谁说“男人消费不如狗？” 有男装品牌三个月卖5亿

姜琪 2026-07-14 16:08

姜琪 2026/07/14 16:08

邦小白快读

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本文核心打破了“男人消费不如狗”的刻板认知，梳理了当前男装市场的变局，给普通消费者提供了不少干货信息。

1. 当前男装市场格局分化，传统老牌男装如海澜之家、七匹狼等普遍增长承压，门店不断收缩，而一批新兴男装品牌、户外男装品牌正在快速崛起，已经出现三个月GMV突破5亿元的新锐男装品牌，男装市场仍有很大活力。

2. 给消费者选男装提供了新方向：现在除了传统老牌，还可以选择新锐品牌的高性价比平替款、功能明确的科技面料款，也有主打情绪表达的潮流款，泛户外男装也已经成为日常穿搭的热门选择，可满足不同需求。

3. 现在“女购男装”已经成为常见现象，女性消费者占比已经达到28%，男装本身退货率更低、品质更稳定，对女性消费者来说也有更高的选购性价比。

本文梳理了当前男装市场的消费变局与新趋势，能给品牌商的运营、研发提供多维度参考。

1. 消费趋势与用户特征：男装市场需求并未萎缩，还有不少新增量，女性购买男装占比已达28%，泛户外男装2025年市场规模突破1430亿元，年均增速远超行业大盘。男性消费具备低退货率、高复购、长周期特征，偏好低决策成本，更信任专业可信的内容，重视功能性与情绪价值。

2. 产品研发方向：需要顺应单品爆品化、面料科技化、场景休闲化的趋势，重点布局功能性面料研发，给产品做明确的参数化表达，提供整套穿搭方案降低用户决策门槛。

3. 品牌营销方向：传统营销转化率持续下滑，专业内容输出、创始人专业人设比网红浮夸风格更能获得男性消费者信任，搭配自有研发、精细化版型、IP私域运营可以构建长期品牌壁垒。

本文分析了男装市场的新增量机会与潜在风险，整理了已经验证的成熟玩法，能给卖家提供清晰参考。

1. 市场机会：传统男装品牌普遍收缩，市场留出大量增长空间，新兴男装、泛户外男装都是高速增长赛道，泛户外男装2025年用户规模较2019年增长90%，“女购男装”也带来新增量，女性消费占比已经达到28%，红利明显。

2. 可学习的成熟商业模式：目前已经有三种跑通的模式，一是奢侈品畅销款打版后适配亚洲身材，主打中端价格高端品质，搭配创始人专业人设、整套穿搭方案、多店铺算法触达用户；二是大IP粉丝经济+理科生思维做功能参数化产品；三是结合Z世代需求打造情绪价值+个性化设计。

3. 风险提示：这套爆款公式已经被上百个品牌复制，同质化严重，现有品牌的护城河并不深，卖家需要提前布局差异化竞争力，避免陷入价格竞争。

本文梳理了男装市场最新的需求变化，给服装工厂带来了新的商业机会与转型启示。

1. 生产端的商业机会：当前男装市场不再追求女装式的海量SKU快速迭代，反而更看重稳定的版型品质、科技功能性面料，要求产品适配亚洲男性身材，可量化的产品参数更受消费者欢迎。工厂可以依托自身生产供应链优势，对接新锐品牌做功能性面料研发、版型调整优化，抓住新品牌增长带来的供应链需求。

2. 转型做自有品牌的机会：工厂从业者本身的专业身份就是天然的信任背书，已经有工厂出身的创业者做成了三个月GMV破5亿的男装品牌，玩法就是依托对面料做工的专业认知，打造“老裁缝”“工厂老板”的专业人设，做直面消费者的电商品牌，更容易获得男性用户信任。

