Trouble Of Clothing And Textile Sales Channel Conflict

Trouble of channel conflict

Clothing and textile products encountered the most intense channel conflict, mainly due to the majority of traditional brand line agent distribution mode.

From the statistical data of Taobao platform over the years, clothing is the largest category, and the annual turnover is ranked first.

However, among the big sellers who originally made up the clothing category, they could hardly see the traditional offline brands, until the sales volume of the big sellers doubled every year, and when some designer brands that seemed to have nothing had worked out, and even attracted the attention of international capital, the traditional brands began to really move.

Whether clothing or home textile brand, the bigger the brand, the bigger the problem.

A home textile brand of a main bamboo fiber product has exceeded 2000 stores under the line.

In charge of the exchange with reporters in China business newspaper, the responsible person talked about his own difficulties: the main line is the franchisee, the price is unified nationwide, and the company has implemented strict price control.

However, in order to sterilize sales, individual dealers sell products on Taobao at 50 percent off prices.

Since its brand appeared on the Internet for the first time, the company headquarters has been receiving complaints from other distributors, making its online channel strategy shelved.

This phenomenon is not a case.

But from the user's point of view, the channel conflict of clothing and home textile products is actually a false proposition.

Because the coincidence between Internet channel and offline users is not large. When shopping online, the shopping experience and situational sense are more important.

Very few people will try a piece of clothing online, and then go back to the line to search the order.

Since 2009, traditional clothing brands have begun to focus on e-commerce.

In the past 3 years or so, after experiencing the pains of innovation, the traditional brands have found the key to cut into the Internet channel, and the relatively advanced brand has also clarified the management structure of the online and offline channels.

In 2012, the traditional textile and garment enterprises obviously accelerated the process of touch net, and their product strategy started from the "network only supply".