Anta'S Successful Advertising Is Not The Only Way.

Most of the shoe factories in Jinjiang have attributed Anta's success to the first step in advertising.

The same is true. Anta hired Kong Linghui first to take the "star route", which was more than a year earlier than most shoe factory owners in Jinjiang.

However, President Ding Zhizhong has denied that Anta's success is due to advertisements.

He said: "advertising can enhance the popularity of the brand. The image spokesperson can make the brand's personality more distinctive and more reliable, but these are not the whole brand. The brand needs to be firmly rooted in the hearts of consumers. It needs a stable and strong market network to support. As far as consumers are concerned about the unique value of a brand, they must work hard in connotation. This is a cumulative process. A successful brand must undergo many years of market test.

"Ding Zhizhong is more willing to see media advertising as a promotional tool," advertising strategy is only part of the business market strategy.

"Most shoe factory owners in Jinjiang didn't realize it deeply.

So after paying more promotional expenses than Anta, these latecomers did not break the barrier of Anta as a forerunner.

Ding Zhizhong made a long-term reflection on these understandings due to the resources of Jinjiang.

In the process of developing into China's "sports shoes capital", Jinjiang has gradually formed a specialized market with a clear division of labor and a complete set of services, including shoe making machinery, raw materials, soles, shoes and accessories. However, there is a general lack of added value in Jinjiang footwear industry.

In 1999, for example, Chen Dali produced 131 million pairs of shoes and realized an output value of 4 billion 980 million yuan, with an average price of 38 yuan per pair of shoes.

In the export shoes products of the whole town, only 20% of their brands are used, most of them are produced according to the requirements of merchants and the brands provided, and the profits of products are limited.

At that time, a pair of sports shoes purchased by foreign businessmen was $7, but after being labeled with foreign brands, the retail price in the Japanese market was as high as $70.

This gave Ding Zhizhong a deep stimulation and made him realize that the biggest profit link of the shoe industry chain is its brand.

The manufacturing industry must pursue scale profits. The small size of Jinjiang shoe enterprises will have only two possible choices in the future. One is to integrate resources to make their production platforms bigger, and the other is to promote production resources and market resources to their enterprises by brand.

Ding Zhizhong regards the latter as Anta's future development strategy.

To measure how big an enterprise is, it is not how big the scale of fixed assets investment is, but how big the market is.

This is Ding Zhizhong's Creed.

For a long time, Anta has paid attention to the development and cultivation of the market, and paid attention to the interests of stakeholders. For agents, they can get a higher return on their investment; for consumers, they buy the best products at reasonable prices and get super value consumption.

Ding Zhizhong feels that the criteria for occupying the market are not only quantitative indicators such as occupancy and coverage. The key to expanding and consolidating the market lies in improving the quality of the terminal market, improving the service to the customers, making the sub channels flat, strengthening the management and supervision of the market, enhancing the efficiency of the market management, and at the same time enabling dealers to get a more favorable purchase price.

Ding Zhizhong is very clear that Anta's market planning must create a drive for the interests of dealers.

Relying on brand awareness to raise purchase price is not welcomed by dealers, and can only be realized through long-term development planning.

Instead of raising the price threshold, it is better to add the pressure of management to dealers, so that dealers can integrate into Anta's brand management mode, from training of shop assistants to services to consumers, from the decoration of franchise points to the execution of VI visual system, and in the form of tangible benefits and rewards, in return for the appreciation of brand intangible assets.

Good channel quality also laid a solid foundation for Anta's later monopoly mode.

Through the rapid development in the past 19992000 years, Anta has gained a high reputation in the market, and the investment in sports marketing has also been rewarded for many years. Anta's brand image as the spokesperson of sports for the younger generation is also increasingly prominent.

At this time, Anta's decision-making level believes that Anta's products should jump out of the sole domain of sports shoes, and Anta should be positioned as a genuine sporting goods brand.

The product structure is extended to sports shoes, sportswear, hat socks, bags and so on. With the support of new product structure, the store mode of Anta is rebuilt.

The task of promoting the sale of proprietary products falls on the Anta Oriental sporting goods company, founded in 2001.

Anta has set up 500 stores nationwide within one year.

By the end of 2001, Anta's franchise program had achieved its target, and 500 stores were everywhere.

Since 2001, Anta's sales and market share of sports shoes has been ranked the top three in China.