Custom Shirt,Cotton Shirt,Fashion Shirt,Y/D Shirt SHAOXING NEWGROUND TEXTILE TRADING CO., LIMITED , https://www.shaoxingnewground.com
Underwear brand stores by the network to domestic sales into two or three million
In the context of global economic downturns, many domestic enterprises have turned to producing for others—often referred to as OEM (Original Equipment Manufacturer) production. This is akin to raising someone else’s children. In the Pearl River Delta, a region known for its clothing and undergarment manufacturing, Mayfair was one such company. Faced with the financial crisis, many factories in the area were forced to rely on OEM contracts for international brands, which severely impacted their export business. However, instead of retreating, Mayfair made a bold move: it decided to build its own brand and successfully transitioned into the domestic market through online marketing.
Today, this once obscure underwear company has become a success story. Just a year ago, its online retail sales alone reached 23 million yuan per month, and its own brand now tops the Taobao Mall sales rankings. The transformation began in April 2008 when Zhang Xiang, the founder of the company, shifted from exporting to selling directly to Chinese consumers via Taobao. Within a year, his shop went from earning just a few hundred dollars a month to generating two to three million yuan in revenue.
Zhang Xiang had spent years in the underwear industry, building his company from a small family workshop with just two employees to a factory employing over 1,000 people. His experience in foreign trade and processing had given him a solid foundation, but he was never satisfied with simply producing for others. He refused to see his well-designed, fashionable undergarments labeled as other brands and then sold back at inflated prices. When the financial crisis hit, it became the perfect moment to make a change.
Instead of continuing to create for others, Zhang Xiang decided to build his own brand. He envisioned fashion not as something exclusive to the elite, but as something accessible and stylish for young women. His brand focused on modern, trendy designs aimed at a younger audience.
One of the biggest challenges was promoting the brand. Unlike big international names, Mayfair couldn’t afford expensive advertising campaigns. So, they turned to e-commerce, leveraging low-cost, fast, and efficient online channels. They built a dedicated e-commerce marketing center, complete with brand planning, customer service, logistics, and after-sales departments.
The brand planning team was responsible for product photography, promotions, and overall image management. Zhang Xiang believed that for online shopping, the visual appeal of the product was crucial. High-quality images played a key role in attracting customers and increasing purchase intent. Within just two weeks of launching, the shop sold over a thousand sets of underwear, proving that the strategy was working.
In a special feature highlighting top-selling products, it wasn’t big international brands like Triumph or Odeleen that dominated the list, but Mayfair itself. While other big brands sold only three to four units, Mayfair managed to sell dozens. Today, the brand consistently generates tens of thousands of yuan in monthly sales and holds the number one spot on Taobao Mall.
Zhang Xiang emphasized that without any major promotional efforts, the shop relied on quality, reputation, and customer satisfaction. The team continuously adjusted product designs, styles, and structures based on consumer demand.
To enhance the online shopping experience, Mayfair established a dedicated pre-sale service department. With a dozen trained customer service representatives, they provided detailed assistance to customers, helping them choose the right size and style. This reduced concerns about fit and comfort, making the online shopping process more reassuring.
However, not all businesses can succeed in an online model. Some retailers find that operating physical stores may be more challenging than expected. Zhang Xiang pointed out that traditional retail models struggle to compete with the “factory plus direct sales†approach, where profits are much higher. Even if retailers lower prices to attract customers, they often end up losing money.
Despite these challenges, the benefits of e-commerce are clear. First, it shortens the distance between companies and consumers, allowing for faster market responses and quicker adjustments to consumer needs. Second, it streamlines trade negotiations, payments, and deliveries, improving efficiency and reducing costs. Third, it lowers initial market entry costs by eliminating middlemen, advertising, and management expenses, enabling companies to invest more in product development and customer satisfaction.
On the flip side, there are some disadvantages. Certain products, like perishables or high-value items, may not be suitable for online sales due to logistical challenges. Also, some consumers remain hesitant to share personal information online, and others prefer the traditional shopping experience. Additionally, the return on investment for e-commerce can be difficult to quantify, making it a risky choice for some businesses.
In conclusion, while e-commerce offers significant advantages, it also comes with unique challenges. For companies like Mayfair, however, the shift to online marketing proved to be a game-changer, leading to remarkable growth and long-term success.