Based on investors ' attention to how apparel enterprises adapt to internet consumption

2006-2009, Mai-Lin experienced a rapid growth, operating income from 34 million U.S. dollars to 2009 177 million U.S. dollars, the annual composite growth rate of 72.5%; 2010, although the traditional catalog mail-order has shrunk, online business growth driven by high-speed still achieve 28% growth, Income of 227 million U.S. dollars, into the 2011, the electricity dealers, catalogues, the entity line business are beginning to shrink, 2012-year income scale fell to 152 million U.S. dollars.

Online channels: 2008-2010 has experienced rapid development, close to doubling for three consecutive years, to 2010 the company's online revenue of 108 million U.S. dollars, the total sales revenue ratio increased to 2010 47.5%. But into the 2011, 2012, especially in 2012 the company's online business to shrink to 72 million U.S. dollars, the direct reason is that the number of active customers down, active customer orders decline, behind it is the lack of customer stickiness (product lack of characteristics, customers have a better choice). In the 2011 promotion Peak period, the Mai Lin online active users increased from 2010 1.4 million to 2011 2 million; 2011q4 reduced the sales promotion and reduced the advertising investment, the number of active customers decreased to 1.2 million in 2012. At the same time, the average number of orders per active user was reduced from 2010 5 to 2012 3.8.

The core drivers of revenue growth for consumer platforms: Active customers, repeat purchase rates, ARPU (per capita purchases, depending on the precise recommendation of the customer based on data mining). Profitability determinants: Gross margin, access to core customer costs (advertising fees), warehousing and transportation costs, information technology input. The key to the formation of platform Enterprise core ability: Based on the customer as the core of the accurate recommendation, based on cost-effective, convenience based on customer satisfaction, on the basis of this platform enterprises are the main capital investment warehousing logistics, information technology; for the traditional brand apparel enterprises to do the platform, basically is completely entered a new field, The accurate recommendation based on information technology is not a strong point, and the distribution aspect lacks the scale effect of large-scale enterprise.

Core competencies determine branded apparel online business ceilings. Macaulay 2011, 2012 shrinking in the supply of low-end goods to increase competition, for cost-effective products to attract consumers, goods lack of differentiation, lack of customer stickiness, the need for continuous marketing advertising and promotion to maintain the number of active users. Investors see Amoy Brand development is very rapid, more because it is in the early stages of development, as long as it is a little unique, in the first few years can be rapid development, not only Amoy brand, brand-oriented differentiated market-such as GXG, Duzzle, etc. in the early years of high-speed growth. But once the scale reaches a certain level, it is necessary to improve the management ability of the company, this return to the traditional brand apparel enterprises are facing the dilemma, that is, how to ensure the design of marketable goods, how to accurately recommend goods in effective time, how to effectively control inventory and so on, this is a brand apparel enterprise operation of the core.