Balabala balabala wins the most marketable Chinese children's wear brand

With the implementation of the second-child policy, more and more celebrities are keen to use parent-child shows as a hot spot. The first-line variety shows or TV series that combine the theme of children, families, and fashion will become a hot trend. The crew is involved in parent-child bridge sections. On the basis of the selection of location standards, priority will be given to well-known children's clothing brand stores with a stylish image of the store, a good brand reputation, and a flexible mix.

It is reported that most of Balabala's stores will be upgraded every year based on a new generation of parent-child preferences and trends. On the other hand, the really stylish and rich products also provide more options for major film crews. The program, the crew in Balabala Barabara is like consumers in Balabala Barabara stores can always pick personal satisfaction products and easy to handle stylish children's style. Perhaps it is such a brand that can better support the needs of the film and TV drama industry in the current parent-child topic, meet the tastes of contemporary fashion crews, and also achieve the status of Balabala Balaballa in the “entertainment standard location” of fashion entertainment.

To date, the number of balabala stores in Barabara has exceeded 4,000, annual sales have reached 7 billion, and the growth rate has exceeded 25% for three consecutive years. With a market share of 4%, it has become a leader in China's children's wear brands.

Statistics show that in 2015 China's children's wear market will have a scale of more than 150 billion yuan, and by 2021 it will reach nearly 300 billion yuan, nearly doubling the room for growth to bring new opportunities and challenges to balabala's development in the next five years. In the first ten years of development, Balabala Balabala has made China the No. 1 from the zero; in the next ten years, Balabala Barabala is striving to squeeze into the world of children's clothing brands. The forum focused on the development plan for the Balabala brand in the next five years, and put forward Balabala Bala Bala’s overall strategic goal of establishing a foothold in the Chinese market and achieving world-class professional children's apparel.

Chairman Qiu Guang said that the road leading to 2020 is of great significance and is integrated with Senma's fifth "five-year plan." The company's overall plan is that by 2021, Semir will strive to achieve 800 billion sales, truly becoming China's leading and top 20 multi-brand clothing group; at the same time, balabala's children's clothing plans to achieve sales target of 25 billion yuan from China. The first to the world's leading leap. To achieve this grand goal and build a brand dream, three tasks need to be done to promote the four fusions.

Three of these tasks refer to good products, good service, and good distribution. Among them, the key to doing a good job of products is to design, manufacture, and sell well, and strive to achieve a 100% pass rate of qualified products and a total warehouse, and realize the transition from supplier OEM to ODM business model.

Service is not a simple concept. To do a good job means to innovate the organizational structure, improve organizational capabilities, go deep into the management of Amoeba, and at the same time strengthen institutionalization, systematization, and standardization through the investment in logistics infrastructure and the creation of two satisfaction projects. Further enhance customer satisfaction projects.

To do a good job of distribution is to harmonize the interest relationships between customers of Levels 1 and 2 and provide benefits for Level 2 and 3 customers through measures such as direct franchise management. At the same time, we will strengthen policy support for Level 1 customers and further expand incentives. Scope, repositioning the distribution model, and implementing equity incentives. The four integrations are the integration of local advantages and platform advantages, the integration of offline channels and online channels, the integration of product management with consumer operations, and the integration of children's clothing and other children's industries.

For Balabala Balla Bara, the next step is to strengthen confidence, confidence in the future development of the apparel industry, and confidence in Bala Bala’s goal of achieving 25 billion. At the same time, Senma’s strategy and future layout and Senma’s strength, responsibility, and culture are also confident. We must also have confidence in Balabala’s team and be confident in the industry that we choose.

In 2016, balabala will continue to adhere to its main business in a difficult economic environment. It will not be tempted by outside interests, and will not complain about it and do a good job in clothing.

The most important part is to uphold the brand, believe in the strength of the brand, believe in the future of Balla Barra, and believe that the customer's responsibility, team building, platform building and partner mechanism will bring new strength.

At the same time, we must persist in innovation. Through the innovation of production methods, innovation of services, innovation of organizations, and innovation of teams, we create innovative templates for management and mechanisms for the development of Semir.