Men's clothing brand Luo Meng: self-transformation turned fast fashion

In the realm of selling beverages and running supermarkets, there is typically little scientific or technological innovation involved. However, no Chinese company has yet managed to rival global giants like Coca-Cola or Walmart. Over the past 30 years of reform and opening up, China has welcomed foreign capital and technology. But did Chinese companies truly grasp the core principles of Western business culture? Perhaps as you might expect, under the influence of global business trends, many Chinese firms have come to understand that innovative business models and operational efficiency are key to success. In recent years, the "fast fashion" trend in the Chinese clothing market has been a prime example of how companies focus on managing efficiency to drive model innovation. This shift reflects a broader movement toward agility and responsiveness in an increasingly competitive market. Sheng Jingsheng, chairman of Luomeng Group, once stood out as a young visionary who carved an innovative path for the brand. In 1998, at just 28, he took over the family business and combined traditional craftsmanship with modern technology. He introduced a non-adhesive lining suit, revolutionizing the history of suit production. He also restructured the sales model by building a "trinity" system—specialty stores, shop-in-shops, and agency networks. By inviting renowned designers and integrating intelligent production lines, he transformed Luomeng into a fast-growing brand. Within three and a half years, Luomeng's output and sales climbed from 80th to 10th among China’s top 100 apparel companies, and its market share ranked second in the industry. Under Sheng's leadership, the brand entered a high-growth phase, with rapid increases in brand value. However, even successful brands face challenges. In 2010, as global fashion retail giants adopted flexible business models and manufacturers became more adept at brand management, Luomeng faced rising costs and slower industry growth. To adapt, Sheng once again initiated a transformation, shifting toward "fast fashion" and aiming to unlock its success formula. According to Xu Zhiwen, vice president of Zinc Race International Fashion Management Consulting, the core of "fast fashion" lies in speed and efficiency. "All companies are under pressure from rising labor costs, raw material prices, and oversupply. To survive, they must build core competencies. For Romon, the essence of fast fashion is about operating quickly and using efficiency to win." Xu emphasized that Romon, being a traditional clothing company, needed to change its mindset first and then adjust its organizational structure. "The concept of 'inclusiveness' is important. Market innovations often begin with the supply chain. Expanding contact with upstream suppliers helps enrich product lines." He explained that when fabric manufacturers develop new materials, clothing companies can integrate them into their designs. Using advanced textile machines is another form of local innovation. "To do this, companies must have quick response capabilities and coordination skills." One of the first steps for Romon, according to Xu, is to improve its design team. "Designers are not only artists but also craftsmen and supply chain experts. They need to translate ideas into tangible products, manage details, and source materials efficiently. Designers should be able to switch between these roles seamlessly." However, finding designers who can excel in all three areas is challenging. Xu suggested dividing the design team into three specialized groups—artists, craftsmen, and supply chain experts—to leverage each person’s strengths. Sheng Jingsheng understood that the success of international fast fashion brands stems from strong product development models and agile supply chains. Reorganizing the design team would enhance Luomeng’s R&D capabilities. At the same time, he aimed to shorten the time from order placement to delivery, targeting a 30-day cycle instead of the usual 60 days. Another challenge was ensuring material homogeneity. "If raw materials aren't consistent, production time will increase," Xu noted. Sheng added that fabric development is the longest part of the production process. Luomeng plans to integrate resources, working with international design studios, external design teams, and internal brand designers to build a fast fashion operation system. Logistics and distribution will be supported by its marketing network, ensuring the final "speed" of the supply chain.

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