Why Buy Nike Instead Of Lining's "Lining Three Defeat"?

Just imagine when consumers walk in. Exclusive shop When faced with a great variety of sporting goods, how will they make choices? Young people generally attach importance to the appearance design of products. For the design, there are 1000 Hamo Leite in the eyes of 1000 people, each of whom has different aesthetic standards. Nike Adidas, Lining Although not the same, there is no obvious beauty and ugliness. Obviously, product design is not the key factor behind Lining's lag behind Nike.

Although Lining is the leader of the domestic sports brand, he is not as good as Nike and Adidas in the international market. After all, Lining is late than they are. However, Nike was founded in 1963, and Adidas was founded in 1920, but now the world's first sports brand is Nike, not Adidas.

In what way did Lining lose to Nike?

　 First defeat: brand image is dwarfed.

Lining is inferior to Nike, Adidas and other international leaders, first of all in the brand image.

No matter what corner of the earth, it is almost known to mention Nike, and Lining, apart from being influential in China, is far less familiar with Nike and Adidas in the international market. Although they all aim to enhance brand awareness, they invite a number of well-known sports stars to endorse and sponsor some sports events of high concern. Therefore, in the consumer's mental cognition, the influence of sponsorship and the personal charm of the spokesperson directly determine the image positioning of the sports brand.

On the appeal of advertising, Nike, the head boss, did very well. Nike's advertising focuses on psychological communication with target consumers, and is good at promoting a unique spiritual value to arouse consumers' resonance, not just to promote product quality, such as good quality, or more conducive to health, and so on. Nike's advertising is selling products rather than selling a spirit of sportsmanship, which is enough to keep Lining away.

On the choice of spokesperson, Lining is far away from Nike and Adidas. The spokesmen of Nike in soccer field include a number of international stars, such as C, Rooney, Ronaldinho and Robinho. While Lining's soccer spokesperson is Li Tie, the two generation is Lu Lin. There is no denying that these two are excellent Chinese soccer players. But Chinese football has not been able to image in the eyes of the Chinese people, let alone Lining has almost no image in the world.

In terms of basketball players, Nike is not talking about the basketball myth Jordan who has influenced the times. Now, such NBA, Lebron James, Kobe Bryant, Dirk Novitsky, Kevin Durant, Steve Nash and so on do not have the highest status in the hearts of basketball lovers, and Lining's most famous basketball spokesperson is only Lining.

Liu Zuke, the leader of the southern consulting company, has always believed that Lining is far behind the brand image of Nike. This is very clear to consumers. Nike has become the pronoun of the best sports equipment in the world, and Li Ningcai has just started on the road. This is Lining's first defeat.

　 Second defeat: product layout is too narrow.

In terms of products, in order to cover a wider range of consumer groups, sports products should have product lines for different consumer groups, while different styles of products can share the value connotation of the brand.

Nike can be commendable at this point. It has AF series of classic shoes, football fans are regarded as the classic "legendary" series of football shoes, and Jordan, Kobe and other super stars named after the series of shoes and so on.

In contrast, Lining does not have a classic series. On the contrary, Lining came to a big turn this time, clearly positioning the consumer group as the post-90s. In my opinion, this is actually a very wrong decision.

The reason for this is that this change has made Lining's long term brand assets unsustainable. This has made a huge impact on the long-term development of Lining brand, which is the first taboo of brand management.

Two, Lining shouted loudly that in order to create shoes for the post-90s generation, he did not understand that he had to shut out the main consumer groups who had already had a certain brand loyalty after the 70 and post-80s. The move narrowed their strategic layout and hurt the loyalty of consumers more seriously, resulting in a serious loss of brand assets.

Three, Lining is so dedicated to pay for post-90s, but not necessarily buying it after 90. For them, shoes are not bought by you for my sake, your clothes and shoes are not beautiful, your favorite stars do endorsements, whether I advocate the brand culture that I like and whether I have the same value orientation as me.

Of course, Lining's turn must have his own reasons. Lining is looking at the future market. After 90, the group is maturing, their purchasing power is also increasing day by day, and the future sporting goods market will become the home of the post-90s group.

But then again, this does not mean that Lining must kill all the consumers in other years and reduce his target consumer. In fact, Lining can launch different series of products to different consumer groups, like Nike and Adidas. There are trends and retro, there are also avant-garde classics. This is Lining's second defeat.

　 Third defeat: sales channel swaying

In terms of sales channels, Lining also has some problems. Channel is another important pillar of sporting goods enterprises besides brands. Brand manufacturers and international traders differ in their channel strategies. One of the more traditional strategies is "outsourcing", that is, the distribution of sales links to channel managers. Others choose to build their own channels.

Lining's choice of channel strategy is to achieve sales by outsourcing and concentrate on products. This is also a common practice of many peers. However, even if we take the outsourcing system, we should carefully formulate a reasonable distribution strategy instead of wavering. In this regard, Lining's approach is worth reviewing.

In dealing with the issue of how to balance and coordinate interests between distributors and distributors, the Li Ning Co handled rough, leading a group of highly loyal distributors to complain: "after 10 years of Lining, he finally found that he had no feelings for himself. "Under the influence of this problem, according to the current order price, Lining's overall sales revenue in 2011 will drop by about 5% compared to the same period. At the same time, the company's profit margin will drop to around 6%~7% in 2011 due to increased channel reform and faster inventory clearance.

In contrast to Lining's chaotic distribution strategy, the author will not compare Nike with the international leader. Anta, the local strong rival, has done a good job in this respect.

In order to build its own future channel, Anta invested and established the Shanghai frontline limited company in 2006, and entered the sports goods retail industry in an all-round way. At present, Shanghai frontline Co., Ltd. has set up 5 wholly owned subsidiaries in Xiamen, Suzhou, Beijing, Harbin and Guangzhou to operate sports brand products such as Adidas, Reebok and Kappa. Anta first opened up its own sales channels with those high-end brands, then laid its own products at the present stage, and finally made use of channel advantages to gradually expand its product line, spreading its own multi-level, multi-level products, thereby expanding its brand. This strategy not only saves the problem of how to balance distributors, but also stabilizes the situation of self built channels. It focuses on making products and playing games with other competitors. But Lining has to balance the right and left sides, and suffer from defeat, so Lining's third defeat is in the channel strategy.

Lining is still only "China's Lining", which is far from the "Nike of the world". The author believes that the most important problem lies in three aspects: the weakness of brand image, the narrow distribution of products and the confusion of sales channels. Lining, a Chinese sports brand, has achieved remarkable achievements, but its future development has a long way to go. We must give priority to solving the above problems so that we can compete with those international predators in the global market.