Sports Shoes Enterprises Flexible Operation New Marketing Tactics

brand

How to widen the advantages and get rid of the pursuers who regard themselves as stage targets is the common confusion of the local leading brands.

There are tigers in the front and wolves in the back. How can the sandwich brand suffer? Only Lining, for example, points out the fog for the sandwich brand.

The Li Ning Co first opened the market quickly with the popularity of Lining.

And maintain the leading position of China's sporting goods market for a long time.

However, in 2003, Lining was first exceeded by Nike; in 2004, it was left behind by Adidas.

In the face of Nike and Adidas's pressing efforts, Li Ning Co avoided its edge. Nike and Adidas focused on the development of the first tier cities. Since 2005, Li Ning Co has made efforts to improve the distribution network of the two or three line market and extend its tentacles to the two or three line market.

The development of these markets has contributed significantly to Li Ning Co's retail sales.

By 2009, Lining had oversold Adidas with a total sales of 8 billion 387 million yuan, reclaiming the position of the "second child" in the domestic market and approaching the sales scale of Nike.

However, sales volume against brands is Lining's response to international leading brands.

Now that the situation is reversed, Lining suddenly finds that his competitors are no longer just the pnational giants such as Nike and Adidas, the Jinjiang Gang represented by Anta, and the leisure sports clothing brand represented by the KP sold by itself at a low price, is rapidly becoming a powerful force.

Anta and other brands coincide with Lining's strategy of catching up with Adidas, catching up with Lining at an alarming rate of growth in the two or three line market.

Lining is caught in the attack of high-end leading brands and low-end brands. The brand influence is not equal to the top leaders in the industry, and sales are continuously eroded by low-end brands.

In the face of the disadvantage of this sandwich layer, at the end of June 2010, at the celebration of the Li Ning Co's 20 year birthday, the new Logo of "Lining cross action" was unveiled. Meanwhile, the brand slogan "madethechange changed" took the place of what consumers already know "anything is possible". The target is directed at the "post-90s".

The new strategy shows that Lining is trying to get rid of his earlier image as a cheap substitute for multinational brands, to pform to a more high-end brand and get a higher premium through brand promotion.

Lining wants to become a pnational brand like Nike and Adidas, but it is still a domestic brand in the eyes of the main consumers of "post-80s" and "post-90s", and the rise of Li Ning Co in the domestic market gradually fluctuate.

The main market of Li Ning Co is the two or three line market in China, which is a market that pays great attention to cost performance.

Li Ning Co's continuous price raising makes the price performance of the products more and more blurred, and the sales growth is decreasing gradually.

In 2011, Lining's 4 billion 290 million yuan in the first half of the year was surpassed by Anta by 4 billion 450 million yuan, and the status of the local brand leader was temporarily lost.

On the other hand, international brand moves are much faster than expected.

Soon after Li Ningxin's brand strategy was released, they lowered their value and began to sink to the two or three tier city.

In August 2010, Nike launched 300 yuan low price shoes, which is 25% lower than the current price.

According to the survey, the most affordable footwear in China's two or three tier cities is priced at 170 yuan ~250 yuan. As an international brand, Nike is priced at 300 yuan, which will still attract the "post-90s" generation pursuing the brand, which happens to be Lining's target consumer group.

The first tier market is already the world of Nike and Adidas. Anta brands and PEAK Jinjiang brands are more competitive in the two or three tier market.

With the decline of the price of Nike and astas, the brand image of Jinjiang and PEAK, such as Anta and PEAK, is constantly improving. Lining is facing the impact of Nike and Adidas on the brand, and the rise and fall of brands such as Anta and Anta.

In terms of the number of development channels, the speed of Anta and PEAK's sinks is much faster than that of Lining.

With the growth of the first tier cities in China and the fact that international and domestic brands have been sinking two or three line cities, Lining is facing the risk of being left behind.

Is to go up the high-end brand line, and compare with the international brand name, or continue to implement the middle and low end volume mode, and Anta and other sales volume slaughter? {page_break}

Brand growth to avoid dogmatic operation

In the 2010-2011 years of competition in China's sporting goods market, I believe that Li Ning Co's strategy is too single and dogmatic. It ignores the combination of long-term strategy and short-term tactics, and is not ready for targeted brand competition strategy and tactics in the domestic market.

It should be said that if we have a profound understanding of China's sporting goods market, or have a deep understanding of China's very special market in the world, we should understand that in the Chinese market, there is no so-called truth strategy, so we must pform and launch strategies in response to market changes.

First of all, let's take a look at Lining's strategy: Li Ning Co's brand turn and value enhancement intention is very clear, that is, greatly enhance the brand value, become the international brand ranks, and take advantage of the post-90's new knowledge and new consumption characteristics to get the brand mental position directly, so as to avoid the vicious competition between Anta and other domestic second-line brands, and complete the gorgeous turn of their brands.

However, this strategic intention obviously overlooks one point, that is, the implied value behind the brand is not entirely the value perception that the brand brings to the people. In fact, the brand itself also includes factors such as the product itself, price, channel operation, market promotion and so on.