3. 数字化电商启示：新锐品牌多用多店铺布局结合算法反复触达目标用户的玩法，工厂转型做电商可以参考这种模式，提升用户触达效率，拉高复购率。

本文分析了男装行业的发展趋势与品牌的核心痛点，能给服务商找准业务方向提供参考。

1. 行业发展趋势：未来男装会朝着单品爆品化、面料科技化、场景休闲化方向发展，功能性面料会成为行业标配，专业内容营销会逐步替代传统营销，IP私域运营会成为品牌的核心竞争力，泛户外男装赛道会长期保持高速增长，市场空间持续扩大。

2. 品牌客户的核心痛点：传统男装品牌的核心痛点是错用女装逻辑做男装，靠海量SKU、砸高成本营销换增长，最终成本攀升增长停滞，用户不断流失；新兴男装品牌的核心痛点是现有爆款打法同质化严重，普遍缺乏深厚的护城河，需要构建新的竞争力。

3. 服务商的业务机会：可以针对性开发适配新需求的服务，比如给品牌做功能性面料研发对接、版型优化调整服务，给品牌做专业内容策划、创始人IP人设打造服务，给品牌提供多店铺布局、私域运营相关的运营服务，匹配行业新需求。

本文分析了当前男装市场的变局，给平台商的招商、运营管理提供了清晰的方向参考。

1. 招商方向：传统男装品牌整体增长乏力，新兴男装品牌、泛户外男装品牌增长势头强劲，平台可以加大对这两类品牌的招商力度，重点挖掘有供应链背景的工厂出身新品牌，这类品牌已经验证了增长模式，潜力较大，能给平台带来新的增长增量。

2. 运营管理方向：男装整体退货率比女装低20个百分点以上，库存损耗更低，平台可以针对男装特性推出适配的运营政策，比如针对“女购男装”的新消费趋势推出专题流量扶持，针对男装内容种草转化高的特点，扶持品牌做内容种草、直播运营，助力品牌增长。

3. 风向规避：当前大量新锐品牌复制同一套爆款打法，同质化问题已经显现，平台需要提前引导品牌做差异化发展，避免恶性同质化竞争，维护平台男装品类的良性生态，降低后续增长风险。

本文梳理了当前中国男装产业的最新发展动向，总结了新商业模式与待解决的产业问题，具备较高的研究参考价值。

1. 产业新动向：当前传统男装产业进入衰退期，头部老牌如海澜之家等持续关闭门店，利润增长接近停滞，核心品牌营收连续下滑，市场出现明显的格局重构，新锐男装品牌与户外品牌抢占市场份额，诞生了三个月GMV破5亿的新锐项目，“女购男装”成为新的消费现象，女性消费占比提升至28%，泛户外男装成为新的增长点，2025年市场规模已经突破1430亿元。

2. 新商业模式总结：目前行业已经跑出三种成熟的新锐男装商业模式，分别是奢侈品打版平替+创始人专业人设+整套穿搭方案+多店铺算法触达模式、大IP粉丝经济+功能参数化产品模式、情绪价值共鸣+个性化设计模式，三种模式都验证了商业可行性。

3. 产业新问题：当前新锐品牌的爆款打法同质化严重，护城河普遍较浅，产业待解决的核心命题是如何在满足男性“不出错”需求的基础上，激发用户新的购买冲动，这一问题值得产业界进一步研究探索。

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Quick Summary

This article challenges the common stereotype that "men’s spending power is lower than dogs’", sorts through the current shifts in China’s men’s apparel market, and provides practical insights for general consumers.

1. The market is currently bifurcated: traditional established brands such as HLA and Septwolves are facing widespread growth pressure and continuing to shrink their store networks, while a new wave of emerging and outdoor-focused men’s apparel brands is rising rapidly. One new brand has already hit 500 million yuan in GMV within three months of launch, demonstrating the market still holds significant vitality.

2. The article offers new guidance for men’s apparel shoppers: beyond traditional legacy brands, consumers can now choose high-quality affordable alternatives from emerging brands, tech-fabric pieces with clear functional features, trendy styles centered on emotional expression, or general outdoor apparel that has become a popular daily wear option, catering to a wide range of needs.

