On June 23, 2018, Sonmar Apparel’s Balabala children's wear brand officially entered Hong Kong, and opened two direct-brand stores in the third phase of Olympian City and Hollywood Plaza respectively, which accelerated the pace of internationalization, promoted international operations, and improved operations. Performance, which in turn promotes brand influence and assists Summa's business and strategic goals.
Bring high-quality consumer experiences to children around the world
On December 19, 2017, Semir announced an investment of 100 million Hong Kong dollars to establish Summa International Group (Hong Kong) Co., Ltd. to further promote the company's brand internationalization and its retail business.
The responsible person of Barabara Hong Kong stated that Hong Kong is a highly prosperous international metropolis. It is an important international financial and trade center in the world. It has more than 7 million local residents and a large number of floating population, famous tourist cities, and the retail industry is very developed. As the first independent brand of Semirgroup to enter the Hong Kong market, Sinaba Group will conduct a series of strategic layouts and brand promotion for the Hong Kong market, bringing high-quality children's clothing to Hong Kong children and satisfying consumers with one-stop shopping and more. The demand for categories and occasions has become a lifestyle brand for children that is loved by local residents and consumers in Hong Kong. It is hoped that in the next three years, 20 to 30 stores will be established, forming a certain amount of body and scale.
Chairman Shen Ma of Summa pointed out that Summa's firm advancement into the Hong Kong market is not only because of Hong Kong's vast market space, but also because Summa has the ability and confidence to “serve Hong Kong consumers†and bring safety, health, fashion and beauty to children around the world. The consumer experience.
Balabala has always been committed to bring high-quality children's apparel products to children around the world, bring consumers a good shopping experience, and always meet or even exceed the needs of consumers, and continue to create new values ​​for consumers. The brand has been developed for 16 years and has more than 4,400 stores in mainland China.
The long-term development of the brand needs to keep pace with the times and constantly seek innovation, in order to continue to establish longer and closer links with consumers in the new era, maintain the brand's youth and vitality, and ultimately gain market competition. According to the person in charge in Barabara, Hong Kong, Balabala has been able to maintain rapid growth for many years and has become a leading brand in the Chinese children's wear market. It is rooted in China's most consumer-oriented and dynamic market. The country’s economic development and consumption upgrades have seized the tide of the branding of children’s consumption and provided a market opportunity for the development of Balabala. But more importantly, Balla Bara continuously pays attention to the changes of the new generation of children's lifestyle, pays attention to the changes of users and consumers, and continues to upgrade the brand and improve products and services on the basis of maintaining the market's first-mover advantage. Barabara believes that good products and good quality are the keys to impressing and winning consumers.
Layout overseas markets to increase the pace of internationalization
Since 2014, Balabala has stepped up the pace of internationalization and deployed overseas markets. At present, it has opened more than a dozen stores in Iran, Russia, the United Arab Emirates and many other countries. In 2016, it further expanded its presence in Saudi Arabia and cooperated with local brand agents. Al-Abudul Karim has signed a contract to open 50 franchised stores in Saudi Arabia in the next five years to increase its overseas market share.
Qiu Guanghe said that Hong Kong is not just a huge consumer market. From a global perspective, it will be Senma’s most important strategic fulcrum for the world and a strategic platform for the development of globalization. Through the layout of the Hong Kong market, on the one hand, more “inner consumers†can learn more about Semir's brand; on the other hand, it is also possible to allow more Semir brands to reach the international stage through this strategic fulcrum in Hong Kong.
The emplacement and layout of the Hong Kong market is an important step for Semir’s internationalization strategy and an important measure to actively respond to the “Belt and Road†national strategy. Barabara hopes that by entering the Hong Kong market, he will be able to expand his business map and gain new performance growth in new markets. At the same time, taking the Hong Kong market as the starting point, we will further enhance the brand's international influence, based on Hong Kong, radiating Southeast Asia, and facing the world.
Improve the brand matrix to help achieve strategic goals
It is reported that Senma has entered the fifth five-year development stage. There will be a major change in the Semir industry structure in the next five years, from a billion-dollar industry with clothing and apparel to four billion-dollar industries for clothing, children, e-commerce and investment. Keep pace.
In order to further expand its apparel business and layout, Semir has taken a series of actions in recent years. In the adult field, there are brands such as Summa and GSON Menswear. In the high-end apparel industry, there are two major South Korean brands, LEWITT and it michaa, and the acting German brand marc o'polo.
In the children field, in addition to the main brand, Balla Balla, Semir founded in 2013 a one-stop Macarole focused on infants and toddlers aged 0-7, a 2-14 year-old boy who has a lot of dreams, and an online exclusive baby and toddler brand. Mini balabala. In March this year, Semir announced that it had reached a strategic cooperation with The children place, North America's largest children's wear brand, in Greater China (including Hong Kong, Macau, and Taiwan) for 20 years. It will not rule out that the brand will also enter the Hong Kong market in the future. In May of the same year, Semir announced the proposed acquisition of the kidiliz Group, a mid-to-high end children's apparel company in France. The company owns 10 own brands and 5 licensed brands, and has entered into an acquisition with China's leading juvenile clothing brand, Koshiki.
Through multiple ways such as self-employment, agency, joint venture, and acquisition, Semir formed a brand group that covers different positions, different market segments, and different age groups in the adult and children fields from the mass to the mid-high end. The brand matrix formed by the children's multi-brand business portfolio, while meeting the needs of consumer upgrading, will also assist Summa's management and strategic goals, and lay a solid foundation for Balabala to become China's number one and the world's leading children's industry.
The three-storey direct sale store of Olaha City in Balabala opened, Qiu Guanghe, Chairman of Semigroup, and Xu Bo, General Manager of Bala-Bala Department, attended the ribbon-cutting event.
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