https://www.youtube.com/watch?v=9XCKnN6o19k
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0:00 If you had invested £1,000 in ASOS in 2001, it would have been worth more than £235,000 or $301,000 by the end of 2020. 0:11 Today, ASOS is one of the largest online-only fashion marketplaces in the world, 0:15 boasting 850 brands including Dr. Martens, Abercrombie and Fitch, and Calvin Klein. 0:21 Founded in the year 2000, shortly after the dotcom bubble burst, 0:26 the platform was worth $8.6 billion atits peak, surpassing retail stalwart Marks and Spencer in market capitalization. 0:35 Today, ASOS is available in 10 languages across 200 markets. 0:40 At the end of 2020, ASOS boasted 24.5 million active customers, 0:46 of which 7.6 million were located in the United Kingdom. 0:51 Like many fashion start-ups, the company was unprofitable for years, had its fair share of misfortunes, 0:57 while a series of miscalculations saw the company exit China in 2016. 1:03 So, how did this fast-fashion start-up transform into a dominant player in the industry? 1:11 ASOS had its beginnings as a TV product placement company, 1:15 founded by Nick Robertson, the great-grandson of wealthy retailer Austin Reed, in June 2000, under the name ‘As Seen on Screen.’ 1:27 The company later evolved its fashion business to an online fashion marketplace, 1:32 selling designer outfit seen on celebrities at affordable prices. 1:36 After a $4.2 million investment from his older brother and friends, 1:41 the company debuted on the junior market of the London Stock Exchange in October 2001 1:47 at £0.20 per share and raised slightly over $4 million. 1:53 Then, the e-commerce industry was struggling, and ASOS was unable to establish 1:58 a clear brand identity to break the dominance of traditional fashion retailers. 2:03 For example, it was selling bags close to $600 to its market of twenty-somethings, making it unaffordable for many. 2:10 At the same time, the company was investing heavily in technology, logistics and increasing its product range. 2:18 It wouldn’t be until 2004 that ASOS would post its first profit, a little over $200,000. 2:24 But this success appeared short-lived. 2:27 A year later, three massive explosions at an oil depot near its warehouse in the U.K. damaged $9.4 million worth of stock, 2:36 just before the Christmas holidays, and along with it, ASOS’s festive earnings. 2:41 The company was forced to cancel new orders, issue refunds and suspend trading of its stock. 2:48 But 2007 marked a turning point, not just for ASOS, but for the e-commerce industry as a whole. 2:55 Broadband was increasingly becoming accessible to households, 2:59 Apple just launched the first iPhone, while Facebook was trying to displace MySpace and Friendster as the dominant social media platform. 3:08 Investors began to pay attention to online-only businesses, and ASOS was no exception. 3:14 Between 2007 and 2011, the company’s share price shot up from $2.36 to $38.50. 3:23 ASOS’s popularity skyrocketed, as celebrities sported its outfits, increasing its visibility. 3:32 In 2014, China dominated the e-commerce space with $458 billion in sales, surpassing 3:40 the United States to become the world's largest e-commerce market. 3:45 As ASOS expanded at breakneck speed at home and abroad, China was a priority market. 3:51 But the country’s e-commerce regulations were complex, 3:54 and ASOS struggled to compete with the local juggernauts such as Alibaba and JD.com. 4:00 After splashing $13.5 million to launch its local service in 2013, the company withdrew from China less than 3 years after it launched. 4:10 Back home, the competition was heating up in its backyard too. 4:14 Traditional retailers like Zara, under parent company Inditex, were expanding their online presence, 4:20 while new competitors like Boohoo were undercutting ASOS with cheaper wares. 