China'S Sports Industry Will Develop Well In The Next Ten Years

The opening of the Beijing Olympics is just around the corner, and China's sporting goods industry is ready to move.

What Beijing Olympic Games may bring is not only the hot competition among the domestic sports brands, but also the opportunity to cooperate with international brands.

Behind the heated discussion about the role of Beijing Olympic Games, it reveals the vacant feeling and the strong sense of crisis brought by the Chinese sports industry to the future market development trend.

In the light of the current market performance of the domestic sports brands and the business opportunities that the Olympic Games may bring, we have interviewed the brand management expert of China's footwear industry, the researcher of the realm marketing theory and the single store retail performance researcher. Mr. Wang Junyu, the chief consultant of the international marketing organization of pompson, has launched a wonderful dialogue on the opportunities and challenges of China's sports footwear industry and sportswear industry.

The world of shoes: from the 08 Olympics in Beijing, the Chinese sports footwear industry and sportswear industry are doing their best. They are willing to spend a lot of money on sponsorship. The aim is to enhance the brand and expand the market.

What do you think of this?

Wang Junyu: actually, brand building is an internal and external relationship with the Olympic Games.

The sports economy triggered by the Olympic Games is bound to change the external pattern of market competition, thus affecting China's footwear industry and sportswear industry.

To win the Olympic Games, whether we can add points to the brand value is decided mainly by three aspects: 1, dissemination value.

The way in which the enterprise intervened in the Olympic Games, the dissemination value of this intervention is great, and whether it can really achieve the desired communication effect is the first consideration for enterprises.

2, spiritual value.

Whether the enterprise can use some kind of "sportsmanship" in the Olympic resources for our own use determines whether the spirit of sports can be linked to the psychological cognition of consumers, so as to build a recognition of brand value proposition in the minds of consumers.

Only through accurate matching and docking can we form the overall linkage of value and produce the resultant force effect.

3, consumption value.

The most direct purpose of sports marketing is product sales, but there is the problem of resource matching. The highest principle of resource matching is suitable.

The Chinese footwear industry and sportswear industry regard the Olympic Games as a decisive arena, which is itself irrational performance.

361 degrees, del Hui, XTEP, and so on in the Olympic Games marketing comprehensive attack, if does not have the follow-up resources to carry on the maintenance, very likely will turn this "pie" into the "trap".

The world of shoes: that is, Olympic marketing is not necessarily a gospel for China's footwear industry and sportswear industry.

Wang Junyu: we say that we should treat Olympic business opportunities cautiously. It is not that we should not enter.

On the contrary, the economic power triggered by the 08 Olympic Games will surely lead to the further development of the domestic sports industry and play a positive role in promoting the development of various brands.

But the Olympic Games are just a beginning. If the underfunded enterprises invest in this stage, they will lose the chance to become champions, because the race has not reached the end of the race.

08. The Olympic economy that has been spawned by the Olympic Games has the characteristics of integrity and stage.

This economy can be called a positive economy.

Under the background of positive economy, the industry and brand will be pulled to different degrees, so that the market will show a benign economic situation.

At this time, the most sensible thing for a brand is to follow the trend and maximize the brand value and brand loyalty under the premise of preserving the strength.

When the market moves from a positive economy to a negative economy, it is time for the brand to win, and the market is also entering the stage of big shuffle.

In my view, this stage will not be possible until at least 10 years after the Olympic Games. In the next 10 years, China's sports events will continue, and the development of enterprises will not encounter obstacles from the external environment.

It is the natural law of brand development that the year of the shuffle is spread around.

But even so, the distance between brothers brands will still be pulled away from the trend of polarization. It will see who can grasp this golden opportunity and push forward the brand building process to achieve good returns.

Shoes world: at the Olympics, international brands such as Nike and Adi showed strong leadership.

What do you think is the biggest difference between domestic sports brands and these international brands?

How can domestic sports brands avoid the edge of international brands and seek to surpass them?

Wang Junyu: there are two fundamental differences: first, capital accumulation; and two, experience accumulation.

Capital determines resources.

The international brand has gone through quite a long period of capital accumulation, and the long history of domestic brands is only 20 years of development.

International brands use strong capital to integrate various resources, and are capable of shaping brand building, advertising investment, product development, and corporate culture.

In addition, the international famous brand has already formed a good talent system. High-quality talents and perfect system have provided guarantee for their sustainable operation and Evergreen Foundation.

It is the best way for domestic brands to deal with international brands.

There are two ways to implement concretely: 1, take the path of "imitate first and then surpass".

At present, the outstanding achievements of domestic sporting goods have proved the feasibility of this method. The development of Lining and Anta is a vivid case.

2, recombine the category to form a differentiated niche market and build a leading edge.

