This is how Armani became a top clothing brand.
Armani is a clothing brand born in Italy. After 30 years of development, it has become the world's top clothing brand. 1975, 40-year-old GiorgioArmani named himself and founded Giorgio Armani company. Today, Armani is a brand worth more than $2 billion. In the first quarter of 2005 alone, sales in Greater China, including China, Hongkong and Taiwan Province Province, increased by 52%. Now, Armani Group has more than 300 stores and 5,000 employees around the world. As a designer, Armani is also the chairman and CEO of the group. How did an early window designer manage a brand born in a 14 square meter studio to become a world-class brand for a long time? This is the research topic of many enterprises. The turning point of Armani brand breaking into top brands is 1980. At that time, Armani's men and women "powersuit" came out. In order to promote this design to high-end people, Armani presented this suit to richard gere, the hero of american gigolo. In the same year, a full set of Armani "power suit" appeared with the screening of the film. The film was a great success, and the Armani brand was also sought after in the star-studded Hollywood. Armani never designs clothes for unknown movie stars. His clients mainly include celebrities who want to be respected. In recent years, world football superstars have approached Armani, and Beckham, Cristiano Ronaldo, Vieri, Piero, Figo and Sepchenko are all frequent visitors. Armani is the first modern fashion designer to realize the potential of celebrity market. To this end, he set up an office in Los Angeles to rent clothes to celebrities to satisfy their whimsy in clothing. In order to stabilize and develop Armani's achievements in the top market, Armani has formed a set of management system. These experiences have certain reference significance for domestic men's wear brands facing confusion in brand management and marketing methods. Armani's management model mainly includes three aspects: first, through the acquisition of long-term franchisees and OEM factories, Armani Group's control over manufacturing and distribution is strengthened; The other is to strengthen the control of retail stores by actively launching Armani's own retail stores; The third is to actively expand the product line. The company controls most of the production and distribution of Armani Group with cash. Armani bought the enterprises that branded themselves one by one, and bought two clothing enterprises to produce ArmaniCollezioni high-end clothing. In addition, he also acquired some third-party distributors around the world. However, in the process of acquisition, Armani insisted on a principle, that is, not to acquire other brands, so as not to integrate or damage the Armani brand. Up to now, Armani insists on reading sales data from all over the world every day, conducting research and understanding the needs of consumers. It is also one of Armani's marketing strategies to actively launch its own retail stores and strengthen the control of retail terminals. Armani brand 1974 settled in Milan, Italy, 1989 entered the London market, and 199 1 entered the American market. In April 2004, Armani opened the largest flagship store in China. Armani Group expects to establish a retail network with 20 ~ 30 independent stores in the most important cities in China before 2008. Armani started the brand extension of the clothing industry at 198 1. Subsequently, other international brands followed suit. When China men's wear enterprises began to criticize that brand extension would lead to vague brand positioning, Armani realized that the brand expansion scope was not wide enough and the brand vitality could not be strong for a long time. Only by building the product pyramid from different levels can the brand be complete and powerful. Armani also extended the brand to glasses, watches, cosmetics, furniture, jewelry and other fields. Armani's successful example may not be replicated, but his experience is worth learning and learning from enterprises in China.