Yang Xi Fell: Jinjiang People Are Selling Shoes &Nbsp; Ding Zhizhong Is Selling Brands.

A philosopher passed through a construction site and saw three workers working there, and asked, "what are you doing?"

The first worker replied, "I am bricklaying."

The second worker replied, "I am building a house."

The third worker replied, "I am building a church."

10 years later, the first worker was still bricklaying; the second worker was the leader of the construction; the third workers had grown up to be the chairman of a construction company.

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Why do others sell shoes?

One positioning is to make the brand that most Chinese consumers can afford. For China, a large population country, the positioning of Anta brand has greatly contributed to the return of demographic dividend.

In fact, the success of Coca-Cola and McDonald's in the Chinese market is also due to the fact that "the brand that most Chinese consumers can afford".

The four fulcrum of Anta brand is a breakthrough point in marketing, finding breakthrough point in growth, finding a foothold in innovation, and finding the commanding height in brand.

Marketing found a breakthrough: in 1999, when Anta was less than a million dollars, it was willing to put in 800 thousand and asked Kong Linghui to serve as an endorsement and put an advertisement on CCTV.

As a result, Kong Linhui became famous in the first World War, and the Anta brand was also on the way. In less than two years, Anta's share in the sports shoes market reached 13%.

In terms of brand building, the initial 800 thousand risk is actually a low cost risk, because it is an effective strategy to create a brand with low cost.

Growth has found the breakthrough point: in November 2004, Anta became the only sponsor of sports equipment in the CBA League through bidding.

This means that all CBA players will compete in Anta products.

In the four years of strategic cooperation, Anta basketball products grew rapidly, from 3% of total sales to 13% in 2007.

Innovation finds a foothold: for shoes, they are comfortable and uncomfortable, only feet know.

In 2005, Anta established a sports science laboratory, dedicated to the research of sports mechanics, and obtained more than 40 national patents, and became one of the standard makers of the sports products industry.

Anta's investment return on innovation is Anta's CBA equipment provider, with an athlete's satisfaction of 98%.

The brand found the commanding height: in June 2009, Anta and the Chinese Olympic Committee officially became strategic partners, and won the award dress rights and interests of the three top competitions in Vancouver Winter Olympic Games, Guangzhou Asian Games and London Olympic Games, providing a diversified marketing platform for Anta's multi brand marketing strategy.

Brand is the embodiment of comprehensive strength, not just the result of single marketing activities.

A notable phenomenon is that the proportion of Anta advertising has been declining for several years, and sales have not declined. This shows that word of mouth is playing an active role in Anta brand building.

As Ding Zhizhong said, "if you buy a pair of shoes that are uncomfortable, will you buy second pairs?"

If you buy all your first pair, can you still grow in second years?

If an enterprise can be recognized by consumers, it is a comprehensive ability to upgrade, it is a real ability to enhance.

The recognition of consumers also provides a guarantee for the revenue of dealers, which leads Anta's dealers to invest in the business of "reassuring entrepreneurship and down-to-earth".

At present, the Anta brand has a broad customer perception, has a nationwide distribution channel, has a strong sports marketing resources, has a strong production capacity, what Anta needs?

This is what Anta brand makers, policymakers and managers need to think deeply about.