Growth space:
The sudden new coronavirus pneumonia epidemic has impacted textile companies, but after the epidemic Crisis contains opportunities for industry development. When foreign trade demand is blocked, textile companies actively turn to domestic sales; when offline channels encounter obstacles, textile companies actively explore cloud models… Under the epidemic, it is more important for the textile industry to cultivate and expand new growth points and seize the initiative in development. is important. The industry should explore new incremental space, increase user stickiness, and hedge against the impact of the epidemic.
Targeting consumption trends
The COVID-19 epidemic has promoted the diversification of consumer structure, consumption demand and consumption patterns ization and multi-leveling, the consumption trend also shows the characteristics of rich consumer subjects, sophisticated consumption content, grading of consumption habits, and integration of consumption channels. Textile companies should seize new consumer trends, dig deep into market demand, and reintegrate resources.
my country’s consumer groups are constantly being subdivided, and the original classification standards such as age, gender, income level, etc. are becoming increasingly refined, and mainstream consumer groups are changing. In terms of age, the young Generation Z, who grew up in the post-95s and post-00s generations, have gradually become a new force in the consumer market. From a regional perspective, the new generation of sinking markets such as the third and fourth tiers have become new engines of growth. Silver-haired people, Millennials, the post-80s generation and the new wave of infants and young children they bring are also important consumers.
Continuously subdivided consumer groups are driving the demand side to become increasingly personalized, diversified, and niche. Cultural consumption, health consumption, customized consumption, emotional consumption, and credit consumption have emerged. Subdivided consumption content such as , pleasure consumption, and information consumption. For textile companies, they should continuously improve the recognition of local brands, build national fashion textile brands and local designer brands, and expand new consumer markets. In addition, for brand collection stores, factory-operated stores, niche boutiques, lifestyle stores, IP creative stores, import stores, high-quality product collection stores, etc., textile companies should target target consumers and provide them with personalized and differentiated consumption. experience.
During the epidemic, the boundaries between online channels and physical channels continued to blur. Offline channels such as textile professional markets, department stores, and street physical stores actively created online consumption, The new model of offline experience, and online channel platforms such as Suning, JD.com, and Vipshop turning to the operation and return of offline physical experience stores, have attracted some new consumers. Textile companies should seize emerging marketing methods such as content e-commerce, community supermarkets, online celebrity live broadcasts, brand sales, and single-order shopping based on community forms and fan economy to encourage consumers to purchase in all channels and expand into new markets.
Develop towards transformation and upgrading
Textile and apparel professional market and management Merchants must actively adapt to new challenges in the consumption era and new changes in consumption patterns. Focusing on the new needs of consumer groups, they must transform and upgrade, innovate and develop, reconstruct production organization methods and circulation business models, and achieve professionalization, intelligence, and professionalization of supply chain channels. Precision and efficiency.
The outbreak of the epidemic has had a direct impact on the physical channels of the textile and apparel professional market, forcing the professional market to accelerate the layout of online channels. Since the Puyuan sweater market took the lead in announcing the “online” opening, Jinrong Textile City’s “Yunshang Online Mall”, Shengming International Fashion City’s “Clothing Butler”, Luokou Garment City’s “WeChat Flash Killing Group”, Zhengzhou A number of online marketing services such as Yinji Plaza’s “Yin Xiaotao” have been launched one after another. Yiwu International Commodity City, Changshu Clothing City, Hangzhou Sijiqing Market, etc. have increased their stall live broadcast marketing, and at the same time guided merchants to accelerate the layout of online channel sales. .
The rise of emerging business formats has also put forward higher requirements for the comprehensive operation and management capabilities of the textile professional market. Guangzhou International Textile City and Puyuan Woolen Sweater Market have stepped up their use of information technology since they opened. Guangzhou Baima Clothing Market independently developed a big data platform to realize real-time monitoring of passenger flow in the venue. It uses digitally managed Internet technology to grasp the number of people in the venue, achieve visual monitoring of the number of people staying on site, and initiate passenger flow control measures in a timely manner.
During the epidemic, more markets and merchants realized the importance and urgency of increasing smart applications and building smart malls. In particular, e-commerce applications and smart shopping malls should be built as soon as possible. Intelligent management systems such as logistics, smart parking, and smart fire protection continue to improve the ability of intelligent systems to quickly respond to major safety incidents.
In the post-epidemic era, the textile and apparel professional market needs to continue to intensively cultivate offline physical channels, accelerate online layout, build an omni-channel marketing system, deepen online and offline integration, and truly build an online The dual lines of sales and offline experience integrate new models and new business formats to achieve steady walking on two legs; at the same time, more intelligent and accurate supply chain channels are established to accelerate industry transformation and upgrading.
Practice internal skills to prevent risks
When the new crown epidemic hits, strength A strong professional market and operating merchants will have stronger risk resistance and adjustment capabilities. As market competition intensifies, the Matthew effect between markets and merchants may become more obvious. For traditional professional markets and small and medium-sized merchants, whether to strengthen their own platform construction and improve value-added service capabilities, or to be included in a larger cooperation platform and seek symbiotic and win-win development opportunities in cooperation, has become a serious consideration for every market and merchant. topic of. For toolsFor leading professional markets and high-quality operating merchants with a good foundation for development, it has become necessary in the post-epidemic era to accelerate resource integration, establish cooperation alliances, continuously optimize and expand circulation channels, and further enhance industry dominance and voice.
Under the epidemic, the textile and clothing professional market has taken emergency measures with the help of local governments, such as reducing or exempting merchant rents, accelerating online sales, etc. After the epidemic, professional markets in various places have The market will still go through a process of recovery and stabilization.
Professional markets are people-intensive places. In some professional markets, there are still problems with insufficient sanitation and sanitation, goods occupying lanes for operation, serious piles of goods in shops, and mixed traffic, passenger and cargo flows. , fire safety hazards and a series of other issues. With the advent of the post-epidemic era, consumers, buyers, business operators, and local government managers will all put forward higher requirements for safety management and environmental order in professional markets. Safety will still be the most important priority in professional markets. For big things, safety management will be stricter. Textile and clothing professional markets in various regions, especially those in small and medium-sized urban areas, must speed up hardware upgrades, increase efforts to optimize the business environment, establish and improve safety management systems and regulations, and effectively improve safety management levels.
In the post-epidemic era, textile and apparel professional markets in various regions must re-examine the market’s original strategic layout, merchant structure, channel resources and factor input, and further ponder the positioning, functions and roles of the professional market and future development directions and trends; actively focus on the construction of smart malls and industrial big data centers to establish a closer and more accurate supply chain linkage mechanism; focus on promoting the platform economy as a link, in-depth cooperation between large and small enterprises, and jointly building an industrial chain risk prevention system, etc. </p