4:24 In 2014, $633 million was wiped off its value, following a stark profit warning from the company. 4:35 Its exit from China in 2016 turned out to be a blessing in disguise. 4:39 Free to focus on other markets, it began to separate itself from the pack, 4:43 by adopting inclusive and sustainable strategies that appealed to fashion-conscious twenty-somethings. 4:50 Besides highlighting models of varying ethnicities, and sizes, ASOS also launched a ‘fashion with integrity‘ 4:56 program in 2010 to ensure ethical and sustainable business standards. 5:02 In 2015, the company was ahead of its peers when it published its stance against modern slavery in supply chains. 5:10 Two years later, the fashion retailer published a list of all its factories to improve the transparency 5:16 of its supply chains, while its unannounced audits of factories continued apace, even during the pandemic. 5:23 And the company’s aggressive strategy to appeal to its target audience and outshine its competitors didn’t end there. 5:31 To fend off rivals such as Boohoo and Zalando, ASOS used social media influencers to advertise 5:37 its clothing to younger consumers and collaborated with celebrities including 5:41 Little Mix’s Leigh-Anne Pinnock and basketball player Ovie Soko. 5:46 Finally, in a bid to remain competitive, the company, provided a seamless, 5:51 end-to-end process that enabled consumers to track every step of the delivery. 5:56 On the back of its strong financial performance in 2017, 6:00 the company’s share price hit a record high of $94. 6:04 In the fast-fashion world, speed matters. 6:07 Fashion retailers were churning out new designs from 6:10 the drawing board to the sales floor in as little as one week. 6:14 The pandemic accelerated the shift to e-commerce, meaning only the fastest firms would survive. 6:21 With most people staying indoors and holiday plans canceled, 6:25 fashion retailers were facing an existential crisis. 6:29 Many analysts questioned whether ASOS could be as nimble 6:32 as its rivals because of the sheer number of brands under its belt. 6:36 Zara, for example, kept production local and close to its 6:40 headquarters in Spain and was used to churning out new designs quickly. 6:45 ASOS was hit severely in the first quarter of 2020, 6:48 with group sales plunging as much as 25% towards the end of March. 6:53 But it recovered quickly, producing more luxurious loungewear products to cater to customers' needs, 6:59 many of whom were now working from home as the demand shock moderated. 7:03 By the end of June, however, its sales jumped by 10% and it posted over $1 billion in revenues. 7:10 For many brick-and-mortar businesses, the story was much different. 7:14 In 2020, Inditex, the biggest fashion group in the world, announced plans to 7:19 close between 1,000 and 1,200 stores, or 16% of its outlets worldwide. 7:26 The same year, L Brands, the parent company of Victoria Secret, 7:30 closed 265 stores, the H&M group shut 170, 107 while Hong Kong-listed Esprit shuttered 7:38 all of its 56 stores in Asia outside mainland China. 7:43 Moreover, the retail empire Arcadia, which owned brands like Topshop, Topman, 7:48 Miss Selfridge and HIIT, collapsed at the end of November 2020. 7:52 In February 2021, ASOS acquired Arcadia’s prized brands, leaving the physical stores out of the deal. 8:00 This highlights ASOS’s focus on diversifying its brands 8:04 and the industry’s shift away from in-store shopping. 8:07 While 2020 was a successful year for ASOS, its fortunes could change in the blink of an eye if it isn’t fast and agile enough. 8:15 To remain competitive, it must be reactive to customers' changing tastes, 8:19 fix its scaling issues abroad, and continue to expand its offering. 8:24 Thank you so much for watching our video. What do you guys think of Asos? 8:27 Comment below, and as usual don't forget to subscribe!