Now, shoes, clothing and other industries are keen on the capital market. In the market, there is a popular saying: "go, go on the market!"

As for the operation of the capital market, I would like to remind you a little bit: now look at the shoe industry and sportswear industry.

First, Lining, Daphne, BELLE, Hongxing Erke, wild power, Anta and other brands were listed successfully, while China and Hong Kong footwear industry, trends, Kangnai, XTEP, Hyde long, PEAK, del Hui, Jordan, 361 degrees, gold lake and other brands are all ready to fight.

We must reflect on the upsurge of capital operation.

First, capital operation requires a clear idea of what exactly it is and what advantages and disadvantages it wants.

From the company vision, development strategy, organizational structure, operation and management mode to human resources, enterprise culture, and other aspects, whether or not to match the implementation of any operation, any link will be divorced, will have risks.

Secondly, the future competition is capital competition.

Capital will change the competitive pattern of the market with horrible force. It will greatly affect the product development, channel control, information system construction, brand culture building, enterprise system integrity, management ability and resource integration ability, and shorten the gap with international brand, and form a competitive advantage.

Capital operation is a double-edged sword, and the key lies in its application.

Shoes world: there is a serious malware competition between sports brands in China. How do you integrate the favorable factors to form healthy competition among peers and promote the healthy development of big industries?

Wang Junyu: on the healthy development of big industries, I put forward a view: symbiosis and win-win.

The big industries have the attributes of prosperity and loss.

For example, in 1996, "Jinjiang Sunday quality shoes" phenomenon, because some shoe factories produced inferior shoes hurt the interests of consumers, caused the industry as a whole "sales collapse".

The healthy development of large industries is the basis for survival of their peers. Without this foundation, other interests can not be mentioned.

"Water can carry a boat, it can also be canoed", which is the truth.

The low entry threshold brought by labor intensive industries and the sharing of industrial chain elements in industrial clusters are the reasons for the phenomenon of "brothers in the wall" among peers.

But with the development of industrial clusters, big international brands will stimulate the Chinese market, and big industries will form a new situation in competition and cooperation in competition.

The world of shoes: the shift of the world economic center will always lead to the shift of shoemaking centers and other labor-intensive industries.

Where do you think the future shoe center might be?

Why?

Wang Junyu: I personally believe that the world's shoe center is still in China in the next 20 years.

There are three main factors that affect the pfer of industry: first, the increase in labor cost resulting in the increase of manufacturing costs; the two is the loss of cluster effects from related facilities, the indirect increase of various costs by manufacturing discontinuities; and the three is the availability of labor.

In the next 20 years, China still has unparalleled advantages in other countries.

Shoes world: what do you think is the biggest development bottleneck for China's footwear industry and sportswear industry?

How to overcome this bottleneck and promote the next ten years' faster development of China's footwear industry and sportswear industry?

Wang Junyu: talent is the key.

The cultural quality of Chinese footwear and sports industry practitioners, including business owners and top managers, is generally not high.

On the one hand, many executives in the enterprise are promoted from the bottom. They have experience, but their theoretical literacy is not enough. On the other hand, part of the highly educated industry lacks experience and is still in the growth stage. Experienced executives with theories are not able to settle down, and job hopping is frequent. These are the factors that restrict the further development of Jinjiang shoe enterprises.

The people are the most revolutionary factors. Without the promotion of talents, enterprises will hardly be able to develop rapidly.

Jinjiang shoe industry, one of the representatives of China's footwear industry, has encountered a shortage of high-end talents in the process of industrial upgrading.

This phenomenon has been greatly improved since the establishment of the first county post doctoral workstation in Jinjiang in May 2000.

For example, Anta has set up three research and development bases in Shanghai, Guangdong and Jinjiang, and all high-end talents at all bases can undertake research and development work in Jinjiang on an irregular basis.

Many enterprises are most worried about the problem is that the flow of personnel is too large to retain talent.

In order to jointly develop talents and enterprises, enterprises should grasp the following core points: 1, establish enterprise vision; 2, build a sound business operation mechanism; 3, create a healthy cultural atmosphere and values; 4, establish an effective talent assessment mechanism; 5, provide a good salary and incentive system.

Shoes world: under the current market environment, how big do you think the chances of new brand survival are?

Wang Junyu: I think it's a great opportunity for the new brand to break the ground.

No matter from an economic point of view or from a marketing point of view, this conclusion can be reached.

In view of the development trend of the whole industry from the perspective of economics, China will take the positive economy as the dominant factor in the next 10 years or even 20 years. The positive economy is characterized by the overall development of the industry and the upgrading of the related industrial chain elements.

The healthy growth of domestic GDP indicates that the global economic center has been pferred to China, and this shift will surely create more value and opportunities for the Chinese economy.

&n