Shoes And Birds: Win The Sports Market By Fast Strategy

Noble bird ninth generation terminal image nest shop

Lin Tianfu said that the era of high growth of sports goods market in the first tier cities in mainland China may have passed, but the sporting goods market in the two or three line and even four line cities still has great potential. As a local sports brand, which is more fierce and retail outlets are more concentrated in the three or four line cities, the fierce competition has been developing steadily and rapidly for many years. It is very important to rely on the implementation of a "fast strategy".

It is reported that in March this year, at the brand strategy training meeting held by Xiamen University in Guizhou Province, Lin Tianfu, chairman of the great bird bird, based on an in-depth analysis of the future development trend of China's sporting goods market and the characteristics of its own brand development stage, upgraded the "quick strategy" of the "good bird" into a programmatic plan for the next three years.

In the next three years, the noble birds that uphold the brand of "sports happiness" should put the strategic foundation of their development in quick, fast attack and happiness, as well as the implementation of fast company, quick strategy and quick thinking, so as to achieve wide coverage, deep beach, high store efficiency and fast layout, and promote the connotative development and sustainable development of enterprises.

Fast logic

To cope with the more fashionable, faster and more personalized consumption needs, you have made a forward-looking layout in all aspects of enterprise R & D, warehousing and logistics, brand promotion, channel strategy, information management and so on.

At the production level, with the completion of the two phase of the project this year, it will mean that the production area will increase 1.5 times on the existing basis.

In addition, the company will add 6 advanced production lines, and the annual production capacity will be increased to 20 million pairs.

In order to deal with potential problems that may arise in the expansion of production capacity, the company embarked on the integration and operation of the "three in one" system for quality management, environmental management and occupational health and safety management, so as to rapidly improve the level of internal management.

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In the design and development, the noble bird has a strong R & D team of hundreds of people. They closely follow the international fashion design elements, and then boldly introduce them. At the same time, they listen to the opinions of upstream suppliers and terminal agents, improve the raw material processing technology, apply these innovations to the terminal products, conduct in-depth analysis of the sales data of the terminals, and improve the latest trend in the Chinese market, thus realizing the landing and dissemination of fashion in China.

Now, the company develops nearly 3000 new models every year, constantly stimulating the market with new products, leading the development trend of sports shoes and clothing, and ensuring that the branch has enough new money in the process of making up the order.

In terms of warehousing and logistics, the precious birds have built up a modern storage center of Huan, which can realize the logistics coverage in East China, North China, Northwest China, Southern China and southwest regions.

It is understood that the logistics center can handle 900 thousand cargo per day, and the introduction of the advanced electronic storage management system (WMS) enables the ERP (M3) project to help warehouse high technology operations, enhance the supply capability of the enterprises in the peak season, and lay the foundation for building an informationized and mechanized logistics warehouse target.

In terms of channel extension, the "quick action" based on the "quick strategy" put forward by the great birds based on the "quick strategy", through the implementation of the regional multi store strategy, to accelerate the expansion of the channels, to set up big stores in the core business circle as the driving force, to open brand store and single store follow-up stores in different regions, and to achieve the established market development target effectively through the channel incentive policy.

At the same time, Lin Tianfu also said that we should go beyond the original mode of "putting the product out first and then sell it out".

Fast culture

President Lin Tianfu believes that the successful implementation of the "fast strategy" should be based on the collective behavior of employees to test the effectiveness of corporate culture, and ultimately provide support for the new round of development of enterprises.

To this end, through the previous research and summary of the core management team of the noble bird, the system combs creatively the company's vision, mission, core values, strategic objectives, and management concepts and behavior standards.

This achievement not only focuses on solving the problems faced by enterprises at present, but also looks ahead to the future, pointing out the direction of the company's progress from the perspective of evergreen industry.

Lin Tianfu also stressed that the protagonist of corporate culture is not a consulting company, not a project team, nor a leader or a department, but a staff member of all birds, so that all employees can clearly define their role and prepare for "quick thinking", laying the groundwork for the implementation of the "quick strategy".

Although the bird is the fastest growing industry in the industry, the most obvious brand differentiation, the three or four line market, the earliest enterprises, but Lin Tianfu still maintained a pragmatic and understatement of Fujian businessmen: "we should be alert and act on thin ice" sense of crisis. We should strengthen the brand strategy of brand strength (brand positioning, brand appeal), deepen the channel control strategy (channel layout, channel construction), optimize the strategy of commodity research and development (commodity design, commodity research and development), clean supply chain strength strategy and solidify the organizational cohesion strategy five pillars, and establish a rapid reaction mechanism, in order to open the "fast strategy" running brand dream.