Brand Family Management

As the leader of sports shoes, Adidas announced that the 3 billion 800 million acquisition of Reebok has given us more associations. What kind of sensation will Adidas and Reebok's loyal brand consumers cause by the association of the two sports shoe giants?

And how will Adidas carry out effective management of "family style"?

From a single market analysis, Adidas's marriage to Reebok will give the powerful family a new win-win situation. The positive reaction of the stock market after the news of the merger is the best witness.

From the perspective of marketing, Adidas has a much stronger share in the European and Asian markets, while Reebok has some overlords in the US. From the marketing attribute, Adidas focuses more on real athletes and sports professionals, while Reebok has more fashion and music links, providing sports shoes and sports culture for young people who love sports.

The combination of the two should be perfect marriage.

However, the combination of the two is not necessarily harmonious and harmonious.

As a market segmentation, the two major brands that slaughtered the market area naturally need more running in period in the external image. However, the market mismatch segmentation method between splitting professional sports and love sports does not seem to really prevent possible conflicts between the two.

Let the brand move.

The two brands belong to the strong, and they are strong athletes. They have many fans respectively. In order to make family harmony, both parents and fans, they must give enough space and shout to them, instead of seesaw games with donkeys and elephants in the United States.

To foster the support rate of the same objects or objects in the same area or different regions, it is necessary to take steps to show "husband and wife". After all, marketing is not a simple game like "1+1=2".

We all know that life is in sports, enterprises should cultivate a good brand, or run a good brand, regardless of calcium supplement or zinc supplement, but we must give consumers the reason to love you.

Adidas marries Reebok, and it will certainly grow Adidas's family prestige from the profits and market of the enterprise. But for the operation of the two brands, this does not mean that it is very happy and happy.

In our business community, there are many strong and strong cooperation. Because of the problem of bias or bias, there are always two consequences.

The author believes that a strong brand looks at another strong brand, and there are three possibilities in the same room: first, the positioning of the consumer groups in the two brands is misplaced marketing, such as high and mid-range products, or different specifications of similar products, so that they can be brought together and coexist harmoniously. First, the two brands themselves have the same product attributes, while the consumer groups are identical, and the problem of elbow bias exists within the enterprise, which is easy to stifle another brand; another possibility is that the two brands combine to create a new brand, such as the cooperation between Dongfeng Motor and Nissan, SONY and Ericsson.

The effect of brand is just like the black ant rule advocated by the author.

A row of black ants, we cut off the last one, the front team will continue to walk neatly; if the middle one is cut off, the front is still neat, and the back is running around; if the first one is cut off, the whole team is like a frying pan.

The same is true of the brand effect. Many domestic brands collapsed overnight, because they suffered the most critical blow, and the chain behind them simply couldn't connect.

Therefore, some entrepreneurs seek to cultivate multi brand strategy as one of the means to avoid enterprise risk.

Brand movement is one of the effective management means of enterprise operation brand.

When our entrepreneurs often make brand management, they only draw a line to the brand, a brand can only be positioned in the high-end products, but because of the market segmentation and even the choice of consumers, the market often does little, and the total profit will not go. It will often cause jealousy. It will produce the high-end brand to do the low-end market. The result is that the brand value has fallen sharply, and the loyal consumers are losing.

YOUNGOR clothing was originally led to make shirts, and later developed into suits and casual wear. Because of the numerous brands of shirts in China, YOUNGOR took a beautiful step in shaping the professional brand of shirts. At that time, many people wore the shirts of YOUNGOR brand as the glory. But later, YOUNGOR could not bear the loneliness of a small market share and expand the product line. The single shirts market reached thousands of specifications from tens to thousands of dollars. Although a large number of low-end consumers were online, they lost a lot of high-end consumers.

It is also a large clothing market occupying all the market. Shan Shan has taken another way. As a professional suit maker, Shan Shan has adopted the brand incubation project to avoid the loss of brand value. It has hatched more than 10 brands, occupying a considerable market share, and not damaging any value of the Chinese fir.

Separating brand attributes

As the author has analyzed before, the marriage of the two strong brands will inevitably lead to three possibilities, and the combination of the two must seek to integrate stage by stage, so that the two brands can blend together to reach the best expectation of the purchaser and the purchaser.