In this regard, it is obvious that Lining's dogma of strategy is that since the brand value is promoted, the price of products can not come down, so there are a series of strategies, such as product mix, promotion combination and sub brand combination, which have led to the failure to keep sales in the early stage of pformation, but bring a series of real problems.

What must be explained is: at present, in any market in China, any industry brand should not forget the growth of enterprise's sales when making brand pformation. This is a hard truth and the core of enterprise's survival strategy. Everything should be centered around this core.

Why do we say this? We can understand this principle from the perspective of industry and market structure and brand.

First, China's sporting goods market and brand competition are uncertain. The market share debate still needs years.

The expansion of China's sporting goods market, changes in the consumption structure of the market, and the formation of the market share of the enterprise are not stereotyped. For any brand, it has its own niche market and space to achieve sales growth.

Lining has been firmly in the high-end positioning for many years, but has never launched any combination strategy to occupy different positioning market space, which is a big mistake.

For example, the strategy of Nike and Adidas is very clear, first occupy the first tier market, hold the high-end price, and then rely on product mix and price combination strategy to enter the second tier market.

And Anta starts from the middle end, through the brand dissemination and brand shaping and other means to gradually expand the high-end products in the product line.

Only Lining has been fighting for many years, lacking the tactical means of harassing his opponent.

We must know that Lining can not compare with Nike and Adidas in terms of capital size, industrial chain advantage and brand accumulation. Therefore, Lining must first ensure that her sales and market share are improved, thus accumulating competitive capital for future and international brands.

At this point, the Wahaha in the beverage industry is worth learning from Lining. Wahaha has never rigidly adhered to its form. Instead, it has been conducting strategic pformation at the core of sales volume, steadily and steadily, and has accumulated extraordinary strength.

In such a competitive situation, sales are the core. The operation of brands must focus on sales and product mix around sales.

China's sporting goods market needs to be seen for at least 5 years in order to change its pattern and change.

Second: what is the core of Lining's current competition? Is it brand or sales?

As I mentioned before, in the current market, in fact, the competition of market share and the contention between channels are fundamental. The brand must be auxiliary to ensure the competition.

This strategy, Anta and other domestic second-line brands are most incisive, while the Lining brand seems to be overcautious.

Lining's real starting and core strengths were exactly the same, but these genes were lost in the past two years.

What is the advantage of Lining in sports products competition? The advantages of storefront, cost-effective products, excellent sales and shopping guide, flexible competition strategy.

Now, Lining seems to want to adopt a strategy of self dominated. The result is that his competitor is very thorough in his research, and he is aiming at Lining. Lining is bound to be passive.

As a benchmarking enterprise in the industry, Lining must lay down a deep study of competitive enterprises, especially continue to give full play to the advantages of the past in the sales system and enhance the capacity of single store operation, so as to realize the real brand turn.

From the above point of view, my personal strategy for Lining's future is partly conceived as a discussion and reference.

The first is to establish a strategy based on the promotion of sales and market share, and formulate corresponding strategies around this strategy.

The promotion of brand power is long-term behavior rather than short-term behavior. In this respect, Lining has done very well, but it should be appropriately cut down on expenses. At the same time, it is not necessary to dogmatism to formulate the death penalty between brands and product prices.

For example, why can't Lining break out a sub brand to harass Anta, occupy Anta's market and crack down on Anta's share? This part of the product can take price war tactics.

In fact, this strategy will not affect the brand at all.

From the 1, 3, 5 and 7 departments of BMW, BMW saw that the better the BMW, the better the brand.

Personally, I think the current stage is not about what style and brand is paramount, but a whole series of matching around sales and profits.

Second: make clear the competitive tactics of Adidas, Nike, Anta and other brands, and make full preparations. In accordance with the time series of the two or three line market, we must launch a series of activities and sales promotion measures to crack down the sales offensive of the first-line brand, and crack the Anta strategy.

It includes: the introduction of competitive products, the combination of the tactical means to promote the frontline sales, the input of the storefront coverage and so on.

This is what Lining is going to do at the present time with short term competition for long-term advantages.

Third: give full play to Lining's past channels and terminal operation advantages, continue to consolidate the foundation and realize the stability of competitiveness.

It is very difficult for Lining to change the terminal sales force relying on the change of brand and communication intention. In fact, the real core competitiveness of Lining in the past is precisely reflected in the management and sales force building of the monopoly system.

For this reason, the beverage giant ha has never given up the cultivation of this competitiveness for many years.

Lining's hesitant strategy in recent two years has led to a decline in morale of the whole team in this regard and urgent need for rapid improvement.

In the final analysis, I believe that Lining can not stick to the form, to enhance the brand realization and keep pace with Nike and Adidas is a strategy of 5 years or even 10 years. This strategy is actually based on its own channel strength, product mix strategy and terminal business strength in the Chinese market, supplemented by brand power.

I hope Lining brand will continue to move forward and take the lead in the national brand and move towards the international market.