3. "Women purchasing men’s apparel" has become a widespread trend, with women accounting for 28% of all men’s apparel purchases. Men’s apparel generally has lower return rates and more consistent quality, offering stronger value for money for women shoppers.

This article sorts through current shifts and emerging trends in men’s apparel consumption, providing multi-dimensional insights for brand operations and product development.

1. Consumption trends and user characteristics: Overall demand for men’s apparel is not shrinking, and there is substantial new growth. Women already account for 28% of men’s apparel purchases, and the market size of general outdoor men’s apparel is projected to exceed 143 billion yuan by 2025, with an average annual growth rate far outpacing the overall industry. Male consumers are characterized by lower return rates, higher repurchase rates, longer purchase cycles, a preference for low decision-making costs, greater trust in professional, credible content, and higher value placed on functionality and emotional resonance.

2. Product development direction: Brands need to align with the trends of hit single-product strategy, technical fabric innovation, and casualization for diverse scenarios. Prioritize research and development of functional fabrics, add clear parameter descriptions to products, and offer complete outfit solutions to lower the barrier for consumer decision-making.

3. Brand marketing direction: Conversion rates of traditional marketing continue to decline. Professional content output and a professional personal brand for the founder gain far more trust from male consumers than the over-the-top style of internet celebrities. When combined with in-house R&D, refined sizing, and IP-driven private domain operations, this can build long-term brand moats.

This article analyzes new growth opportunities and potential risks in the men’s apparel market, compiles validated, proven business strategies, and provides clear guidance for sellers.

1. Market opportunities: Traditional men’s apparel brands are broadly contracting, opening up substantial new room for growth. Emerging men’s apparel and general outdoor men’s apparel are both high-growth segments. By 2025, the user base of general outdoor men’s apparel will have grown 90% from 2019 levels, and the "women buying men’s apparel" trend has also unlocked new growth, with women accounting for 28% of total consumption, creating clear market dividends.

2. Proven, validated business models: Three scalable business models have already been proven successful: 1) Pattern adaptation of best-selling luxury styles to fit Asian body types, positioning as mid-price with premium quality, paired with a professional founder persona, complete outfit solutions, and multi-store algorithmic user targeting; 2) Big IP fan economy paired with a "STEM-minded" approach to building functionally parameterized products; 3) Building emotional value and personalized design to meet Generation Z demands.

3. Risk warning: This hit-product formula has already been copied by hundreds of brands, leading to severe homogenization. Existing brands generally lack deep competitive moats, so sellers need to build differentiated competitiveness early to avoid being drawn into price competition.

This article sorts through the latest demand shifts in the men’s apparel market, and outlines new business opportunities and transformation insights for apparel factories.

1. Opportunities on the production side: Unlike women’s apparel, today’s men’s apparel market no longer prioritizes rapid iteration of massive SKUs. Instead, it values consistent sizing and quality, technical functional fabrics, fits tailored for Asian men, and products with quantifiable performance parameters, which are widely popular among consumers. Factories can leverage their supply chain advantages to partner with emerging brands on functional fabric R&D and sizing adjustment and optimization, capturing the new supply chain demand driven by the growth of new brands.

2. Opportunities to transition to own-brand operations: A factory operator’s inherent professional expertise acts as a natural trust endorsement. A startup founded by former factory insiders has already built a men’s apparel brand hitting 500 million yuan in GMV within three months. The strategy relies on professional knowledge of fabrics and craftsmanship, building a professional persona as an "old tailor" or "factory owner" to build a direct-to-consumer e-commerce brand, which easily gains trust from male consumers.

3. Digital e-commerce insights: Emerging brands commonly use the strategy of multi-store positioning paired with algorithmic repeated targeting of core users. Factories transitioning to e-commerce can adopt this approach to improve user reach efficiency and boost repurchase rates.

This article analyzes development trends in the men’s apparel industry and core pain points for brands, providing guidance for service providers to position their business direction.

