Nike PK ADI: Competition Between American Cowboys And European Nobility

Whether it is bright or dark or empty or real, the fight and confrontation between Adidas and Nike have never stopped.

They are very close to price, distribution and competition strategy.

The preferential policies, store design schemes and profit models of the two major pnational corporations are basically similar. What means do they use to win their opponents in such close combat?

One old, one small, two monks lived in two adjacent temples. There was a river between two mountains. They went down to the river to pick up water at the same time, and became friends after a while.

Many years passed, and one day, the old monk did not come to fetching water. On the second day, he still did not come. After such a year passed, the little monk wondered: what happened to him?

I have to go and have a look.

When he saw the old monk, he was shocked.

Because he is chanting scriptures in the temple, which is not like drinking water.

The little monk asked curiously, "you haven't been carrying water for a year. Do you have any specific functions?"

Hearing this, the old monk took him to the back yard of the temple and pointed to a well. "For a year, after I finished reading every day, I would spare time to dig this well, even though I was busy, I never gave up.

Now that I have finally dug up the water, I do not have to go down the mountain to pick water anymore, so I can have more time to chant scriptures.

Dig one's own well, cultivate its unique strength, survive in the daytime, and strive for development at night. Yesterday's efforts are today's harvest.

Nike and Adidas are such a pair of "monks" who secretly call their strength. They are also sports brand giants. They also concentrate their efforts in their respective fields. But now the two parties have different achievements in the same field.

The soccer world's confrontation with Nike and Adidas is more like a two rival in the "patent race".

In February 17, 2006, Nike filed a patent lawsuit against the Ralph King local court in Texas, accusing Adidas of using its unique SHOX technology in the production of sports shoes.

And Adidas thought there was no infringement, and the two giants took a beating.

In fact, two giants' tit for tat imitation started a long time ago.

More than 10 years ago, Nike had taken the place of Adidas, but Nike did not change their guerrilla like market strategy. Nike continued to use the "sniper marketing" approach to strike the edge ball in the most attracting international sports event.

It's totally unacceptable for European aristocrats to act like a boss while still using this cowboy style.

In the top business partners of FIFA, Adidas has been dominant in the football market, and Nike has never been able to set foot in it.

The traditional forces of International Olympic Committee also support Adidas.

With these two major international sports management institutions in hand, the international sporting goods market has seen this strange old man fight guerrilla, the second official official status.

In order to launch a charge against Adidas, Nike has invested 100 million euros in the world cup in Japan and South Korea.

By comparison, Adidas invested 40 million euros in a pitiful way.

The German World Cup, which will be staged in June, will have 6 teams wearing Adidas's famous "Shamrock" logo on the playing field.

Meanwhile, Nike of the United States signed a sponsorship contract with 8 teams.

Drucker believes that most innovations, especially successful ones, are the result of consciously and purposefully seeking opportunities for innovation, and opportunities exist only in a few cases.

In the Chinese market, the competition between the two companies is fierce.

For Adidas and Nike, it is necessary to increase investment in the 2008 Beijing Olympic Games as an opportunity to expand the influence of the Chinese market, especially the most influential football game.

Such competition, let Nike company in unexpected and reasonable choice of the Super League.

As Adidas established a cooperative relationship with the Chinese Football Association in the 80s of last century, it is always the equipment supplier of the men's and women's teams at all levels, so Nike is dwarfed in the competition of "China team".

For Nike, to use Chinese football to ensure and expand its position in the Chinese market, only the league as a breakthrough.

Two years ago, Nike actually took a fancy to the broad prospect of China's football market.

In 2004, they once proposed the equipment supplier of the "China team". Although it failed in the end, it still made Adidas pay a huge price to keep the position of the equipment supplier.

Last year, Nike took advantage of Adidas's failure to meet certain requirements of the China Super League and became one of the sponsors of the China Super League.

Through cooperation, Nike has also been promoted from ordinary sponsors to sponsors, and its position in the Chinese football market has also improved significantly.

Nike: to maintain the leader's posture, Nike's marketing strategy is not very original. In many respects, it still follows the successful example of Adidas's establishment in the past decades: insisting on technology leading, low cost expansion, unique enterprise image recognition system, utilizing the advertising effect and product diversification of international competitions and big stars.

But this series of imitation has made Nike come back to the top.

Nike, founded in 1962 by Phil nite in Portland, was named "blue ribbon sports" and officially changed its name to Nike in 1970s.

Since 1980, Nike has gradually pformed from a product oriented company to a market-oriented company.

Nike carries out aggressive market activities, contracts top athletes, and creates the slogan "Just do it" and positioning its sports shoes in high quality products with innovative technology and high price.

With its rich product type and excellent design, in 2000 it occupied more than 39% of the American sports shoes market, almost two times the market share of Adidas.

As one of Nike's core competitiveness, marketing is not only advertising, but also through what strategy to attract and retain customers.

The marketing strategy adopted by Nike marketing team always reflects public opinion.

In 80 and 90s of twentieth Century, Nike invested a lot of money to hire successful and attractive athletes to endorse products.

For example, Mike Jordan.

Over the years, Nike has been using professional athletes like Jordan to act as spokesmen to attract male customers.

Now, its spokesmen have a new goal -- hip hop.

