2010 Three Of The New Ways Of Clothing Distribution: Luxury Camp

2010, international

In fact, as early as the end of 2009, the Hongkong tycoon, known as the "famous brand pan", was Dickson Poon.

At present, 80% of the world's leading luxury brands have entered the Chinese market.

But while these companies are flocking to China, Chinese enterprises are only playing a leading role in risk sharing.

"It is impossible for China's local agents to do the Chinese market forever. Our aim is to capture the market quickly. After 3~5 years, when the market is completely mature, the distributor's right of distribution will be resumed, and then the distributors will be allowed to open up new markets in the two or three tier cities."

Andrea, general manager of the Asia Pacific board of directors of Bella, revealed at the fifth luxury international summit held in Macao recently.

The internationalization of international brands does not mean the end of the mode of agency, and the mature developed markets also have agents.

However, the agents in developed markets are not as functional as the traditional agents in China. Their position is to control the retail channel and integrate the channels into the retail market to "rent" to the brands that they want to enter.

The most successful cases are Japanese businesses, such as Itou Tada and Li Feng Group in Hongkong, China.

These channels have a mature and competitive channel resources in a market. For example, many shops that are not replicable in the prime location are the private property of the channel, or the long-term lease cooperation. These channels also have a perfect logistics and warehousing system. It is very difficult for them to bypass these channels. Otherwise, the brand will need to spend more cost to obtain business resources.

At the same time, these chambers of Commerce set up detailed market development plans for brands, including legal reminders, management output, establishment of salary system in local market, detailed market data and market analysis, communication and access at government policy level, sharing local resources to avoid interference from local protectionism, and helping or leading brands to negotiate price negotiations in local markets.

In this regard, the most typical example is Japan's Itou Tadaryo.

Because it is very difficult to enter the Japanese market from outside, the local consumers are more trustworthy than the "direct trading" with the external brands, such as Itou Tada.

Therefore, under the influence of Itou Tada's strong channel brand influence and the high integration of retail, Itou Tada has nearly 130 European and American fashion brands operating in Japan, ranging from high to low, from luxury to leisure.

Itou Tada has almost become the most important and accessible channel for overseas fashion brands to enter Japan.

Therefore, continuing to deepen and integrate business resources and create channel brand influence is one of the future directions of international brand agents.