1. Industry development trends: Men’s apparel will continue to move toward a hit single-product model, technical fabric innovation, and casualization for diverse scenarios. Functional fabrics will become an industry standard; professional content marketing will gradually replace traditional marketing; IP-driven private domain operations will become a core brand competency; and the general outdoor men’s apparel segment will maintain long-term high growth with continuously expanding market size.

2. Core pain points for brand clients: The core pain point for traditional men’s apparel brands is that they incorrectly apply women’s apparel logic to men’s apparel, pursuing growth via massive SKUs and high-cost marketing, which eventually leads to rising costs, stagnant growth, and continuous user attrition. For emerging men’s apparel brands, the core pain point is severe homogenization of existing hit-product strategies, and most lack deep competitive moats, requiring support to build new competitive advantages.

3. Business opportunities for service providers: Service providers can develop customized services to match new demand, including: connecting brands with functional fabric R&D resources and providing sizing optimization services; creating professional content strategies and building founder IP personas; and offering operational services for multi-store positioning and private domain operations, all aligned with the industry’s new needs.

This article analyzes current shifts in the men’s apparel market, providing clear guidance for platforms on merchant recruitment and operations management.

1. Recruitment direction: Traditional men’s apparel brands broadly face sluggish growth, while emerging men’s apparel brands and general outdoor men’s apparel brands show strong growth momentum. Platforms can increase recruitment efforts for these two categories, with a focus on sourcing new brands founded by factory backgrounds with existing supply chain advantages. These brands already have validated growth models, hold significant potential, and can bring new growth increments to platforms.

2. Operations management direction: The overall return rate for men’s apparel is more than 20 percentage points lower than for women’s apparel, leading to lower inventory waste. Platforms can launch tailored operational policies aligned with men’s apparel’s unique characteristics: for example, launching dedicated traffic support for the new "women purchasing men’s apparel" consumption trend, and supporting brands with content seeding and live stream operations given men’s apparel’s high conversion rate from content seeding, to help brands grow.

3. Risk mitigation: A large number of emerging brands are currently copying the same hit-product formula, and homogenization is already a visible problem. Platforms need to guide brands toward differentiated development early to avoid vicious homogeneous competition, maintain a healthy ecosystem for the platform’s men’s apparel category, and reduce future growth risks.

This article sorts through the latest development trends of China’s men’s apparel industry, summarizes new business models and outstanding industry issues, and offers high research reference value.

1. New industry trends: The traditional men’s apparel industry is now in a recession period. Leading legacy brands such as HLA continue to close stores, see nearly stagnant profit growth, and report consecutive year-on-year revenue declines for core brands. The market is undergoing clear structural restructuring: emerging men’s apparel brands and outdoor brands are capturing market share, with one new emerging project hitting 500 million yuan in GMV within three months. "Women purchasing men’s apparel" has emerged as a new consumption phenomenon, with women’s share of total men’s apparel consumption rising to 28%. General outdoor men’s apparel has become a new growth driver, with its market size projected to exceed 143 billion yuan by 2025.

2. Summary of new business models: Three mature, proven business models for emerging men’s apparel brands have emerged: 1) Luxury pattern adaptation for affordable alternatives + professional founder persona + complete outfit solutions + multi-store algorithmic user reach; 2) Big IP fan economy + functionally parameterized products; 3) emotional value resonance + personalized design. All three models have validated commercial viability.

3. New industry issues: Current hit-product strategies for emerging brands face severe homogenization, and most have shallow competitive moats. The core unresolved question for the industry is how to stimulate new purchase impulse from consumers while meeting men’s core demand for "no wrong choices". This issue merits further research and exploration by industry stakeholders.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

I am a Brand Seller Factory Service Provider Marketplace Seller Researcher Read it again.