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0:07 時尚必須不斷發展。 0:12 但該行業在 1990 年代發生了翻天覆地的變化 0:16 當 Zara、H&M 和 Topshop 等品牌以我們現在所知的快時尚引領潮流時。 0:25 他們掌握了拿走秀場上昂貴衣服的過程 0:29 並在短短三週內大規模生產它們。 0:32 時尚從未如此便宜和容易獲得。 0:39 然後，在世紀之交，像 Asos 和 Boohoo 這樣的在線巨頭 0:44 將此模型提升到一個新的水平，將生產時間縮短至一周。 0:50 行業專家將這些僅限在線的品牌稱為超快時尚。 0:55 現在我們進入了一個新時代：實時零售。 0:59 顛覆現狀的公司在短短三天內就能生產出衣服。 1:03 而這個時代的領袖？嗯，這是一家叫Shein的中國公司。 1:08 Shein 每天推出大約三到四千件新的女性服裝產品，所以它是 1:14 數量巨大，產品價格相當低，從 2 美元到 30 美元不等。 1:22 速度非常快，產品更新 1:27 比任何其他快時尚品牌都更頻繁、數量更多。 1:32 2022 年 4 月，據報導時尚這家初創公司價值 1000 億美元， 1:38 這將使它比 H&M 和 Zara 加起來更有價值。 1:42 伙計們，我下了一個 500 美元的 Shein 訂單，它是郵寄過來的。 1:48 你們！我等待的Shein包裹到了，讓我們打開它吧。 1:52 那麼讓我們來挖掘一下，Shein 是如何在自己的遊戲中擊敗這些快時尚品牌的？ 2:04 Shein 是一家非常神秘的公司，很少公開分享其起源 2:09 而且，正如我通過報告了解到的那樣，幾乎不可能與公司的發言人取得聯繫。 2:17 我們確實找到了兩位多年來密切研究公司的顧問。這是我們學到的。 2:22 CEO和創始人只見過 2:25 幾次，是的，他真的很神秘。 2:30 這位神秘的 CEO 就是 Chris Xu， 2:33 在搜索引擎優化或 SEO 方面經驗豐富的前數字營銷人員。 2:39 儘管 Shein 表示它成立於 2012 年， 2:42 多位消息人士稱，它的起源故事實際上始於 2008 年的華東地區。 2:48 就在那時，徐和他的商業夥伴創立了電威， 2:52 據報導，這是一家電子商務企業，銷售從仿冒品到婚紗等各種商品。 2:57 正是在這裡，徐似乎完善了最終將 Shein 推向成功的商業模式。 3:03 2011年，許與合夥人分道揚鑣， 3:07 並且將成為 Shein 的域已註冊。 3:11 投資開始湧入，銷售也開始湧入。 3:18 與此同時，世界正在被一種重達 5 盎司的設備改變：iPhone。 3:24 蘋果的競爭對手正在將他們自己的此類產品版本推向商店。 3:29 中國不斷壯大的中產階級在隨後的智能手機革命中發揮了巨大作用。 3:34 突然之間每個人都在使用智能手機，所以大多數中國人都跳過了 3:40 計算機階段和對數字世界的介紹實際上是通過智能手機進行的。 3:47 2009 年至 2012 年間，運往中國的智能手機數量有所增長 3:51 從 1300 萬增加到近 2 億，增長超過 1400%。 3:57 中國超越美國成為全球最大的智能手機市場。 4:01 這種現象推動了該國電子商務平台的興起，例如 4:06 比如阿里巴巴、京東，當然還有Shein。 4:10 但與大多數中國電子商務巨頭不同，Shein 對中國客戶不感興趣。 4:15 Shein 的注意力完全集中在外面的世界上。 4:18 然而，Shein 使用的許多營銷策略都受到了啟發，並且非常相似 4:24 面向在中國運營的中國時尚品牌以及中國電子商務網站 4:29 在國內經營的。 4:32 因此，如果 Shein 只針對中國觀眾，它實際上是一個更加飽和的市場 4:38 並且無法像在西方競爭那樣在速度和價格方面進行競爭。 4:44 Shein 的中國血統也賦予了它另一個優勢：對數據以及如何使用數據的豐富理解。 4:51 作為一個隱私法寬鬆、人口最多的移動優先國家， 4:57 收集用戶信息很容易。 4:59 這為開發嚴格的算法奠定了完美的基礎。 