Lining's Brand Reinventing &Nbsp, And Repositioning Is Imperative.

Because of brand, sports marketing and product planning, BI Department has a cross sectoral and matrix coordination function on its birthday. At the beginning of the establishment of the Department, there were five major business categories: basketball, running, women, sports, urban light sports, and then added badminton.

"I was longing for the establishment of the BI department." Ah Dick said that it needs talents with brand system thinking or strategic design thinking. On the other hand, its natural cross functional communication nature will inevitably require the incumbents to have considerable Li Ning Co. Familiarity 。 This is a challenge for many people. But soon he was disappointed. The BI Department dropped five senior directors, leading five major categories. He was somewhat puzzled by the company's talent selection criteria. After the establishment of the BI department, Lining clothing business has launched a product line called surfing girl, aiming at the niche market of women surfing. The proposal was put forward by a British designer who thought it was consistent with Lining's pursuit of "Youth" and "individuality" after remolding. "Other people inside have objected, because surfing has not yet formed a climate in China, which is not enough to become a business." Dick is surprised that the product is finally on the market. "I don't know what the BI department is doing at this time."

The five airborne high salary senior director, together with two C level executives who realized "triple jump", all happened in the period of company reform, and finally broke the psychological balance of insiders. The company used its founder to fade out of company management and promoted the diligent old staff to serve as CEO to pass on its determination to establish a modern corporate governance mechanism. The story of incumbent CEO encourages the less advanced: here, work hard, you will get a fair return. However, the change took place, and the air in the organization began to be filled with suspicion, impetuosity, complaints and injustice.

　　 Choice of business

"Complaining is like pouring water into your shoes." This sentence is quoted by Zhang Zhiyong in micro-blog, the company's own company. Recently, he began to update his internal micro-blog diligently, and even talked about his retention. "I am sure someone will ask me if I will leave. Why not communicate more directly and actively?" he thinks that it is one of the ways to deal with current difficulties by passing on his feelings and opinions and dispelling some of the puzzles and agitation.

He knows that employees are confused, but they do not know where the confusion is. For example, in BI Preparation In the process, he thinks the employment standard is very clear: first, if super sales, in other words, must have excellent communication skills, be able to communicate with all departments within the company without hindrance; secondly, have a systematic brand planning strategy capability, and have a taste for brand strategy, sports marketing strategy and product strategy; finally, there must be a sense of business. But in the specific practice, the standard must be discounted. Zhang Zhiyong's ultimate choice is biased towards people who have certain communication skills and have accumulated experience in sports marketing. The strategic ability of sports marketing is a weakness of Li Ning Co in Zhang Zhiyong's view. In the newly identified brand development goal, it is urgent to make up for it.

The case of surfer girl is used to illustrate how important the brand map is to Lining's future. "BI is to design a brand filter to ensure that the process of creative transformation can not run too far." Zhang Zhiyong's so-called filter, that is, set the value and behavior standards, Lining called ABC rules (attention, his brand and customers). But Zhang Zhiyong also admitted that in the past year, the role played by the BI Department has not yet reached the original intention of setting up the Department. "The development of shoe products takes about 16-18 months, and the clothing is faster. It takes about 12 months." taking into account the time set up by BI, Zhang Zhiyong stressed that organizational change is not achieved overnight and requires more patience.

But external partners will not have the same patience. In all consumer goods business, channels are naturally profit driven. Channel business The reaction to Lining's transformation was soon reflected in the quarterly order. Orders for the second quarter and the third quarter of 2011 showed a downward trend. On the one hand, during the period of brand remolding, Lining made corresponding adjustment of the organizational structure of the channel. The sales area covering the whole country was divided into three regions: the north and the East. On the basis of regional adjustment, Lining also started to optimize the channels. Some of the distributors who had fewer stores and smaller business areas were merged by higher dealers, which inevitably caused some distributors to have a psychological conflict. "The way to optimize the channel is right. We have been doing it all the time, but Lining is a little radical." Zhang Tao, senior vice president of Anta, commented.

On the other hand, the fashion industry consulting company, compared with blue international CEO Li Kailuo, analyzes the conflict between Lining channel and brand remolding from another point of view: "some old channels have formed a kind of inertia. They have a great understanding of the original consumers. In order to prevent the loss of their customers, it is generally difficult for them to choose the advanced style, especially after the great adjustment of Lining's positioning."