从“颓势”到“暗涌”，男人的衣柜正在悄然发生变化。

文丨姜琪 编辑丨杨谭

【亿邦原创】“男人的消费不如狗”——这个流传多年的梗，随着近两年宠物赛道的爆火，似乎又在被反复验证。

走进任何一家传统百货商场，男装楼层往往是整栋楼里最冷清的区域，铺位被美妆、餐饮、生活方式集合店不断挤压，曾经占据半壁江山的男装柜台，正以肉眼可见的速度萎缩。

比如海澜之家，这个号称“男人的衣柜”的国民品牌，2025年加盟店净关闭369家（新开57家、关闭426家），全年营收216.26亿元，但利润增长接近停滞，其核心主品牌“海澜之家系列”连续两年下滑。与此同时，公司分销及销售费用也在持续攀升，占营收比例已达24.5%。这意味着，品牌在花更多的钱，卖更少的货。

事实上，不止海澜之家，像七匹狼、报喜鸟等一批传统服饰品牌同样承压，这一切似乎都在告诉市场：男装不行了。

然而，就在传统品牌节节败退的同时，一批新兴男装品牌正在崛起，他们用技术面料、场景化穿搭和情绪价值，重新撬动男性的购买意愿，更有新锐男装品牌三个月GMV突破5亿元。在传统品牌收缩，新品牌放量这样的消费变局下，到底谁能握住男装市场真正的命门？

被忽略的男性消费需求

要理解男装市场的变局，首先要理解男性消费者，相比女装行业，男装市场的底层逻辑截然不同。

女装一直被诟病的就是退货率问题。长期以来，电商平台女装退货率普遍高达50%-60%，部分商家甚至达到75%。而男装退货率通常在30%-40%之间，基础款和商务款的退货率更是远低于此。

这意味着，男装品牌不需要像女装那样将大量成本耗损在逆向物流和库存折价上，这种极低退货率，可以带来更多确定性利润。

甚至是，当女装因尺码失真、面料敷衍、货不对板、预售期长等问题而劝退消费者时，男装稳定的品质和尺码体系正成为女性消费者新的选择。这种信任，直接转化为更低的流量获取成本，也撬动了新的增量。

亿邦动力此前曾报道，女性在男装市场的消费占比已从15%飙升至28%，“女购男装”已成为不可忽视的市场现象。（参考阅读《最惨618，女购男装火了》）

不同于女装爆款迭代飞快，男性更希望款式简单、穿搭长久，他们不追逐所谓的潮流，追求的是一种“不出错的体面”。张野是95后上班族，工作地点在上海，他多次提到，如果找到一个版型、品质都合身的品牌，能穿两三年不换。因此衣柜里有很多是同款衣服买两三件。“大部分男生都这样，试错意愿很低。只要没有明显问题，不愿意花时间去重新筛选。”

而他的女友则截然不同，“她每周至少要收3-10个快递，但也要退掉3-10个，不是腰身不合适，就是版型不对。我一般就是能套进去就行，实在套不进去，想着瘦了还能穿，先留着。”他说。

这种消费心态，使男装呈现出典型的“长周期、高黏性”特征。有数据显示，男性消费者中，74%的人2年以上才换购一次，品牌复购率集中在50%-70%区间。男性一旦找到合适的版型和品牌，往往形成长期稳定的购买习惯。

蔚微长期为父亲购置衣物，她常吐槽称，“男装来来回回就那几样，西裤、衬衣和外套，以及那些固定品牌，设计版型也没什么花样。”但其父亲并不在意，在他看来，上述款式已经足够满足基本穿衣需求。

与女性更享受逛街、精心挑选的体验不同，男性消费者似乎天然厌恶繁琐的挑选过程。一套搭配好的方案、一个值得信赖的品牌，远比海量的SKU更能打动他们。

这些似乎也解释了部分传统男装品牌为何陷入困境，他们用做女装的逻辑做男装——追求款式迭代、铺货海量SKU、押注营销造势，却忽略了男性消费者真正需求。

谁能抢走男人的衣柜？

当传统品牌还在用“男人的衣柜”的旧故事讨好消费者时，一批新锐品牌已经找到了新的引爆点。

做了15年国际服装贸易的Star，2025年转行做男装测评博主。对于面料成本、做工要求、辅料价格，他轻车熟路，“衣服一到手，什么面料、什么成分、大概多少钱，基本就能估出来”。

