如何在新世代網路服裝品牌衝擊下實體服裝的變革 —以8Happy為例

Abstract

本研究以女裝服飾業者「八樂企業」為研究物件；八樂企業成立於2001年，並推出第一個流行女裝品牌- 8happy，以實體通路為主的女裝品牌。近年來，實體女裝品牌受到新世代網路服裝品牌興起、快速時尚瓜分市場、經營成本不斷升高的壓力，女裝業者商業模式需要變革以因應市場變化。面對上述衝擊時，八樂企業決定在2014成立第二個女裝品牌，嘗試以不同的商業模式面對新型態女裝的衝擊。Young與8happy最大的不同是，8happy以實體通路為主，YOUNG的通路策略采全通路模式，不僅有實體店面，也推出網路購物服務，行動終端APP，Facebook等多種通路。在對消費者進行購物前、購物中與售後服務的過程中，串起線上與線下，為消費者提供一致性的購物體驗。 面對服裝產業前所未有的變革的挑戰，八樂企業全面性的檢視消費者購物型態、上游供應商版圖變更、通路轉變與新型態行銷策略。八樂企業目前二個自創的女裝品牌，事業版圖由臺灣擴展至中國大陸。可以歸納出三個關鍵因素讓八樂企業能在競爭激烈女裝市場持續發展: 快速面對上游供應鏈的變化與成本上升、擁抱消費者購物型態與通路的轉變、建立著重設計，提供獨特性和具識別性的品牌體驗。

This case study is to exam a women’s apparel company– 8happy, which was established in 2001. 8happy is also a women’s clothing retail brand, and has several physical clothing retail stores in Taiwan and China. In recent years, women's clothing retail business is affected by the rising of online shopping and fast fashion, and growing cost of materials and labor. The Women’s apparel brand has to transform its business model. In order to response to market changes, 8happy launched 2nd women’s apparel brand – YOUNG in 2014. The major difference between 8happy and YOUNG in business model is the channel strategy. Physical retail stores are 8happy’s channel, on other hand, YOUNG adopts the omnichannel strategy, including physical and online stores, app, facebook..etc. The purpose of the omnichannel strategy is concentrated more on a seamless approach to the consumer experience linking online and offline. Facing the challenges from the market, 8happy looked at the changes of the consumer shopping behavior, supply chain and channel. At present, 8happy owns 2 women clothing brands and its sales territory expended from Taiwan to China. The growing business of 8happy is attributable to: (i) fast response to supply chain change and cost increase, (ii) Adapting its marketing strategy to suit the changing of shopping behavior and channel, (iii) Design first, providing customer with unique and impressive brand experience.