Why Is Metersbonwe Eliminated By Young People?

Struggling in the mire of achievement

Zhou Chengjian, founder, resigned from the company.

After the news came out, quickly burst the circle of friends.

Once China

The king has infected several generations with a "no ordinary way".

Once the giant, known as the "Whampoa Military Academy of China's clothing industry", is going to go to the road of "collapse" like this? Regretfully, we should be moved to reflect: why is Metersbonwe eliminated by young people?

Metersbonwe's achievements are admirable, but is Metersbonwe an excellent fast selling product?

It is open to question.

For many 85 and 90's, Metersbonwe is a very familiar clothing brand, but they are giving up now. Why?

Brush "sense of presence", lack of brand personalization

85, the brand concept of young people after and after 90 is "if you take it, I will not feel it". The first driving force to stimulate consumption desire is "participation".

In order to get close to the 90's, Metersbonwe, despite its 2 years of fame in the 90's, is an unusual variety show "wonderful flower". In summer, Li Yifeng, the 90's idol, is invited to become a spokesperson. He still finds it difficult to escape from his own way of doing things, create a big face, and brush doubts about "existence".

The title "wonderful flower" has certain contingency, but it still fully embodies the old concept of "successful experience" and "brand is popularity" of Metersbonwe's old "endorsement sales", and lacks the customization and individuality to discover the trend of the wind.

Metersbonwe's business model is "virtual business + endorsement", design products, outsourced processing, and sell in the shop based on agents, constantly introducing image spokesmen and naming variety shows to enhance brand attention.

However, the needs of young people have changed. Product demand, service demand, shopping mode, demand level and cultural identity are all changing. Metersbonwe ignores all the changes in front of him and still attracts the completely evolving young people in the way of more than ten years ago.

Brand image is blurred, and personality is lost.

Metersbonwe brand image "Blue Happiness" itself is too straightforward, popular, lack of strength and no individuality, which is almost decisive in emphasizing the casual wear field where individuality exists.

At the same time, the image of spokesperson Jay Chou is indifferent, melancholy, not loving conversation, or even a little eccentric. It is contradictory to the brand image of "Blue Happiness", blurring the brand image, making young people's confusion, lack of distinct impression, and losing the original distinctive personality, drowning in the brand of casual clothes in the tide sea.

Brand aging, clothing "rotten Street"

Metersbonwe brand benefited from the rapid growth of market dividends and costs 20 years ago.

In the past five years, under the general trend of the Internet and the upgrading of consumption, the price sensitivity of young people has become more and more obvious, resulting in the loss of their original competitive advantage.

Although the opportunities for the next 20 years are greater than those of the previous 20 years, we need to restructure brand competitiveness and take quality as the core to show life attitude and life style.

The brand is not to curry favor with the young people from the dark, but to laugh at it is a way of getting close to the young people. He will think you have no airs and jokes. When young people feel this way, they can talk with young people.

However, by naming "wonderful flower", Metersbonwe has read the attitude of the young people. Because of the aging of the brand, there is no understanding of the "heart" of the young people.

Young people do not have to worry about their clothing "rotten Street", which is actually the core taste demand and consumption stimulation point of the 90s crowd.

Chinese enterprises that have been drying up for a long time often understand this, but they can not hide the temptation of short-term interests. Metersbonwe is no exception.

Metersbonwe takes the franchised store mode, and the initiative of ordering is in the hands of franchisees, forming a bottom-up group cargo system.

The biggest feature of group cargo mode is that franchisees are more willing to win the risk of bursting because they take risks, and the explosive money is destined to be a very large number of street clothes. The lack of personalized elements violates the individualized needs of young people pursuing products that are "distinctive" and "unique".

Old style, "no feeling" when shopping.

The target group of Metersbonwe is a young consumer group pursuing fashion. It is the main two series of "city" and "campus".

In 2006, Metersbonwe launched a huge wave in the retail market dominated by department stores and supermarkets. At that time, the young main force did not see such a brand with great design sense and price at the time, but everything changed after a flash of 10 years.

Without the sense of fashion, the price difference becomes smaller, and the superiority of the brand naturally becomes vulnerable.

After the upgrading of consumption, the market space is huge.

In the face of the huge market, Metersbonwe has nothing to do. The most critical reason is that Metersbonwe started from the focus on products, then concerned about the brand building, and later even became the leader of the industry. In this process, the core competitiveness of the product development strategy is increasingly neglected.

In addition to the new slow speed, the product homogenization is serious, the style is easy to crash shirt is also one of the reasons why Metersbonwe was eliminated by young people.

When the traditional clothing industry gets together with the electronic business platform, it will appear the phenomenon of imitation. Homogenization competition will also make it difficult to escape the arduous fate.

As some young consumers have said, Metersbonwe style is too old and students are angry. They used to buy it before reading, but now they basically do not buy it.

Many styles are old, shop decoration has no characteristics, shopping, "no feeling".

Taobao goods, "anytime, anywhere discount"

The most taboo of leisure brand is discount.

Under the pressure of inventory, Metersbonwe resorted to the risk of discounting and clearing inventory, so that it immediately became a big seller from a white collar fitting room and began to enter a vicious circle.

At present, Metersbonwe has been branded as "discount anywhere and anywhere" in the eyes of consumers, and its influence is rapidly declining.

It is a relatively harmonious symbiotic relationship between online discount and tail cargo and light goods on line.

However, from the actual effect of Metersbonwe's multi-channel operation, it is difficult to coordinate the styles, prices and even discount activities on various channels, resulting in "any discount at any time and anywhere".

After 90, happiness and experience are emphasized.

When the brand is labeled "Taobao goods" and "anytime, anywhere discount", shopping experience is poor, so that young people can not feel the charm of brand in happiness.

{page_break}

"Product centralization" away from young people's needs

The positioning of Metersbonwe is not accurate, and the most important thing is that it does not fundamentally understand the actual needs of young people, and lacks clear positioning and mission.

From the state purchase network to O2O, and then to "fan", Metersbonwe's thinking is ahead, and it is worth affirming, but it is a little confused about what it wants to do.

The clothing brand? Platform brand? Metersbonwe's pformation seems to go all the way, but in reality it is compelled to become more and more away from the needs of young people.

"Meeting the needs of young people" means first of all, "to understand the needs of young people".

Is "life experience Museum + fan APP" really a demand or potential demand for Metersbonwe's young customers? Metersbonwe doesn't know, this is terrible.

Or, they don't care much about what young people need.

Abandoning product centralization is a positive solution for young people's centralization.

The centralization of young people is to integrate the development and delivery of products and services with the current and future needs of young people, so that young people can maximize their long-term economic value.

Fundamentally, young people are the most important customers of Metersbonwe. They should not only invest a lot of resources in understanding what young people want, but also deliver what they want, so as to create a stable, profitable and profitable future.

Written in the end: the traditional 500 strong enterprises understand young people only in 5 or 10 years ago. They do not understand young people's "I am me", "if you carry them, I will not feel" or "unique", nor understand the young people's personalized needs and attitude of life, but also do not understand young people's "heart".