the IP industry chain.

Whether it is cross industry development, brand diversification, or multi brand strategy, Barbara is constantly experimenting, but the new sustainable structural profit growth point that really belongs to Barbara is still unclear.

For Barbara, whether it is to rebuild a Semir, or to break through billions of roads, the most effective thinking and breakout is to see how those who have been hovering around for five billion years have finally broken through the billions of benchmarks and how to do it. Maybe there will be some thinking and development. Combined with their own stages, resources, genes, external environment and industry opportunities, it may be easy to find solutions and breakthroughs.

In the Chinese children's wear market, although Barbara has undoubtedly become the first brand in the industry, but in this red sea market, Barbara still faces the competition pressure from domestic competitive products and international brands all the time. Maybe a bad pool in the decision-making will lose the leading position of the industry.

Only when the group strategy is upgraded in a timely manner, can we find a new profit growth point from the "horizontal regulatory model" and "vertical industry chain" mode in combination with the relevant cases in the relevant industries, and achieve rapid breakthroughs in the group size and gradually develop to the vertical and horizontal platform group.

Leading position.