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    Internationalization Of Famous Shoe Brands In China

    2010/12/22 13:40:00 185

    Shoe Brand AOKANG

      

    December 22nd China

    footwear industry

    Brand in

    Internationalization

    Explore the spared no effort, let's analyze the feasibility.


    AOKANG:


    In the stage of "laying first and then playing brand",

    AOKANG

    With its own strength to open overseas stores, the reason for the failure of the exploration was summarized by Kang Rongping, a researcher at the Academy of Social Sciences, as "lack of innovation".

    Since then, AOKANG has begun to explore innovation and enter the stage of "brand first".

    Whether it is two-way access to GEOX or global cooperation with Wanli Wade, or become a supplier of Beijing Olympic Games or leather products, AOKANG is good at borrowing, not only to make up for its own product development and other deficiencies, but also to expand its brand image and sales channels to the global level.

    In addition, AOKANG has tried to explore the internationalization of shoe retail mode, and plans to acquire more overseas brands.


    Kangnai:


    Kangnai's internationalization follows the trajectory of product output to brand output and capital output.

    Taking the strategy of multi pronged approach, Kangnai embarks from France and relies on advertising, quality, service, image, price advantage and standardized chain monopoly management. At the same time, with the help of overseas Chinese in Wenzhou, it opens up the European and American markets, and then goes to Asia and Africa.

    According to the plan, by 2010, Kangnai will own 1000 overseas stores.

    In 2015, overseas sales will be changed from the current 8% to 35%.

    In the next three years, we will acquire the brand with mature channels in Europe and achieve rapid growth in Europe.

    Long Yongtu believes that the core issue of internationalization is how to achieve its quality standards and international standards. At the beginning of the Kangnai, the core issue is to seize the core issue, so the starting point of its internationalization road is higher than that of ordinary private enterprises.


    Lining:


    After the failure of the first international attempt, Lining turned to "holding high the banner of internationalization and cultivating the Chinese market".

    Today, Li Ning Co takes the start of 2014 as the formal internationalization and aims to achieve the goal of becoming the top five in the world in 2018. Li Ning Co will launch various tests and preparations in the year of 2009~2013: setting up R & D centers in the United States, Hongkong and Beijing, enhancing product strength, enhancing product storytelling ability; building an international supply chain, "realizing the pformation from wholesale logistics to retail logistics" for the next 5 years; the testing of stores, comparing the advantages and disadvantages of agency and self operation; and from Hongkong island to Singapore to the United States, and making the high occupation of market layout.


    Anta:


    Taking "deep tillage of China, layout of Asia Pacific and global outlook" as an international strategy, Anta, as Ding Zhizhong said, "postpone internationalization".

    Its international cooperation is more flexible, for example, Russia is a self built and Singapore joint venture. It is monopolized as a mode of operation and adopts a "relative replication" mode. The current overseas focus is on Southeast Asia.

    Anta strives to enhance the fashion of products, make up for the lack of overseas supply chain and lack of popularity with the existing international resources, such as the establishment of R & D centers in Seoul, and the acquisition of FILA. Meanwhile, Anta has increased the sponsorship of the Chinese market, hoping to make an international entry through the achievements of China's sports industry in the world.

    It is reported that Anta will also consider the acquisition of value chain, supply chain related enterprises and the top 15 international sporting goods brands to enhance international strength.


    Peak:


    Taking the strategy of breaking through the international market, PEAK's internationalization was earlier, mainly through international sponsorship, followed by the way of pferring from sports to NBA stars, and focused on the accumulation effect of big writing, and the principle of concentrated explosion.

    The core of PEAK internationalization is the globalization of brand promotion and sales network, focusing on geographical extension. It has basically completed the network laying of main markets in Asia, Europe, South America and Oceania.

    The layout mode of overseas sales network is: the general agent system is adopted, a country (or region) authorizes a general agent, and the general agent is fully responsible for product sales in the region, and also directly cooperates with retailers in some countries.

    {page_break}


    In the future, PEAK plans to set up R & D centers for sports shoes and sportswear in the United States and Italy, and expand its business to tennis, soccer and running, and prepare Philippines branch to expand Southeast Asia.


    Analysis:


    Red Dragonfly registered the "DGS" brand in October 2005. In early 2006, it established the international business unit of the group, and fully operated the international brand "DGS". In October of that year, "DGS" set up a branch in Germany and opened the first exclusive image store in Bonn.