Lenovo announced the acquisition of the PC part of IBM after 1 billion 250 million yuan, and embarked on three stages of integration.

In the first stage, new Lenovo will strive to fulfill its commitments to customers, employees and shareholders, including maintaining existing customers, maintaining product leading and efficient business operation, initiating and promoting company brand, and motivating employees' work enthusiasm.

In the second stage, the new Lenovo will strive to enhance our competitiveness through brand, efficiency and innovation, including improving operational efficiency, upgrading Think brand equity, promoting Lenovo brand in all parts of the world, building global innovation and performance culture, and developing new products and new markets with clear objectives.

The third stage, through the strong investment in the selected market, to expand the investment to achieve the company's active profit growth.

Although there are a few strategic thinking, this adds a lot of mystery to the classic case of ants eating elephants.

Brand mergers and acquisitions mainly result in two major effects.

First, the scale of enterprises is increasing rapidly. This is a shortcut for "one breath to eat fat" for enterprises eager to enter the world's top 500 or expand their influence.

Lenovo's acquisition of IBM will enable us to enter the world top 500 with us $12 billion.

The large scale production of enterprises will lay a solid foundation for enterprises to become stronger.

Another direct effect is that the market needs to be further subdivided, and a single enterprise needs to re adjust its management system by running two or more strong brands.

Such as Adidas's cooperation with Reebok, consolidating Adidas's advantages in Europe and Asia by consolidating the global market, consolidating Reebok's unique advantages in the United States, giving full play to the different influence of the two groups in the United States in the regional market; strengthening the popularity and loyalty of Adidas in professional sports competitions on the brand appeal, participating in the grand sports event, giving the global consumers the concept of "sports brand" and "sports professionals", and strengthening the Reebok as the personality brand of sports and sports enthusiasts, combining sports, music and fashion to create a cutting-edge cultural value for the youthful and cool young people.

The brand positioning of a brand or a company must be accurate.

Are you positioned at the low end or middle end or high end, are you targeting children, young people or old people? Are you positioned in the city or in the countryside?

For sellers, the positioning of a brand is to give consumers a clear reason for their purchase; and for competitors, the brand positioning suitable for their enterprises and products can be more tenable; for the enterprise itself, positioning is the best medicine to ensure brand youthful persistence.

Clear and accurate brand positioning is an enterprise's strategic problem, that is, what the brand can do and what can not be done needs to be clear, and it can resist some big temptation and operate according to the established brand positioning strategy.

Multi brand management and subdivision are most successful than Procter & Gamble, Head and Shoulders, rejoice, PANTENE and other brands. Only in shampoo single market, Head and Shoulders's dandruff, softer compliance and PANTENE's "nutrition and hair health shine" function are subdivided one by one, and become the occupant of a unique subdivision concept.

The same is the automotive industry, Volvo will be the "world's safest car", for the car, this is a very enviable positioning, to BMW's strength, to create the "most complete car" is not impossible, BMW knows that this is a loss of gain, so put this temptation, continue to occupy their own traditional advantages positioning "driving pleasure."

With the same brand positioning as competitors, you never want to overtake it, go to the opposite side, and erect your brand.

The most typical one in this respect is the banner of Pepsi Cola.

The early Coca-Cola was based on "orthodox".

You want to drink coke, only Coca-Cola is the most authentic and classic.

Then how did Pepsi Cola enter the market?

They found that most of the consumers of Coca-Cola were adults, because only adults could like authentic things.

Therefore, they positioned themselves as "the choice of the new generation" and locked the brand personality in "anti tradition".

In terms of product packaging basic colors and image endorser, Coca-Cola is the opposite of Coca-Cola.

Coca-Cola uses red (warm colors), Pepsi Cola uses blue (cool colors), Coca-Cola's image spokesperson is handsome or beautiful, Pepsi Cola is cool or alternative.

Only in this way can we highlight our competitive edge.

Blindly follow the positioning, certainly no good end.

Only by highlighting your own brand characteristics can you compete with your strong competitors.

The key of brand family management lies in the classification of brand attributes and the definition and segmentation from the consumer group.