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Sandwich brand breakout is not right or left.

In the actual marketing execution, the formulation of strategy is based on the market positioning. Lining's Sandwich brand is the high position and the high position, or the middle line and the pursuer win the market. This is a false proposition in itself, because in Lining's actual market strategy, it must be a compound strategy, but it has different market oriented tendency choices in different markets.

Based on the above two points of view, the author puts forward four steps to integrate the industry interpretation and experience, so that "sandwich" can not be caught in a trap.

The first step is to turn the brand into Lining and "race" to enter the world.

The consumers of sporting goods are mainly young people, and Lining, who carries the brand association, is old. What do I do? I think, since we can't get rid of Lining's association with Lining brand, why don't we lock the "quasi Lining" age group as the target brand of the core brand? The age of quasi Lining is the dominant group in the social economy. After years of experience, the group with wisdom and sophistication is the leading group that savors consumption. Why should we bother with the young and low-end market?

In sports and related government affairs, Lining has other similar brands and foreign high-end brands which do not have geopolitical, business ties or even blood ties.

This is the natural heritage of Lining. The influence of ethnic things after 60 and 70 is far greater than their choice of brands.

From the brand itself, one is one or two is two, the real show, first do a good job of this foundation, rather than compete with foreign brands, one is not to match, two is not necessary, the market is infinite, we still have a lot of basic skills to cultivate.

The second step: product diversification, category segregation

Not only sporting goods, but also other products: a product must lock in a certain group of people, followed by second people and third people.

We will have the "consumption" needs of the crowd to be arranged: 1, 60 to 85 after the economic owner; 2, 86 to 00 after the economic reliant; 3, 60 after the former economic shift, the three group of people with more spending power is first group, second group of the rich generation, free occupation group, special industry crowd (such as: mountaineering, sports enthusiasts, etc.), and the middle and high-end crowd in the crowd, these are quite consumption power crowd.

So, Lining can use product camps to lock the crowd, such as the Lining years series, with the filial piety card driver to lock the 60 high-end crowd; Lining only series, with the personality card locking after 86 to 00 crowd, at the same time, each pair of shoes is the only one in the country, the whole world only has you as the request; Lining Wisdom Series, the supplies quality card locks 60-85, the crowd stresses the elegant life, shares with you.

From the crowd to the crowd, intensive lock up and hierarchical promotion, there is still a huge product space in the market to operate, rather than simply based on crowd accounting + simple consumption forecast to compete with the brand behind the price and fight the sea battle.

The third step: market concentration and competitive advantage.

After talking about the brand and products, we turn our attention to the market. No matter what terminal form of Lining products exist, in short, he has to directly face consumers in a certain market area, store or shop. Although the channel is also very important, the sale of goods to the market will include two aspects: 1, let others not sell well; 2, sell more.

Let others not sell well, one is to occupy the minds of consumers through the brand to win their first choice, to occupy the pockets and feet of consumers through direct channels and store competition. Then the rich can not change shoes for three times every day, change clothes for four, or wear four shoes on two feet.

How can we do that? We classify the market as a bridgehead of core products according to the market, which is no one can shake our share of the grain ration field, even if we invest a lot. The main varieties of the B market are core elements and can not be shaken; the C market is a paradise for varieties.

Simply speaking, in different markets, the main product is to push the sales of strong products, to disrupt opponents with different products, so as to protect the core product status and frustrate the opponents.

Lining is also a commodity. The national people do not represent mercy. The strategy is decided. In a regional market, no matter who you are, if you run into the red line of Lining, we must hit the bayonet.

The fourth step: domestic momentum, foreign quantity, brand and sales volume.

Although our domestic market as long as the strategy is in place, the location is accurate and has enough market share, Lining can not extend the product line without restriction, so that competitors will continue to pour. Although Lining will have a tight market system and strong pmission channels, there is still a certain demand for market demand.

So we need to internationalize the Asian market which has great demand for Southeast Asia, Japan and Korea and India.

Although the author did not take the earth as a village, the development and extension of the neighboring market is what Lining can do at present.

Through the brand clearness, product segmentation and competitive advantage, China has formed a three dimensional offensive, coupled with targeted communication to boost brand promotion. Foreign countries have achieved the advantage of partial market through market development, constantly relying on halo effect, increasing sales volume and increasing occupancy rate. Don't forget that the Chinese market is also a world market. Its actual impact on the world is not ignored by us.

You are the PK of choice and pcendence, or you choose to pursue your life with the pursuers. In fact, you can not see that gold is everywhere around you.

Why does it bother Laba to grab the little pieces of silver that people are seizing in their underwear? As a product of the precipitating market for many years, besides Lining's personal charisma, and the precipitation of channels and precipitations of terminals, these precipitations will be activated in the four step method. It is absolutely not a selective game to sharpen the head and kill a leader, or to cast a ton to kill the pursuers, but a three force aggregation of brand power, product strength and marketing power, because marketing itself is a composite system, and Lining is no exception.