Nike has designed shoes and sexy sportswear for aerobic enthusiasts such as fitness and hip-hop.

The change of attitude is helping Nike get more shares from the women's sports market, and the sales of women's sports products are rapidly surpassing men's sports products.

From 2000 to 2004, sales of Nike's women's wear and women's shoes accounted for 20% of Nike's total sales.

The sales of women's sportswear increased by 9% to $17 billion 400 million, while the sales of men's sportswear decreased by 11% to 13 billion 400 million dollars during the same period.

Market strategy should change with consumers' preferences.

A quick response to market changes is the magic weapon to maintain Nike's core competitiveness in the market.

When it is temporarily unable to find a new combination, learn from it.

Nike has no secret to learn and imitate Adidas brand in the course of enterprise development.

Nike moved the German method of operation in a large way, which is a shortcut to justify the company's rapid development.

However, Nike does not follow German in the design of its products. Nike is confident that its own R & D products are worth learning from German Adidas.

Successful imitation is not simply a blind obedience, but a successful policy, standard and measure.

In the process of imitation, Nike has established its own personality and style.

With effective imitation, we have established a vigilant management institution for new market opportunities.

Although imitation does not have to innovate and consume a lot of resources, what is wrong with imitating others if effective imitation can lead to its own success?

Adidas: from leader to Challenger ADI dassle founded a company called Adidas in Germany in 1948, producing all kinds of high quality sports shoes, and became the leading sports shoes supplier in all the famous events in the world in 1960s.

In 70s, Adidas did not realize that the movement of civilians had become a trend, or focused on professional sports shoes.

Due to the failure of sales expectations and the underestimation of market competition, Adidas's position was challenged and eventually replaced by Nike in the late 70s.

Judging from the history of Adidas, it is the first footwear company to launch production outsourcing.

Their production companies are distributed in China, Vietnam and Latin America.

Now their supply chain takes advantage of 3 different types of suppliers, including contractors, sub contractors and local raw materials companies.

Their outsourcing strategy is crucial to the success of the group and is emulated by the whole field.

This strategy can pfer risks, reduce labor costs and concentrate on Adidas's core strategy, marketing and R & D.

Marketing is one of Adidas's two core strategies.

In 1997, Adidas announced the acquisition of Solomon company to form one of the world's leading sporting goods group companies, which complement each other in product and regional coordination.

Solomon's original performance in North America and Japan is particularly strong, which is very helpful for Adidas to improve its market share in the US.

After gaining market share, Adidas also followed Nike's second place in the market.

The resurgence of ADI in the late 90s showed signs of recovery. They adopted the same strategy as Nike's endorsement of the market strategy. Because of the strong foundation of its brand, Adidas gradually became a rival in the Far East and Nike, and has gained the advantage in Europe. It can occupy 50% of the world sporting goods market in North America. They can never threaten Nike's lead.

In addition to marketing, R & D is another core strategy of Adidas.

They set up a brand-new technological innovation team, putting in at least one big innovation every year.

In 2003, Adidas set up a "mass customization" system, which can design special shoes according to different customers' feet, personal preferences and requirements. The advantage of the leader makes Adidas in the first place in this field.

It has extraordinary ability in research and development, and what it needs is a more customer oriented marketing strategy.

Even if Adidas and Nike can imitate each other, they should try to distinguish them from each other in effective execution and coordination.

When Nike's marketing and R & D teams are more concerned about the needs of North American consumers, Adidas has begun to shape its own market segments.

In fact, as a sports brand in Germany, products that Europeans do not necessarily conform to the appetite of Americans, and Americans emphasize personalization. Adidas has recruited and nurturing people who truly understand and predict this dynamic market.

This is a resource that can not be imitated.

Industry leaders tend to be complacent in the face of rapidly increasing demand, complacent and careless.

During this period, sales of industry leaders will increase significantly, and this growth will mask their declining market position, because competitors are actively attacking the leaders of the industry and gradually improving their status in the "loss of their own interests".

The reason why Adidas is lagging behind Nike is not related to this "complacent" mentality.

The fight or confrontation between Adidas and Nike has never ceased to win the future war, either bright or dim, or virtual or real.

They are very close to price, distribution and competition strategy.

The preferential policies, store design schemes and profit models formulated by the two multinational corporations are basically similar.

In China, all products sold by Nike are small and medium-sized enterprises in Shenzhen, Dongguan, Jiangsu and other places.

In addition, Vietnam, Thailand, Malaysia and so on also have dense factories, tailored for them, which is almost identical with Adidas's factory layout.

It is very difficult for an enterprise to change its route quickly, but if we want to survive in the competition, we must keep pace with the times as well as pay attention to the "every move" of our competitors.

For example, the structure of the two giants in China is exactly the same.

The change of Adidas is that they will retain their company, Adidas (Suzhou) Limited, and set up a Adidas (China) Limited company.

Adidas's investment model is almost the same. Nike has never been a Chinese company, but has always been walking in the rivers and lakes with Nike (Suzhou) Sporting Goods Co., Ltd.

Such a management mode is different from most multinational enterprises.

Nike's future order project helps companies grow rapidly.

Adidas is also implementing similar ordering systems with its retailers to mimic this strategy.

Who exactly is the imitation of the industry?