5:08 到 2015 年，Sheinside 更名為 Shein。 5:11 它通過其購物應用程序收集了大量數據 5:15 並開發了一個系統來對 Etsy、Instagram 和谷歌等網站的時尚趨勢進行評分。 5:20 在這個階段，我認為Shein的大數據分析系統絕對具有先發優勢， 5:26 這可以很早地識別在線上出現的一些趨勢 5:31 所以我認為這是 Shein 成功的關鍵關鍵因素之一，也將使其在競爭中保持領先。 5:38 同年，Shein將供應鏈運營中心遷至廣州番禺區， 5:44 一個主要的服裝製造中心。 5:46 他們在廣州的辦公室離他們的工廠很近，所以它確實加快了溝通。 5:57 隨著時間的推移，公司向供應商及時付款的聲譽， 6:02 業內罕見，這意味著工廠通常會接受最低數量的訂單 6:07 急於接受Shein的命令。 6:10 避免這些最低訂單幫助 Shein 發展 6:13 另一個競爭優勢：精益模式。 6:16 我們稱之為小訂單，快速響應。 6:19 所以基本上這意味著 Shein 以較小的批量下訂單，然後它能夠快速 6:27 根據市場表現進行調整。 6:30 供應商將只生產 100-500 件作為第一批產品，大約只需三到五天即可生產。 6:40 在哪裡，如果我們將其與 Zara 等傳統快時尚玩家進行比較， 6:45 通常它會生產超過 100,000 件商品，因此，通過下小訂單，Shein 可以根據銷售業績迅速做出反應。 6:57 然後這些產品從中國直接運送給消費者。 7:01 這減少了中間商和昂貴的進口關稅。 7:04 向商店大批量發貨的競爭對手就沒那麼幸運了。 7:08 雖然這場流行病對大多數服裝行業來說是毀滅性的，但對 Shein 來說卻是件好事。 7:14 其銷售額在 2020 年估計為 98 億美元， 7:18 以及 2021 年的 157 億美元，Shein 正在運送到世界上大多數國家。 7:24 2021年超越亞馬遜成為美國下載量最大的購物應用， 7:29 這些用戶在應用程序上花費了大量時間。 7:32 但這並非一帆風順。 7:37 即使在國外放寬了Covid限制， 7:40 他們只是在國內愈演愈烈，Shein 的成長開始放緩。 7:47 然後是爭議。 7:49 使用數據的缺點之一是它可以 7:52 有時會看到：“哦，某件襯衫在電子商務平台上非常受歡迎， 7:59 如果他們只是以更便宜的方式重新製作襯衫怎麼辦？” 8:03 幾位較小的設計師已經開始使用社交媒體 8:06 聲稱Shein竊取了他們的設計。 8:10 這件上衣是我的絲綢蕾絲吊帶衫到 T 恤的仿製品。它完全一樣，他們以 10 美元的價格出售。 8:18 這是最初的設計。 8:20 但是對於像精品服裝設計師來說，當他們的設計被複製並且有人可以從 Shein 那裡得到它時，就很難了。 8:28 這對這個行業造成了嚴重破壞，因為它所做的是它允許大公司 8:35 只是真正地賺取本可以流向小型和本地精品店和設計師的所有利潤。 8:40 不僅僅是獨立設計師。 8:43 Shein 被 Doc Martens 和 Levi Strauss 起訴抄襲他們的產品 8:47 並以價格的一小部分出售它們。 8:50 據報導，Shein 將一些涉嫌違規的設計從銷售中移除 8:55 據報導，他們已經向某些設計師支付了和解金 8:59 關於版權侵權索賠。 9:02 Shein 沒有立即回复 CNBC 的評論，但確實發布了 9:07 2021 年向《金融時報》發表的聲明， 9:10 表示該公司嚴肅對待版權侵權行為。 9:14 Shein 快速生產服裝的能力也引起了監管機構的質疑 9:19 比如瑞士的公眾之眼關於其生產線的工作條件。 9:24 它的製造過程仍然籠罩在神秘之中。 9:27 Shein 告訴 BBC，它有嚴格的供應商行為準則，並且需要 9:32 如果發現不合規，立即採取行動。 9:36 它缺乏透明度，因此這可能是個問題 9:40 對於Shein，因為如果它想收集投資，那麼 9:44 它真的必須清楚，人們真的需要 9:48 對公司正在發生的事情感到安心。 英語 全部衣服來自 CNBC 國際
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