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The journey of BONO, the e-commerce initiative launched by the Good News Bird Group, reflects both ambition and struggle in transforming traditional industrial strengths into digital advantages. The challenge was clear: how to shift from a conventional clothing business model to a new online brand with sustainable growth. The response was to adopt an industrial mindset, combining the strategy of "making profits while investing and producing" to build a new brand identity.
Initially, BONO started as a single business men's clothing line, but it gradually evolved into a full range of men's fashion design. Despite twists and turns, the company remained in the trial-and-error phase. In August 2009, when a reporter from Fang Xiaobo, the board secretary of the Good News Bird Group, was interviewed about the success of their e-commerce efforts, he responded modestly, saying, "We are still not doing enough well!" and refused to discuss further. This low-key attitude contrasted sharply with the grand announcements made two years earlier when the group declared its entry into e-commerce.
The official BONO e-commerce site showed a message that the "Good News Network Mall is upgrading and temporarily closed," redirecting users to other pages. Meanwhile, in major online platforms like Sina, Sohu, and Netease, there was little to no promotion of the Good News Bird brand. Instead, BONO focused on launching offline stores such as Carl Bono and Bono Tailor, targeting different customer segments with distinct positioning. This "online + offline" approach aimed to bridge the gap between digital and physical retail, but it also raised questions about whether this truly represented e-commerce or just a hybrid model.
Before 2007, the rise of PPG had shaken up the garment industry, pushing many companies to rethink their strategies. At that time, the Shanghai Bao Birds Costume Company, under the Good News Bird Group, was preparing for an e-commerce transformation. In August 2007, the Good News Bird Group successfully listed on the Shenzhen Stock Exchange’s SME Board, raising 302.4 million yuan, becoming Wenzhou’s first footwear industry listed company. A week later, the BONO brand was officially launched, followed by the launch of the EBONO e-commerce website on October 8, marking the beginning of its online direct sales journey.
The initial reaction from the market was mixed. Supporters believed BONO had three key competitive advantages over other online-only brands: an independent design team, access to high-quality fabric suppliers, and advanced production capabilities. These factors were expected to give BONO an edge in product quality over competitors like PPG and VANCL. However, critics pointed out that these advantages didn’t necessarily translate into cost efficiency or price competitiveness. With prices significantly higher than online rivals, BONO struggled to gain traction in the crowded e-commerce space.
Despite early investments and ambitious plans, BONO faced setbacks. The departure of its former CEO, Tian Jian, from Yahoo China, sparked speculation about the failure of its e-commerce experiment. Internal restructuring and strategic shifts followed, including a move from focusing solely on business attire to expanding into fashion and casual wear. This change came at a cost, as prior marketing campaigns emphasizing the "business man" image were essentially discarded.
By 2008, BONO began shifting back to offline operations, opening community-based custom shops under the Bono Tailor brand. These stores served as both retail spaces and experience centers, allowing customers to try on clothes before purchasing online. This hybrid model aimed to reduce costs and mitigate financial risks, but it also blurred the line between e-commerce and traditional retail.
Ultimately, BONO’s journey highlights the challenges of transitioning from a traditional brand to an e-commerce-driven business. While the company managed to increase brand awareness and revenue, it never fully captured the same momentum as PPG or VANCL. The story of BONO serves as a cautionary tale about the complexities of digital transformation and the importance of aligning strategy with market realities.