    The Red Dragonfly began to pack its own national brand in 2006. In March 2009, it participated in the MICAM world top shoe exhibition in Italy and opened an image store in May in Losangeles West tin shopping center.


    In January 2002, AOKANG opened a special store in New York, USA. It established the group international trade department in May. It signed the contract with Italy GEOX in the following year. In 2007, it launched the two largest offshore companies in the United States and Hongkong.


    In January 8, 2008, AOKANG formally obtained the global agency power of Wanli brand, and opened the first AOKANG store in New Delhi, capital of India, in March 24th of that year.


    Kangnai opened its first overseas store in France in 2001, and participated in the French MIDEC international fashion shoe fair in September 5, 2005.

    In July 2006, Kangnai's first overseas flagship store, the Paris flagship store with an area of 280 square meters, was officially located in the downtown area of Paris.


    Kangnai's second overseas stores opened in New York in June 2001.


    Kangnai plans to have 1000 overseas stores by 2010.

    (dotted arrow pointing to the world)


    Lining tested water in the international market in August 1999. He first participated in the ISPO Sporting Goods Fair held in Germany, and opened the first overseas image store in 2001.


    Lining opened the first badminton store in Hongkong in early 2009, then opened the first fully self operated overseas store in Singapore, and set up a Singapore branch in August to open up the Southeast Asian market.


    Lining plans to open stores in Portland, USA in 2010, and gradually open up European business.


    Anta formally set up a Russian branch in 2001 to operate the Russian market.


    As early as 2004, Anta set up a joint venture to experience the Singapore market.


    At the beginning of 2009, Anta formally joined the world famous management consulting company, McKinsey.


    PEAK: in 2005, it tried to brand internationalization, and integrated NBA resources as the main way.


    PEAK has basically completed the network laying of the main markets in Asia, Europe, South America and Oceania.


    Others: XTEP relied on the form of agency and increased its brand promotion in Singapore, Malaysia, London and New York in 2008.

    In the form of monopoly, there are also brands such as Asian and 361 degrees in Southeast Asia.


    Time:


    1, at present, the major brands really go out for much time after 2000. On the one hand, along with the rapid development of China's economy, all brands have accumulated some experience. Secondly, due to the impact of the Asian financial crisis, the sense of "not putting eggs into one basket" has been strengthened. Once again, China's accession to the WTO, foreign brands accelerated to enter the Chinese market, and also aroused the ambition and confidence of local brands to go abroad.

    {page_break}


    But this time, everyone is just a little temptation, not like the wave of internationalization that surged again after 2008.


    2, in addition to PEAK's strategy of "outside the wall and incense inside the wall", the majority of Chinese shoe companies are adopting a more robust approach. After they have made a thorough effort to penetrate the Chinese market, they have begun to fight for international competition. For example, Lining said that they must do so, and Anta also said that * * * *.

    The maturity and development stages of all aspects of shoe enterprises, or the status of China's economy in the world, have given them reasons for further detonation of deeper internationalization.


    Location:


    1, before and after 2000, the shoe companies that went out of the country took the lead in products, followed by the construction of specialty stores.

    At this time, the direction of everyone is concentrated in the areas where Chinese shoes are exported more frequently, such as Europe and Russia.


    2, in the subsequent development, along with the maturity of domestic brand operation and the slow progress of the international market, shoe enterprises gradually realized the importance of brand building in the international market, started international sponsorship, and embarked on the exploration of brand internationalization.

    At that time, the battlefield gradually shifted to Southeast Asia.

    At present, Southeast Asia has become the training ground for many Chinese shoe brands to enter the international arena. Apart from setting up exclusive stores and building production bases with independent brands, some shoe companies also choose to go public in Southeast Asia.

    Such as hongxingerke listed in Singapore, Xingquan international sports listed in Malaysia and so on.

    At the same time, the United States is also regarded as the highland that must be taken in the course of comprehensive internationalization.


    3, in addition to the local economic level and market opportunities, Chinese overseas Chinese are also another important factor affecting the location choice of most shoe companies.

    For example, the development of Kangnai in Europe relies heavily on overseas Chinese.

    Jinjiang shoe companies prefer Southeast Asia.

    At present, stores in Southeast Asia in the form of exclusive stores have brands such as Anta, XTEP, Ali, 361 degrees, etc. even PEAK, which is mainly concentrated in Europe and Australia, has intensified its efforts to expand Southeast Asia.

    Anta's future strategic direction is to take root in China, layout Asia Pacific, and gradually promote the process of brand internationalization.

