Shoe Enterprises To Implement Strategies Of "Double Brands" To Avoid Risks

At present, because of the blind competition among shoe enterprises, the price of shoes is becoming lower and the profit is very low. If the shoe companies want to change the situation, they will directly operate in the way of brand operation. If the product and brand do not improve, the price increase will reduce the competitiveness of enterprises.

In order to avoid market risks, many brands should use second brands as strategic brand and avoid fierce competition, so as to fully import modern brand management system, improve the technological content of products and raise the price. On the way of walking on two legs, we should establish brand operation mechanism and gradually get rid of the dilemma that the more products are sold, the lower profits will be.

The twelfth China (Jinjiang) International Footwear Industry Fair has just come to a close, and wild power brought FIFA to attend this event, attracting many media attention. In 2010, the world economy began to get out of the gloom of the economic crisis. The world cup in South Africa will be held soon. The cooperation between wild force and FIFA is very timely. The two sides will carry out all-round cooperation in brand, product, channel and market, so as to provide FIFA FIFA official products for Chinese football fans.

This cooperation not only proves that the wild industry is constantly moving forward and pursuing the industry leading attitude, but also has important strategic significance: first, the alliance with the fashion sports products and the alliance with FIFA will make the brand character of the wild fashion movement more distinct, learn from the FIFA product development and design, and help the wild sports to break through in the competitive sporting goods market; secondly, as a strategic alliance, the wild force will be able to use the official official logo of FIFA in all products, which will undoubtedly greatly enhance the competitiveness and differentiation of the wild products. Thirdly, the wild force is currently positioning the two or three line market, while FIFA is positioning the high-end market, and the two complement each other, forming a complementary role, which helps to increase the market share of the wild power and occupy the market channel.

Moreover, it is also important not only to occupy the domestic market, but also to develop the international market. Anta is a leading position in China, and it is not easy to have a place in the world.

Therefore, if Anta wants to look at the world, it must acquire an overseas famous brand, create a world brand, and radiate the whole world. Anta Asia brand will gradually penetrate the western market. The acquisition of a well-known overseas brand is easy to get the recognition of overseas consumers and expand the international market rapidly.

So, in August 09, Anta acquired the FILA from BELLE international. FILA has a history of nearly 100 years, and is the world's top sports brand. The product line includes tennis, running, fitness, golf, yoga and other sports series. Its unique style, elegant temperament and quality products make it influential in the world. Thanks to its excellent brand building and elegant product design, FILA has won the praise of "the representative of art and the model of luxury". Famous brands, countless praises, excellent quality and unique design make FILA sell well in France, Rome, the United States, Japan and other more than 30 countries.

FILA is a world-renowned sportswear brand, positioned in the high-end segmentation market, providing Anta with the opportunity to expand China's high-end market and achieve complementary advantages. In addition, FILA has obvious advantages in international brand effect and technology research and development, while Anta's main advantages are in supply chain management and terminal sales. Anta's acquisition of FILA will enhance its competitiveness and accelerate its entry into China's high-end sporting goods market.

Another strategic role is that the strength and scale of enterprises have improved rapidly, and in a relatively short period of time, they surpassed Lining as the first brand in the country and narrowed the gap with the world's leading enterprises.

It can be said that the implementation of the "double brand" or even "multi brand" strategy is the oldest ancestor of sports brand Nike. In 2003, in order to diversify its products, Nike bought a century old brand CONVERSE for $more than 300 million, and the investment immediately returned. By the end of 04 years, sales of Nike's "non Nike" brand increased to $430 million, an increase of 64%, of which CONVERSE accounted for 3/4 of sales. Nike's total business revenue during the same period was $3 billion 600 million, an increase of 18%, of which 4 percentage points came from CONVERSE's contribution. John Holland, publishers of sports goods intelligence, an industry magazine, said: "CONVERSE's acquisition will bring more acquisitions, nothing else, because this is the road to growth." Yes, "nothing else, because this is the road to growth." "Double brand strategy" can make up for the "single brand" can not be involved in the level, which is why export oriented footwear enterprises to sell domestic market is a more feasible strategy.