Luxury Goods Industry Is Trapped In Genuine Supply

After the financial crisis, many luxury brands in China have regained agency power in China, opening up a comprehensive direct marketing mode.

In January 2008, MontBlanc announced the recall of the agent of Shanghai ruisin watch and clock Co., Ltd. for which the two sides held court. In July 2010, Burberry[micro-blog group announced that it purchased its franchise partner Kwok Hang Holdings (State Bank Group Co., Ltd.) in the Burberry franchise business in the mainland of China at 70 million pounds.

From selling chain to

And then to marketing, marketing and the development and operation of the Internet market, the brand side began to take over and layout the unique Chinese market.

Chinese department stores do not enjoy joint ventures.

Of

Unable to control the most important source of goods.

"Therefore, introducing brands and developing brands has become the focus of our work in the past two years."

Bai Jimin, director of the China Department Store Association, said.

However, luxury brands are not easy to contact. It is difficult to invite them to open stores, and it is even harder to purchase products directly.

"The selection and control of channel brands by international brands is very prudent. At present, Direct stores are still more secure choices for them."

Xu Jing, director of the international brand management center of the Ministry of Commerce, told this reporter.

In 2008, the center began to talk about direct purchase with luxury brands, and the other side basically held a closed attitude.

"Before the financial crisis, we contacted all brands, but they basically did not want to talk to us, or even face."

For many individual channel enterprises, this situation has not changed yet.

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For the impact of e-commerce channels on traditional channels, Samsonite's response strategy is to buy different products from different channels.

The "Engenero" suitcase sold on Jingdong is a product line that can not be purchased under the line. This strategy avoids the brand competition of its own brand.

But even with diversified channels and supply chain networks, it is not easy to control diversified brands in such fragmented markets.

According to Samsonite's 2014 results, the net sales growth in Asia, North America, Europe and Latin America was 18%, 22.9%, 10.4% and 15.6% respectively, and the growth rate in the Chinese market was 18.7%.

For the Chinese market, Samsonite wants more. In 2014, there were 3 billion 610 million domestic tourists in China in the whole year, and 1 billion 120 million outbound tourists, an increase of 15.4% and 18.7% compared to 2013.

In the view of Ma Ruiguo, President of Samsonite Greater China, the luggage market has entered a period of rapid growth.

Samsonite's practice is to weaken the positioning of "luxury goods" and greatly adjust the brand strategy.

"We will be a multi brand and multi-channel strategy in the future.

We use different brands to meet the needs of different consumers through different channels. We have dabbled in high-end business travel, leisure travel, urban life work and outdoor activities, and even shell products including iPhone and iPad.

Ma Ruiguo told the "financial world" weekly that in addition to keeping up with the position of business travel, another direction for Samsonite to grow is from emerging markets. Since its launch in Hongkong in 2011, the main consumer group is the luggage brand of business travelers, and has begun to enter more market segments through the addition of sub brands or acquisitions.

For Samsonite, this is a wise move.

The demand for the Chinese market is very diverse. In the high-end market, Samsonite is already the best selling brand, occupying most of the important positions of airports, department stores or outlets.

In the middle and low end market, American Tourister also performed well, which is the main source of Samsonite's growth in China.

In Ma Ruiguo's view, it is also the reason why the brand is successful that it is younger in product design and penetrated into supermarkets and other channels.

Further up, there are Samsonite Black Label targeting high-end business travellers and Hartmann, which is positioned as light luxury.

The Samsonite Red product line, launched in 2011, is a supplement to urban consumer groups, targeting young people who have just started their career.

In addition, Samsonite is also looking for new trends in the changing consumer.

For example, in the past, people preferred boarding boxes, but now the medium size (24 inches) boxes are more popular.

Backpacks are also popular at the moment, because everyone needs to use their cell phones to release their hands. "

Ma Ruiguo said, from the regional market, the US market has higher requirements for function and can give in to the appearance.

Chinese consumers not only have high requirements for appearance, but also have higher requirements for some internal parts.

Samsonite will also make adjustments to the characteristics of different markets.