    At present, Anta has franchised stores in Philippines, Singapore and other places. Another Quanzhou sports XTEP shoe market is also focused on Southeast Asia. It has opened stores in Thailand, Malaysia and Singapore.

    Because the people of Southeast Asian countries are basically the same as the Chinese people, the product type and style are almost the same. What's more, Southeast Asia is a concentrated area for Chinese and overseas Chinese. The Chinese culture is very influential in this area. It is easy to find common ground in the dissemination of feelings and brand culture, and the geographical proximity is convenient for management.

    These factors have determined that Southeast Asia has become an important place in the internationalization of local shoe brands.


    Internationalization strategy: low risk and obvious localization trend


    1, in the way of choosing to go out, most shoe companies adopt the same way of expansion as the domestic market, or choose agents or establish self operated branches. However, in order to reduce risks, most shops are opened by agents.

    To the left or right, on the one hand is based on the location, on the other hand, according to the time setting and operation of the enterprise.

    What AOKANG chose here is a shortcut. Whether it is the two-way approach to GEOX or the global management rights of Wanli Wade, AOKANG is trying to build a ladder for its own brand through international brand channels.

    The Red Dragonfly uses another registered brand to carry out an international trial, opening up and accumulating experience for the Red Dragonfly brand.


    2, most shoe companies will send their own people when they open up the market. With the development of the market, they will gradually take the localization team to operate.

    The localization team includes many native born locals and Chinese and overseas Chinese who live there for a long time.

    In addition to the localization of the operation team, localization of product production is also a major trend. Localization of product production can ease local consumers' conflicting psychology of foreign brands and break the non-tariff barriers to trade, which can gain more business opportunities, make better use of local resources, and improve product competitiveness and innovation ability.

    {page_break}


    Some enterprises in China have achieved some success in implementing the localization strategy, such as Haier.

    In order to realize localization in the United States, Haier established the Haier design center in Losangeles, established Haier production center in South Carolina, and established a Haier marketing center in New York. In this way, Haier formed a three in one localization management pattern in the United States.


    Brand publicity: the basic continuation of the traditional practices in China is widespread.


    In terms of brand promotion, Chinese footwear companies adopt similar practices with the domestic market. However, in enhancing brand influence, their goal is not so specific as to operate the domestic market, but rather to cast a net across the board, hoping to gain widespread attention from a global star, a competition or team, which is also necessary for low-cost operation.

    In the promotion of brand sales, it is almost the same as the operation in the domestic market, such as carbody advertising, television advertising and so on.

    In the external image, red dragonfly and Lining are more involved in national characteristics.


    Conclusion:


    To sum up, due to the complexity of market demand, the difference of business environment and the disparity of enterprise strength, Chinese shoe enterprises still have a long way to go.

    In the process of internationalization, Chinese shoe enterprises should not only learn valuable experience from various countries, especially domestic enterprises, but also deal with the following problems:


    1, set a clear road map and take different stages of strategic planning.

    The market will not waver, and continue to strengthen the construction of domestic terminal network, to develop high-end market, and set up flagship flagship stores in important domestic cities such as Beijing and Shanghai. Secondly, in view of the characteristics of cultural habits, market characteristics and relatively convenient supply chain management, Asia can be used as an international open ground to accumulate experience and spread reputation. Finally, under the condition of more comprehensive operational strength, design capability and resource allocation, enterprises can take a step-by-step approach according to the advantages of enterprises, such as making full efforts to occupy the United States, Paris and other Highlands, and then exploiting other markets. First, we must stabilize China.


    2, strengthen product strength, and continuously improve the positioning and research and development of products through various channels.

    It can follow the strategic intention of the enterprises to establish R & D bases in the corresponding international fashion centers, such as Lining in Hongkong and Portland, Anta in Korea Seoul, etc., and also consider taking the IBM as an international brand in the international ranking, so as to make full use of the existing international resources to make up for its lack of market integration, design power, overseas supply chain and lack of popularity.


    3, integrate international high-end media resources, including media, spokesmen, global events, influential organizations, etc., through innovative marketing methods, strengthen brand image, convey brand spirit, interpret brand connotation, expand brand influence, and enhance brand awareness.


    4, unswervingly create brand culture and brand personality.

    Whether from Adidas, Nike or from iron lion Tony and Ferragamo, only with deep brand details, distinctive brand culture and unique brand personality, can brands be placed in the hearts of consumers and become the loyal choice of consumers.

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