Zhang Zhiyong believes that the change of macroeconomic environment has already been transmitted to the upper reaches of sports industry. In the industry, we must rethink the choice of business mode. He agrees that consumption is becoming the two main trend of becoming better and lower. This will lead to the differentiation of market into price sensitive basic market and brand driven value market. The corresponding business models are retailers' brands (such as Decathlon) and high-end sports brands (such as Nike). These two modes have different core competitiveness requirements, and Lining's choice is the latter. This means that beyond the function, the product must realize the emotional premium.

　　 Brand repositioning is imperative.

In the perception of external observers, Lining brand always seems to swing between professional sports and sports fashion. At the beginning of Lining's establishment, he wanted to become a professional sports brand, but the guidance of the market made Lining's sportswear more popular. In 2002, under the call of "anything is possible", Lining began to return to professionalization. 2004. In 2005, the Kappa of sports and fashion was rapidly rising. This led to Lining's introduction of Le Shuyu as the general manager of the brand in 2006. Over the next few years, Lining also tried to operate different markets with multiple brands, with little effect. Zhang Zhiyong attributed the swings and changes of Lining's advertising creativity and product design style to Lining's development, and there was no real brand sorting and DNA confirmation. "When you have a business to do, you will not go deep into it."

On the other hand, professional sports and sports fashions are not so clear or irreconcilable. Mass consumer pairs Nike The brand cognition of ADI will tend to be "professional, fashionable and cool". Only a strong brand can use unique sports resources to make personality deduction, and then enhance brand memory and consumer preference. Zhang Zhiyong calls it the question of creative transformation.

In the process of Lining's brand remolding, there are deviations and confusion in the transformation of creativity, which is more typical than "post-90s Lining". This is a slogan that triggering discussions, controversies and confusion in the process of reshaping. At the stage of reinvention, the marketing department took a long time to find suitable advertising ideas to express the new personality of Lining brand. Finally, a young man filmed "Lining, you don't know the post-90s" video, because it expressed the mentality of 90's not understood and eager to communicate, and was "salvaged" in many creative works. In an internal discussion, the advertising staff tried to express Lining's openness to the post-90s, but intends to reconnect and change. Another implication is that the Li Ning Co was founded in 1989 and is a post-90s company. No doubt, after the new advertisement is broadcast, most people's understanding has become: Lining is abandoning the 70 and later 80's consumption crowd.

"The core of making a brand is real and meaningful". Zhang Zhiyong admitted that Lining had a problem of "not expressing his ideas" in the transformation of creativity, and he defined it as the executive force.

　　 Executive power Fundamentally speaking, it is an organization problem involving organizational culture and authorization system. Objectively speaking, in view of the fierce competition in the industry, Lining is a wolf wolf culture company. Because of his generous character, Lining, the founder, is more concerned about creating a relaxed environment for his employees. "He is not a businessman. If he is asked to see the problem from a commercial perspective, it is against his nature." Zhang Zhiyong said that he had often communicated with Lining recently. He made a point that "the leader is not good", that is, the manager can not be "too good" to his subordinates, and too good will be dispersed. There must be some pressure. "A relaxed environment does not mean" excessive ".

"Not good" means resistance. Zhang Zhiyong's deep involvement in the channel reform initiated in 2009 may be aimed at increasing pressure, but some channel people have some slight words, and they have made relevant associations between CEO's involvement and COO's departure. Just as loosely does not mean immoderate, will "bad" lead to resentment? Does Li Ninghua's more concern for company affairs lead to subtle changes of organization? Whether Zhang Zhiyong or Li Ning Co or Lining himself, the core challenge of change lies in how to grasp the right and wrong measures, not too radical and not too conservative.

Recently, a company has been widely circulated in micro-blog. Originality The most daring advertisement is perhaps the best portrayal of the company: in the form of animation, advertising shows a group of spermatozoa suffering from various difficulties in the process of pushing forward. Among them, the most stubborn ones have crossed the barrier with graceful gymnastic movements, and the final victory has changed to Lining's Logo and a line on the screen: "I was the fastest and strongest one twenty years ago, so today I have no reason to give up."