With the rapid growth of the Chinese economy and China’s increasing integration into the global economy over the past two decades, China’s casual clothing and garment enterprises achieved a meteoric rise and became an important competitive factor confrontation with the foreign brands in the Chinese market. Zhejiang Semir Garment Co., Ltd. (hereinafter referred to as “Semir Group” hereafter) was established in 1996 and currently has two brands (“Semir” targeted at 16-25 year olds providing affordable casual wear … Read More »

With the rapid growth of the Chinese economy and China’s increasing integration into the global economy over the past two decades, China’s casual clothing and garment enterprises achieved a meteoric rise and became an important competitive factor confrontation with the foreign brands in the Chinese market. Zhejiang Semir Garment Co., Ltd. (hereinafter referred to as “Semir Group” hereafter) was established in 1996 and currently has two brands (“Semir” targeted at 16-25 year olds providing affordable casual wear with “Fashion and vitality”; Balabala and offers children’s clothes, placed in 3-12 year old children in families better targeted). Both brands occupy a leading position in the Chinese market. However, with the increased competition on the market and changes of cost types and new distribution channels, Semir group faces new challenges.
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from
F. Warren McFarlan,
Jie Jiao,
Yuren catch
Source: Tsinghua University
27 pages.
Release date: 30 October 2012. Prod #: TU0039-PDF-ENG
Zhejiang Semir Garment Co., Ltd. HBR case solution

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