在他看来，从电商平台涌现出的爆火新锐品牌，打法高度相似：打版奢侈品牌畅销款，再针对亚洲男性身材做局部调整，然后用“同款品质、更低价格”制造“超值”的错觉，促成下单。

这套打法能跑通，还有一个关键变量——创始人亲自下场。

Star称，男性消费更看重真实可信。“老裁缝”、“工厂老板”、“深耕行业十几年的主理人”——这些人设自带专业背书，讲面料、讲剪裁、讲供应链，天然有说服力。男装主力消费人群在30-45岁之间，认同务实人设，反感网红浮夸风格。创始人沉稳专业的形象，也能精准击中目标客群的审美偏好。

秦磊男装就是这套打法的典型。创业之初，秦磊就去奢侈品店买回畅销款打版复制，主打“中端价格、高端品质”。直播间里讲面料、讲故事、讲搭配，三个月GMV做到5个多亿。

但秦磊男装的爆火，还在于他们切中了男性“不想动脑子”的消费本能——直接给出一整套搭配方案，从单品到组合，从颜色到风格，全部打包好。直播间场景渲染到位，模特上身效果一展示，下单几乎就成了自然而然的事。

有人称，服装行业卖到最后，卖的是“客户眼中的自己”。秦磊男装直播间不断输出男性风格定义，让消费者觉得“穿上我就是那个样子”。创始人亲自出镜讲面料、讲剪裁，品牌的品味感和信任感叠加，进一步降低了决策门槛。

再加上秦磊男装在电商平台有上千家店铺，利用算法可反复触达目标客群。这套组合拳打下来，复购率被拉到极高的水平。

靠硬核数码测评和影视内容圈粉千万的影视飓风，走的也是“强IP”路径。2024年初，影视飓风开启直播带货，销售自有品牌STORMCREW。单月销售额达1000万-2500万元，男性粉丝占比超80%。仅一款凉伴T恤，全平台卖出20万件。

影视飓风的电商生意能跑通，吃的是粉丝经济的红利——创始人Tim的个人IP自带流量，获客能力远超同行。粉丝把买衣服当成支持偶像的方式，纷纷从优衣库等品牌转投而来。

但光靠IP还不够。真正促成复购的，是产品切中了男性消费的另一核心诉求——功能性。Star在测评中发现，女性很少主动关注硬性指标，男性则会主动追问面料成分、工艺。“现在大部分男装先看面料成分、克重、剪裁工艺，最后对比价格。”

影视飓风的凉伴T恤，集“凉感、抗菌、防螨、速干、防晒、不易皱”六大功能于一身，客单价定在了79元。用理科生思维做衣服，把服装行业当作3C数码来做——参数明确、功能导向，恰好对上了男性的消费逻辑。

制图：亿邦动力

当然，伴随当今的消费市场环境，功能性不止体现在物理参数上，还包括情绪价值。

新锐品牌BJHG，以“不计后果，只计温度与态度”为品牌内核，精准共鸣Z世代反内卷、重自我表达的心理诉求。不少服饰可拆卸、可重组、可DIY，把实用性和态度结合，让穿搭变成一种自我宣言。依靠给用户更高的情绪价值，BJHG设计销量翻5倍，年销达8亿元。

综合来看，Star认为，“单品爆品化、面料科技化、场景休闲化” 是未来男装市场发展的主流趋势，功能性面料会成为基础标配，适配不同人群。更多品牌也会布局穿搭、面料实测等内容；而传统营销转化率将持续下滑，用户更信任专业、透明的内容输出。

