森马出海越南：转型"家庭一站式购物"能否打开国际市场？
森马出海越南：转型"家庭一站式购物"能否打开国际市场？
Semir Expands to Vietnam: Can Its "Family One-Stop Shopping" Strategy Succeed in International Markets?
中国服装品牌森马近日在越南中部城市顺化开设了首家门店，标志着这个老牌国货品牌正式进军越南市场。据品牌方透露，森马计划加速在越南的布局，将于2024年底前在河内开设500平米的核心旗舰店。
The Chinese apparel brand Semir recently opened its first store in Hue, a central city in Vietnam, marking the official entry of this veteran domestic brand into the Vietnamese market. According to the brand, Semir plans to accelerate its expansion in Vietnam and will open a 500-square-meter flagship store in Hanoi by the end of 2024.
森马越南首店位于顺化永旺购物中心，与优衣库、H&M等国际快时尚品牌同场竞技。256平米的门店陈列了儿童服饰、青少年装和成人装，重点突出"家庭概念"(Family Concept)，满足不同年龄层家庭成员的一站式购物需求。
Semir's first Vietnamese store is located in Aeon Mall Hue, competing with international fast fashion brands like Uniqlo and H&M. The 256-square-meter store displays children's wear, youth apparel and adult clothing, emphasizing the "Family Concept" to meet the one-stop shopping needs of family members across different age groups.
这一战略与森马在中国市场的转型方向一致。近年来，这个曾立志成为"中国版ZARA"的品牌重新调整定位，从年轻化休闲时尚转向类似优衣库的路线，目标客群从"95后新青年"变为"中国大众家庭"。
This strategy aligns with Semir's transformation direction in the Chinese market. In recent years, the brand that once aspired to be the "Chinese version of ZARA" has repositioned itself, shifting from youthful casual fashion to a Uniqlo-like approach, with its target audience changing from "post-95s youth" to "Chinese mainstream families."
出海战略：从试水到加速
Overseas Expansion Strategy: From Testing Waters to Accelerating
这并非森马首次出海。早在2018年，森马就在沙特阿拉伯首都利雅得开出海外首店。但相比旗下童装品牌巴拉巴拉(Balabala)的国际化进程，森马品牌的海外拓展相对缓慢。
This is not Semir's first foray overseas. As early as 2018, Semir opened its first overseas store in Riyadh, Saudi Arabia. However, compared to the internationalization process of its children's wear brand Balabala, Semir's overseas expansion has been relatively slow.
财报显示，截至2023年末，森马服饰已开出70家海外及中国香港门店。但2023年境外营收仅4394万元，占集团总营收的0.32%。
Financial reports show that by the end of 2023, Semir Apparel had opened 70 overseas stores and Hong Kong stores. However, overseas revenue in 2023 was only 43.94 million yuan, accounting for 0.32% of the group's total revenue.
市场选择：亚洲优先战略
Market Selection: Asia-First Strategy
森马海外业务负责人陈书表示，品牌选择海外市场主要考虑三个因素：市场规模和消费者购买力、文化和审美契合度及产品匹配度，以及当地政治经济和营商环境的稳定性。
Chen Shu, head of Semir's overseas business, stated that the brand selects overseas markets based on three main factors: market size and consumer purchasing power, cultural and aesthetic compatibility and product fit, as well as the stability of the local political economy and business environment.
基于此，森马制定了"深耕亚洲、拓展中东、孵化欧美"的渐进式发展战略。时尚产业分析师程伟雄认为，相较于直接进军欧美，首先在东南亚、中亚等受中国文化和经济影响较大的市场探路，难度相对较小。
Based on this, Semir has formulated a gradual development strategy of "deepening Asia, expanding the Middle East, and incubating Europe and America." Fashion industry analyst Cheng Weixiong believes that compared to directly entering European and American markets, first exploring markets in Southeast Asia and Central Asia that are more influenced by Chinese culture and economy presents relatively less difficulty.
国际竞争：品牌力的挑战
International Competition: The Challenge of Brand Power
程伟雄指出："我们的时尚文化还没有强大到可以超过欧美，中国品牌到了新的国家就相当于是一个新品牌，缺乏国际知名度。"这正是如H&M、ZARA、优衣库等国际品牌的优势所在。
Cheng Weixiong pointed out: "Our fashion culture is not yet strong enough to surpass Europe and America. When Chinese brands enter new countries, they are essentially new brands lacking international recognition." This is precisely the advantage of international brands like H&M, ZARA, and Uniqlo.
截至2024年5月，优衣库在越南和东南亚分别拥有23家和344家门店。森马计划通过电商渠道、本地时尚博主合作以及在主流购物中心开店等方式提升品牌影响力，但这些也是竞争对手常用的策略。
As of May 2024, Uniqlo had 23 stores in Vietnam and 344 stores in Southeast Asia. Semir plans to enhance brand influence through e-commerce channels, collaborations with local fashion bloggers, and opening stores in mainstream shopping malls, but these are also commonly used strategies by competitors.
对森马来说，出海最大的考验或许是如何在新市场找到差异化竞争优势，避免复制与中国市场相同的竞争格局。
For Semir, the biggest challenge of going global may be how to find differentiated competitive advantages in new markets and avoid replicating the same competitive landscape as in the Chinese market.
