比音勒芬服饰公司多品牌发展战略研究 服装行业是我国最早实现市场化的产业之一。到 21 世纪，我国服装行业已 发展到整合产业链、品牌化经营的阶段。品牌战略被越来越多的服装企业所运 用，尤其对于高端服装企业来说，品牌对于企业的价值更是不言而喻。通过实 施品牌战略，服装企业可以提升产品附加值，提高顾客品牌忠诚度，增加品牌 资产，为公司带来更多业绩。但我国服装企业的品牌发展之路并不长，且大多 数采用单一品牌战略。近年来，服装行业竞争日趋激烈。国际著名服装品牌不 断进入，抢占国内市场；国内服装行业产业链完备，众多品牌迅速崛起；新一 代消费者个性化需求增加，消费领域扩大；信息技术迅猛发展，新零售推动传 统零售的变革，新技术新业态直接冲击传统企业。新环境下，采用单一品牌战 略的服装企业，竞争压力越来越大。因此，很多服装企业开始采用多品牌发展 战略。经过梳理行业资料发现，成功实施多品牌战略的服装企业并不多见。这 些企业不仅没有取得预想的收益，反而带来了资金投入过大、库存无法消化的 其他问题。但多品牌战略仍然是服装企业抵御市场竞争的有力武器，也是服装 企业转型升级走精细化发展道路的有效策略。如何保证多品牌战略在服装行业 落地生根、开花结果，这是服装企业经营者需要深思的地方。 作为服装行业的一家主营高端男装企业来说，比音勒芬服饰公司面临着同 样的挑战。本文基于战略管理、多品牌管理、市场细分等理论，结合服装行业 现状，以比音勒芬服饰公司为研究对象，通过深入分析公司在多品牌经营中存 在的问题，提出相应的对策建议及保障措施，确保公司多品牌战略成功。 在战略分析阶段，先对比音勒芬服饰公司外部宏观环境、产业环境，内部 企业资源、核心能力进行分析，列出影响公司经营发展的关键因素，然后建立 SWOT 分析表和战略矩阵，对四种战略组合进行剖析，最后得出公司多品牌经II 营在整体上应采取发展型战略（SO）。在战略目标制定和选择阶段，根据公司 发展需要建立了短、中、长期发展规划，从业绩、市场、品牌、运营等维度提 出相应的发展战略目标；据此目标，在总体发展型战略指导下，依据品牌生命 周期理论，对各品牌发展实行差异化战略，“比音勒芬”和“威尼斯”两个品 牌分别采取稳定型和发展型战略；在竞争战略上，选择集中化和差异化战略； 在职能战略上，提出职能部门应加强合作，强调资源分配的平衡性。在战略实 施阶段，从制定整体品牌战略、构建品牌架构、优化产品研发、调整组织架构、 创新营销模式等五个方面提出具体实施措施。最后，为了保障实施效果，从人 力资源、企业文化、信息系统、风险管控能力等方面提出建议。 关键词： 服装行业，男装企业，多品牌，发展战略III Abstract Research on the Multi-brand Development Strategy for Biemlf Garment Company The garment industry is one of the earliest industries to realize the marketization in China. By the 21st century, the domestic clothing industry has reached the stage of integrating the industrial chain and brand management development. Brand strategy is used by a growing clothing companies, especially for high-end clothing companies, the value of brand to the company is self-evident. By implementing a brand strategy, clothing enterprises can enhance the added value of products, improve customer brand loyalty, increase brand equity, and bring more performance to the company. However, the brand development of China's garment enterprises is not long, and most of them adopt single-brand strategy. In recent years, the competition in the clothing industry has become increasingly fierce. The famous international clothing brands keep entering and occupying the domestic market; the domestic clothing industry has a complete industrial chain and many brands are rising rapidly; the personalized demand of the new generation of consumers is increasing and the consumption field is expanding; the rapid development of information technology, the new retail promotes the reform of traditional retail, and the new technology and new business form directly impacts the traditional enterprises. Under the new environment, the clothing enterprises which adopts single-brand strategy are facing increasing competition pressure. Therefore, many garment enterprises have begun to adopt multi-brand development strategy. After combing the industry data, it is found that there are not many clothing companies that successfully implement multi-brand strategy. These enterprises not only failed to achieve the expected benefits, but alsoIV brought other problems such as excessive capital investment and indigestible inventory. However, the multi-brand strategy is still a powerful weapon for clothing companies to resist the market competition, and also an effective strategy for clothing companies to transform and upgrade and take a refined development path. How to ensure the multi-brand strategy takes roots, blossoms and bear fruit in the clothing industry, this is a point that clothing business operators need to ponder. As a major high-end men's clothing company in the clothing industry, Biemlf Garment Company is facing the same challenge. Based on the theory of strategic management, multi-brand management and market segmentation, etc., combined with the current situation of the clothing industry, this paper takes Biemlf Garment Company as the research object, through in-depth analysis of the company's problems in multi-brand management, puts forward corresponding countermeasures, suggestions and safeguard measures to ensure the success of the company's multi-brand strategy. In the stage of strategic analysis, this paper first analyzes the external macro environment, industrial environment, internal corporate resources and core competence of Biemlf Garment Company, list the key factors that affect the business and development of the company, and then establish a SWOT analysis table and strategic matrix. After analyzing the strategic combinations, it is concluded that the company's multi-brand management should adopt development strategy (SO) as a whole. In the stage of strategic objective formulation and selection, short, medium and long-term development plans are established according to the company's development needs, and the corresponding development strategic goals are put forward from the dimensions of performance, market, brand and operation. According to this goal, under the guidance of the overall development strategy and according to the brand life cycle theory, a differentiated strategy is implemented for the development of each brand. The two brands, “BIEMLF” and “VENISE”, respectivelyV adopt stable and development strategy. In terms of competitive strategy, it is recommended to choose centralized and differentiated strategy. In terms of functional strategy, it is proposed that functional departments should strengthen cooperation and emphasize the balance of resource allocation. In the stage of strategy implementation, the specific implementation measures are put forward from five aspects: formulating overall brand strategy, building brand structure, optimizing product research and development, adjusting organizational structure, and innovating marketing mode. Finally, in order to ensure the implementation effect, suggestions are put forward from the aspects of human resources, corporate culture, information systems, risk management and control ability and so on. Key words: Garment Industry, Men’s Clothing Enterprise, Multi-brand, Development StrategyVI 目 录 第 1 章 绪论...........................................................................................1 1.1 研究背景与意义......................................................................... 1 1.2 研究方法与内容......................................................................... 3 1.3 文献综述和理论基础 ................................................................. 4 第 2 章 比音勒芬服饰公司品牌经营现状及品牌发展中存在的问题 ..............................................................................................................13 2.1 比音勒芬服饰公司简介 ........................................................... 13 2.2 比音勒芬服饰公司品牌经营现状............................................ 14 2.3 比音勒芬服饰公司品牌发展中存在的问题与原因分析......... 18 第 3 章 比音勒芬服饰公司品牌经营环境分析..................................26 3.1 外部环境分析........................................................................... 26 3.2 内部环境分析