Interpretation Of The "Westward Movement" Of The Brand Of Medium And Small Sports Shoes And Clothing

Nike, Adidas and other sports shoes and clothing brands have dropped their bodies and began to "patronize" the low-end market, not only the original ones. channel The overlords are on pins and needles, and they also have a difficult problem for the small and medium-sized brands in the developing stage: to make their brands become the martyrs of the channel strategy of the first and second tier cities, or to be a warrior who breaks their arms and helps themselves, and transplant their own survival to the county and township. profit In soil?

It is gratifying to note that many local sports brands have chosen to avoid the sinking of the upcoming channel. Edge And go to the three or four line market pragmatically. In addition to having clear channel strategies, they also have product strategies that match them. In other words, what kind of stores should sell, and these growing sports brands already have a good idea.

Stores open to towns

Jinjiang sunshine road is a sports brand concentrated business district, to a certain extent, all sports brand "wind and grass" you can see from this only hundreds of meters long road.

Just after the Spring Festival of 2011, three small and medium-sized sports brands closed their stores in sunshine road. Correspondingly, these brands have launched a spectacular "enclosure" campaign in the blind areas of traditional channels such as Nanan and Anxi. One after another franchised stores have opened up in these villages and towns, and the more practical channel strategies for small and medium-sized sports brands have been quietly implemented at home.

Take Jinjiang as an example, sunshine road and Tangnan Street belong to the two class market. In this kind of business circle, everyone's life is not comfortable: expensive terminal costs and hard profits are all the burden on the shoulders of growth brands. The marketing director of wild power (China) Co., Ltd. is laughing at a lot of difficulties. "Under all kinds of pressures, let these growth sports brands open in many two or three line business circles in China?"

In these small and medium-sized sports brands, the domestic first and second line sports brands have built solid channel barriers in some two or three line markets in China after years of painstaking efforts. With the continuous extension of Nike and Adidas in the Chinese market, it is foreseeable that in this market, a fierce channel competition and product price war are bound to be staged. In this war without smoke, the survival space of small and medium-sized sports brands has almost been buried. If we continue to stay in this market, the final result may be just a victim of war.

"Since survival is the absolute principle, we need not stick to the core business circle of these two tier markets." A straight forward, the wild will continue to take the second tier city as the commanding point, and create regional brand influence. At the same time, the wild force also needs to penetrate the channel branch into the county level market and even the township market. Through the two generation listing of the breathable shoes, the market will bring more three or four line sales.

For wild power and YAO Yao, the three tier market is not only a paradise for earning profits, but also a fertile soil for cultivating brands. "Who opens the shop early, opens the shop area to be big, opens the shop the location to be good, who has the opportunity to become the local consumer's mind brand, even becomes the first brand, the first choice brand." Fujian Kai fan sporting goods Co., Ltd. deputy general manager Zhao Tao so defined.

Matching products with channels

The three or four line market has become an undisputed fact that the channel strategy direction for small and medium sized sports brands has been optimized. However, because most of the three or four line markets are located in towns and townships, the consumption concept of local consumers is obviously out of line with the consumers of traditional cities and county-level cities. Under this premise, how should the small and medium-sized sports brand adjust its product strategy? Many people have turned their attention to the "dual product" strategy.

Along with the overall market sinking, YAO Yao has adjusted the proportion of products in a big way. "We take those tidal spots as an image, accounting for about 20% of the total product structure, which is mainly used for the display of brand image in the two or three line market terminal. At the same time, considering that these Township markets are not so sensitive to the fashion trend, even after the fashion of the city, they can still move after a year. Therefore, in the product design, we will compare the moderation of the marketable amount, which should be more marketable in these places." Zhao Tao said.

And the wild force has orchestrated the strategy of "two products and two channels". It is understood that, as a generation of breathable shoes has achieved good sales performance, in 2011, the second generation of sneaker on the market came into being. On the one hand, the main products were visual and breathable products, and the shopping mall mode was used to penetrate the second tier market. On the other hand, with the brand influence of breathable shoes, the three or four line market was quickly seized, and its channel mode will mainly adopt its own monopoly or comprehensive store form.

"In 2010, this star sports shoes sold well. With this selling point, we hope to bring more sales. However, because the development cost of the shoe is higher and the price is slightly higher, it may not be sold in the three or four line market. In order to solve this problem, we are going to adopt two products and two channels to develop a series of breathable series suitable for the three or four line market, and the channel for ventilating shoes is still dominated by the second tier market.

Expert opinion

First, we must lay hands on it first.

The Chinese market "meat" is in town, while "bone" is in big cities. The local sports brand should not only "go to the countryside", but also make the first move. After all, the consumption capacity of a town is limited, generally it can only accommodate 2-3 sports brand stores. Whoever enters first will occupy exclusive competitive advantage first.

The consumption environment of the three or four tier market is destined for these small and medium-sized sports brands to expand closer to the smaller brands. These brands must understand that in the three or four line market, brand consumption orientation and low consumption orientation constitute the two parallel consumption main lines of harmony and win-win. Therefore, when growing sports brand continues to sink channels, it should not only have a dream of surpassing the brand, but also have a pragmatic attitude towards product fundamentals. For example, we should plan well the route of product strategy, plan clear product structure, and even accurately extract products as selling points.

"Channel has become an important part of the domestic shoe and clothing brand to maintain market advantage, and the means to maintain the advantage is to have a healthy and healthy network layout." The responsible person of China clothing association said that with the development of urbanization in China, the purchasing power of small and medium-sized cities has been increasing. The foundation of domestic sports brand is in the three or four line market. Whoever can stand steadily will enjoy the fruits of this round of attack.

Two, township sports need to be "townships".

Many local sports brands only take the channel sink as an expedient measure to "go to stock", but the township stores also face the pressure of rising costs. In order to relieve pressure, they have something to do in the township market.

First of all, the strategy of price marking should be well done in villages and towns. The layout of domestic towns in South and North has certain regional characteristics, and the actual consumption ability and purchasing power of villages and towns are limited. According to market analysis, the price below 150 yuan is a suitable price segment for Township and village stores.

Secondly, brand enterprises should choose some excellent customers to expand their channels in order to reduce the risks of brands and customers. In addition, the township market is mostly composed of husband and wife shops, and should be relatively flexible in management. If agents are direct outlets, the localization of employees should be done as far as possible.

Brand rooted in towns and townships should be more "local" in marketing strategy. In depth understanding of local conditions, combined with the "consumer oriented" consumption concept of consumers in towns and townships, and on the basis of this, with some marketing campaigns that conform to consumers' taste, narrow the distance with local consumers, and finally form a brand management strategy suitable for the local market.