Anta: The Perspective Of Sales System And Channel Construction

Anta successfully listed, in addition to gamble the Olympic concept, the most important thing is to rely on its channel control.

In the light of the industry's "light assets" model, Anta has been affected. Although it absorbs some advantages of the "light asset" model, it is more concerned about its own channel experience, fully implementing its channel strategy, and actively creating "sales network Empire".

The author will elaborate on its sales system construction and analyze its "winning" way.

For the construction of channel network system, Anta has different strategies and priorities in different periods.

Mr pompson believed that it could be divided into four stages.

The first stage is the era of "blossom everywhere" agent system; the second stage is the era of "network intensive farming" sales system innovation; the third stage is the self built network system of franchise stores; the fourth stage is the era of sports culture hypermarket.

The first stage of the agent system is the eight year period of 1991~1999 years. It can be called the stage of "extensive network construction". It is called the "full blossom" type of agency system. This is the only way for the development of local sports brand.

Anta's early channel development is the same as that of local brand brothers, and even no branding is well developed. But after years of painstaking efforts, it has expanded more than 2000 franchise points, and the density of exclusive store cabinets is quite large.

In 1999, Anta's sales increased by 35%, and won a large market share, especially in North China, Northwest China and Guangdong.

It laid a solid foundation for brand building in 1999.

But the overall development of the channel seems to be faced with bottlenecks, and the enthusiasm of dealers is becoming increasingly slack.

Channel traders appeal to the brand to stimulate the market.

The second stage of the reform of the sales system is from the end of 2000 to the end of 2003. In the middle of three years, the era of "network intensive farming" is being implemented.

There are only two ways to promote the reform of the sales system: first, upgrade the hard terminal; secondly, introduce the "order card" system to improve the quality of the channel.

The specific analysis is as follows: 1. The hard terminal upgrading campaign has comprehensively improved the entire sales system in early 2001, and promoted a new round of sales system reform.

First, from the wholesale and special outlets to the agents and stores, and to cooperate with the franchise mode. The good channel quality provides a solid foundation for the promotion of the monopoly mode; two, it is to eliminate a number of unnamed franchised stores, to reform the single facade shop as a double facade and three facade store, to enhance the image of the outlets and strengthen the layout of the outlets. Three, it is necessary to strengthen the layout of the multi store businesses in the main commercial streets, so as to make them move towards a fine and professional line.

2, the introduction of the "order card" system to enhance the quality of channels, the end of 1999, Anta launched the "order card" system.

The order card is to issue the agent qualification certificate to the distributor and set up a "threshold" for the dealer to manage Anta.

The "order card" system has brought some pressure to the dealers and has undertaken a certain risk of purchase.

Anta made a commitment to channel dealers: dealers make money, Anta is making money, dealers inventory is Anta's inventory.

For a long time, the brand awareness of domestic dealers is still out of fuzzy state. There are many contradictions between their vested interests and brand management. Therefore, dealers' behavior often affects the will of enterprises.

In the past, although Anta also had a package of market management rules and regulations, it did not impose much binding force on distributors.

But the establishment of this threshold has made Anta and dealers win a certain initiative, laying a groundwork for the channel rectifying and improving the quality of channels.

Through brand success to resolve this risk.

The advertising effect endorsed by Kong Linghui makes the risk of purchase almost absent.

The "order card" not only enhances the cohesiveness of dealers, but also speeds up the development of channels and the high quality of channels.

The third phase of the direct operation era was from the end of 2003 to the end of 2005.

There are two main aspects: first, network buyback, mastering the autonomy of channel operation and carrying out benign management, actually started the network buyback operation in 2001, and vigorously promoted in 2003. By the end of 2005, Anta had already controlled 40% of the terminals.

These 40% self operated stores occupy 60% of the company's sales.

At the same time, in order to strengthen brand building and establish a good brand image, Anta invested huge sums of money to build about 200 flagship stores.

It is worth mentioning that Anta's expansion and elimination are simultaneous.

This shows that Anta's network expansion has entered a mature stage. It is no longer simply to expand sales performance, but to integrate brand building, market impact, sales performance and long-term development together.

Second, with the channel merchants to create customer value Anta in channel management must find the distributor's interest driving point, it is possible to jointly create value for the customer.

Dealers are not welcome to enhance the purchase price index by brand awareness.

How to achieve the interests of enterprises through long-term development planning?

New ideas have emerged: instead of raising the price threshold for incoming goods, it is better to hand over the heavy burden of management to dealers so as to integrate dealers into Anta's brand management mode.

From the training of shop assistants to the services of consumers, from the decoration of exclusive points to the execution of VI visual system, the benefits of brand intangible assets can be exchanged for tangible benefits.

The integration of firm integration has been further consolidated and deepened.

The fourth stage of the hypermarket era is from 2006 to present, to build Anta flagship store nationwide, and to promote the construction of sports goods retail City, and enter the era of sports culture.

The pace of advance of channels is faster and faster.

With the shift of strategic objectives and changes in the competitive environment, the limitations of the network are gradually emerging.

In the leading market of the comprehensive chain format, Anta wants to enter the field of sporting goods retail and create a comprehensive chain format, which is a good strategy for meeting the channel strategy in the new economic era.

According to Anta's prospectus, Anta will invest 550 million yuan to open concessionary international sports brands and retail stores after listing, and set up sports city and Anta flagship store in major cities of China.

At the same time, it will also invest 440 million yuan to further expand and upgrade Anta's sales network.

Anta took advantage of the channel business, and successfully built a high-quality sales network system, laying a solid foundation for competition.

Anta adopted an independent distributor system to layout and manage the national market.

But all distributors have nothing to do with Anta's shares.

Does this mode of operation still have market control and initiative in the future competition?