Anta'S "First Line" Title Is Hard To See.

In the face of international brands, every Chinese sports brand is trying to narrow the gap.

In June 23rd, Anta reached a strategic cooperation agreement with the Chinese Olympic Committee, becoming a partner of the Chinese Olympic Committee's sports apparel for 2009-2012 years and a partner of the Chinese sports delegation for 2009-2012 years.

The scope of this cooperation is widely known by Mr. Ma, director of the market development committee of the Chinese Olympic Committee.

This is also a powerful measure for Anta to stabilize the first sports brand in China.

Of course, Anta's opponents, the global brand network, are unwilling to lag behind, and have sponsored the Asian Games in Guangzhou. PEAK has signed 6 NBA players in one breath.

At this point, China's sporting goods market has entered the era of scrimmage.

Ding Zhizhong, Anta's boss, has made many bold statements: making the first brand of China's local sporting goods.

But to make the first brand is not easy, and for Anta, it needs to face many difficult challenges.

First, Anta's ability to effectively use sports resources is doubtful.

First of all, after the holding of the Olympic Committee, China will provide champion equipment for 11 major international games including the 2010 Vancouver Winter Olympic Games, the 2010 Guangzhou Asian Games and the 2012 London Olympic Games in the next four years.

This year, Jankovic and Zheng Jie were signed again, which made the public officials question Anta's ability to use resources.

We all know that in general, the ratio of the proportion of sponsorship activities to promotion activities should be 1:1 in principle. Nike's ability in this regard is obviously beyond the Anta's domestic enterprises in the short term from the 1:3 data.

Anta listed annual report data show that the company last year marketing costs up to 700 million.

This year, with the increase of sponsorship fees, how Anta can plan its own sponsorship plan and make a budget is worth looking forward to.

In addition, even if Anta's funds are put in place, it will also face the specialization of sports marketing and the implementation of marketing.

In this field, Anta is clearly not on the same level as Li Ning Co.

Even the Li Ning Co is facing great breakthroughs in this area, and we can imagine the challenges Anta will face.

After signing Jankovic and Zheng Jie, Anta saw the photos of Jankovic on the promotional photos of Anta and Kong Linghui's endorsement of Anta's similar actions. This shows that Anta has serious defects in sports marketing innovation.

If the ability to exercise the resources of sports is not fully utilized, if Anta fails to solve it quickly, it will be possible for the huge investment of Anta to get rid of it.

Two.

The Li Ning Co has already set an example in the past to acquire the franchise of red double happiness and LOTTO in China, and its KAPPA in 2008 bought PHENIX company with ownership and management rights of KAPPA brand in Japan.

After Anta's acquisition of FILA, there is no market movement. Whether FILA can become the next kappa is still to be seen.

But in my opinion, the Italy brand that this acquisition will want to replicate the splendor of Kappa will be very difficult.

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FILA has been surpassed by Kappa and Lotto in Italy, and its popularity in Chinese consumer groups is also less than that of Kappa and Diadora.

Especially in recent years, due to the poor experience of BELLE international, FILA's brand influence and high-end image in China are becoming increasingly marginalized.

According to statistics, FullProspect lost a net loss of 5 million 530 thousand yuan in 2007 and expanded to 32 million 182 thousand yuan in 2008. FILAMarketing lost 5 million 430 thousand Hong Kong dollars in 2007 and HK $6 million 996 thousand in 2008.

The operation of FILA has gradually become the burden of BELLE.

It is doubtful whether an enterprise that has repeatedly lost money in the shoe and clothing giant BELLE can revitalize Anta's hands and gradually become a sharp weapon to quickly occupy the market share.

Although FILA has many ready-made international resources, it is extremely beneficial for Anta to improve its own supply chain, realize its internationalization strategy and expand its brand strength.

But the acquisition of Anta only focuses on the trademark right to use in FILA China, which is of little significance to Anta, who is eager to establish an international brand image.

It can be said that Anta is also facing enormous challenges at the same time of harvesting opportunities.

Acquisition is easy and business is difficult.

FILA as a high-end brand positioning foreign brands are very different from Anta.

In terms of market positioning, Anta is in the middle and low end, fighting for the two or three line market; FILA is in the middle and high end, and the goal is to occupy the first tier market.

Distribution channels, Anta mainly in the city's key business circle layout, and FILA mainly through the first class shopping malls.

In addition, there are still many operating rules for foreign brands, which are temporarily unknown to local enterprises. How to maintain the international brand image of FILA and enhance Anta's market share in the first tier market is the direction that they must strive for in the future.

At the end of 09, the year-end sale of Anta factory will see that FILA's clothing is being cleared out, and it sells 10-30 yuan a piece, which is not flattering. It is completely Chinese design, even Jinjiang design, and there are international brands. It really makes people worried about the fate of FILA.

Three.

In January 1, 2008, Anta launched the children's business department, and the Anta KIDS was launched in the same year.

However, after two years, Anta KIDS has rarely been seen as a franchised store, and the children's business unit has also been disintegrated.

There are many deficiencies in a brand from vigorous to disappearing, and the lack of brand positioning and channel planning may be the fundamental reason.

Who is the consumer of "Anta KIDS"? Or, in other words, who is buying the account of Anta? If these assessments are wrong, the price will be wrong and the channel will be wrong.

The fundamental reason is that Anta still has the ability to carry out multi brand operation. For any developing sporting goods company, if we want to achieve the success of multi brand operation, we must finally return to the core issue of "people", that is, the internal management of enterprises.

Anta has introduced a lot of "airborne troops" in recent years. In the process of standardizing the development of an extensive management enterprise, it will inevitably suffer a lot of pain, and the airborne landing of personnel will have to undergo a long running in period.

It is gratifying to note that the Anta we see is a progressive Anta, and the upgrading of Anta's brand value will enable us to feel the passion of the stock market in its slogan of "sharpen and shine".