Five Characteristics Of Cashmere Industry In China

Since the 80s of last century, our country has developed rapidly from a large country with big cashmere to become the world's largest country of cashmere processing and a large exporter of products.

However, a large number of low-level redundant construction results in rapid expansion of processing capacity, intensifying competition among industries and disrupting market order.

The annual output of cashmere increased from 2800 tons in the early 80s to 9800 tons in the early 80s, accounting for more than 70% of the world's total output.

Processing capacity expands faster than output.

At present, there are as many as more than 2600 cashmere processing enterprises in China, but so many.

The relevant enterprises can hardly be recognized in China, let alone go to the international arena.

In the light of the present situation of China's cashmere industry, the five joint planning director, Mr. Baron, has analyzed the characteristics of the Chinese cashmere industry, and provided the direction for its future development and planning.

First of all, in terms of the domestic and international situation and the situation of the enterprises themselves, the countries with relatively successful cashmere are now concentrated in Europe and the United States and Japan. In fact, the three countries have common and common aspects.

For example, their commonality now is to start cashmere sales and online sales, followed by offline sales, Japan.

Many shopping malls have direct cooperation with cashmere industry to make customized brands.

This is a plate that has a large demand for cashmere in Europe, the United States and Japan.

Secondly, the cashmere brand can basically be divided into two categories in the world: one is a full range of products for men and women in the whole season, the other is for men and women in the whole season.

The world is currently in Europe, the United States and Japan on these two situations.

Otherwise, the whole series of products will be developed in the four seasons. Otherwise, it will be a single product for men and women. But there must be a concept of four seasons. We should not only pay attention to the products of autumn and winter, but the products in spring and summer are very weak.

For example, Loro Piana (Italy senior brand) is a series of, four seasons, men and women, and fashion is very high. In addition to attaching importance to raw materials, he attaches great importance to product development, clothing production and brand operation.

There are more brands in single category, such as Eric Bompard in France.

It sells products and sells single products, including the Department of Lafayette department stores, launching their own cashmere brand.

Thirdly, regardless of the whole season of men's and women's products, or the whole season's men's and women's products, the way of international trade is different from that of China's cashmere industry.

Loro Piana has thousands of square meters exhibition hall in Italy, highlighting the characteristics of series, experience, four seasons, high-grade, comfortable and elegant. In his concept, it is not the concept of cashmere, but the concept of brand.

The sale of single products and the way of selling abroad are also different from ours. In China, several models are set up, which are very messy, but we call it the same way in China. The domestic people can only accept such a form of trafficking, which is ridiculous.

It shows that the cashmere industry is very low in our country.

Therefore, the lack of brand concept and the difficulty of raising the unit price are attributed to this.

Finally, the brand of Chinese cashmere industry is poor, and this feature will be clearly enlarged after comparing with foreign brands.

For example, for example, there are 50 cashmere sweaters, and at the very least, 8 or 10 products in China are confused. They are simply selling.

Chinese

The industry has gone from product economy (factory supply) to commodity economy (wholesale or other ODM/OEM), and has entered into the service economy (brand, good image, good location, service and environment). Nowadays, more enterprises have gone from service economy to experience economy, that is, culture economy.

The product is just a carrier. If the concept of selling cashmere or cashmere sweater is given to customers today, the added value of your product will never improve.

Why can China's Ordos raw materials sell only more than 1000 or more than 2000, while Loro Piana can sell 10 thousand -2 -2? What is the reason? This is the role of culture. Culture has constructed the recognition of the whole brand, unified impression and unified value. Therefore, at present, the comparison of the cashmere industry at home and abroad, whether it is series or single category, is consistent with their styles. As long as they make brands, they must be a product, and they can't combine the cluttered goods together for a simple sale.

In addition, it is important to emphasize that the positioning of products is very important, because positioning is not only for the style of the product, but also for consistency of each single item, but also through the shop, through the picture book, through the packaging and doorknobs, through the promotion, display and wear together, forming a coherent product style chain. After carrying it up, there is no sense of abrupt feeling, so it is a cultural run through, not just a stock.

Therefore, the unity of product, brand and culture needs accurate positioning.

We are definitely not talking about products alone, so product development is not about sticking to products but widening the concept of business models.

In China's cashmere industry, it is still a long way to go to get rid of the low price competition and rebuild the brand image. It is hoped that through the above five joint planning director, Mr. Bai Long, these suggestions and experiences will be shared, so as to broaden the train of thought for Chinese cashmere industry entrepreneurs, and develop a brand business model of China's cashmere industry based on the continuous learning of business models of foreign counterparts, so as to establish the benchmark brand of China's cashmere industry as early as possible.