如此一来，具备自有面料研发、精细化版型、IP私域运营能力的品牌将形成长期壁垒。

男人们的钱还流向了哪里？

传统男装品牌守不住的市场，除了被新锐网红品牌吃掉之外，还有一部分被运动户外品牌截胡。

始祖鸟的母公司亚玛芬体育2025年上半年营收同比增长23%至27亿美元，大中华区营收同比增长42%至8.56亿美元，其中35-55岁中产男性贡献了始祖鸟62%的销量。其蛇年限定冲锋衣定价8200元，官网上线后迅速售罄。

Lululemon的男装业务同样凶猛。2024年，Lululemon在北京颐堤港开出亚太首家男装独立店，男性消费者进店频次不亚于隔壁女装店。当年前三季度，Lululemon男装业务同比增长11.6%，持续超过女装增速。2025财年第二季度，男装业务更是保持6%的同比增长。管理层也曾提出要在2026年实现男装业务翻倍的目标。

为什么是户外？

一方面是社交场景变了。新中产们的周末，不再挤于酒桌与包间，而是出现在山野徒步、城郊露营、飞盘和骑行途中。衣服的功能属性正在压倒社交属性，一件硬壳冲锋衣，既可以是一套装备，也是一种新的社交货币。

另一方面，与传统服饰品牌对比下来你会发现，户外品牌讲出了一套更高级的科技叙事。防水透气指数、面料克重、温控系统、无缝压胶工艺——这些可量化、可比较的指标，远比传统男装“版型挺括” “面料舒适”的话术，更能让男性消费者产生“值这个价”的心理认同。

更关键的是，“泛户外”正在成为一种日常穿搭。2025年，中国户外服饰市场规模已突破1430亿元，年均复合增长率远超传统服装行业大盘，户外运动消费用户数较2019年增长90%，消费频次翻倍有余。2025年第四季度，户外品类更是实现了量价齐升：销售额增长13.5%，销量增长8.6%，均价同步上探4.8%。可以看出，户外休闲风的“松弛感”，正在被越来越多男性青睐。

当一个男人愿意花上千元买一件冲锋衣、花近千元买一条运动裤的时候，我们发现，男装消费，或许并不缺需求，缺的是被精准点燃的理由。

如今，服装品牌的平均存活周期越来越短。打版大牌、创始人IP、讲面料讲穿搭，这套被验证的爆款公式，正被上百个新品牌同时复制。秦磊男装们的护城河，或许并不比海澜之家们更深。但他们更懂新时代下的男性用户，更会为他们提供情绪价值。

当所有人都学会讲科技故事时，科技就不再是故事。当所有直播间都站着一位“老裁缝”时，信任也就回到了起点。男装生意的下一个命题或许是：在“不出错”之外，如何让男人产生一次“想买”的冲动。这个问题，需要更多品牌给出新答案。

亿邦持续追踪报道该情报，如想了解更多与本文相关信息，请扫码关注作者微信。

文章来源：亿邦动力

FAQ回顾

当前男装市场的发展趋势是什么？

当前男装市场呈现单品爆品化、面料科技化、场景休闲化三大主流趋势，功能性面料会成为基础标配，更多品牌会布局穿搭、面料实测类内容，具备自有面料研发、精细化版型、IP私域运营能力的品牌将形成长期竞争壁垒。

男性服装消费有哪些典型特征？

男性服装消费呈现长周期、高黏性特征，74%的男性2年以上才换购一次服装，品牌复购率集中在50%-70%区间；更看重款式简单、品质稳定，厌恶繁琐挑选过程，优先关注面料成分、工艺等硬指标。

新锐男装品牌的常见运营打法有哪些？

新锐男装品牌常见打法包括打版奢侈品牌畅销款后适配亚洲男性身材，主打同款品质更低价格；创始人亲自出镜打造专业人设提升信任度；提供成套穿搭方案降低用户决策门槛，同时主打产品功能性或情绪价值契合需求。

户外服饰为什么深受男性消费者喜爱？

一方面当下社交场景转向山野徒步、露营等户外场景，户外服饰功能属性突出，可作为新社交货币；另一方面户外品牌的科技叙事可量化可对比，更容易获得男性认同，泛户外穿搭也契合当下追求松弛感的潮流。