Sporting Goods Industry: Innovation And Change In Business Mode Under Heavy Fog

"May as well do a test, to remove the sports products brand LOGO, really can distinguish that product is that enterprise can have a few? Then look at the terminal shop visual presentation, if the shop LOGO removed, you can distinguish it is that retail store, characteristic there."

Change of operation mode

The futures system of the three class group is worth a lot in the early stage of the development of the sporting goods industry. At present, from the perspective of the inventory door events, the futures system of the three class cargo is not flexible enough to accumulate the goods contradictions one level and one level, resulting in problems with the whole goods. Perhaps some friends have to ask, is the information system not able to monitor every link in the supply chain? Otherwise, in the three tier group mode, as long as the brand Dealers sell futures to distributors, and the money of brands is safe. Similarly, distributors sell their futures to franchisees only if they sell them. They sell their money in a safe way. Their so-called sales are the circulation and spanfer of commodities in specific channels. The emphasis of information system should be on monitoring terminal sales, but the information rate and accuracy of terminal information system can not be judged by information system. In addition, the terminal franchisee is also alert to the upstream distributors and brands. He is worried that the traveling party will understand its true inventory and sales status and raise its sales target, which is decided by the game of interest. The sporting goods industry needs a flexible, fast and agile mode of goods.

Some brands in the apparel industry have implemented a new model, which is worth learning from. That is to say, franchisees are spanferred to brand manufacturers (or distributors), and the brand manufacturers are responsible for the cost of goods. The franchisees are responsible for the operation cost of the stores and the sale of goods. The settlement period can be stipulated weekly or monthly. In this way, manufacturers have strong control over capital, quick turnover and reduced inventory risk. At the same time, in order to ensure their own interests, manufacturers will provide suitable commodities to match terminal channels. In addition, the risk of inventory cost decreases and net interest rates increase. However, it does not have strong channel influence on brand manufacturers. However, the difficulty of this mode lies in the coordination of goods distribution rights and store operation rights.

Control of new channels

The sporting goods industry is dominated by two formats: exclusive stores and shopping malls. With the advent of e-commerce in recent years, many sporting goods brands have begun to exert their efforts on online channels, and have entered electronic commerce, or settled on online platforms or self built commercial centers. However, online sales of goods are mostly over the past, and new products are not enough.

From the point of view of subdivision, online groups can be divided into three types: the first category, the online shopping people, whose lives almost can not be separated from e-commerce. They are proficient in all aspects of online shopping, and are scattered among large and small e-commerce sites. The second category is money saving families. They purchase to pursue cost-effective performance. They are keen to exchange all kinds of preferential information and inexpensive commodities. The third category is novelty hunting. They hope to discover new products through the Internet, or enjoy products that can not be purchased locally. {page_break}, that is to say, online sales of sporting goods only match consumer groups who like low prices from the demand level, while the demand for fresh goods can not be satisfied or totally ignored their needs. Just imagine that a certain type of line that customers like doesn't have a certain category. If this happens, it will damage consumers' expectations of brands and affect online word-of-mouth. In addition, online channels can also cover the places where physical channels can not be touched. In these places, the brand image of online products is the image of the brand, and the long-term sale of goods in tail cargo will greatly reduce the reputation of the brand. In the long run, online channels and physical channels will keep abreast of them. Low prices are not all of the electricity supplier. The electricity supplier is a resource integration platform and value-added service platform. For example, you buy a pair online. shoes You can enjoy the online shopping coupons, tickets for large events, or invitations for new products, etc., you can also use online integration points to accept value-added services or store VIP cards, while increasing the added value of the products, while enhancing the correlation between online and offline, so that the channels can be covered online and offline to every customer's existence.

Courage to innovate

I don't remember which tall man once said that we should go faster when we walk by others. Perhaps it is easier and quicker to follow the road, but it can only be a follower by others, and it is hard to become a leader. You might as well do an experiment to remove the LOGO of sporting goods brands, and really distinguish the product from that company. How many can you see in that business? Then look at the visual presentation of the terminal store. If you remove the store LOGO, you can tell which is the retail store. From the cognitive level of brand, there are three stages of brand recognition, memory and popular support. However, the impression of our brand in the recognition stage is still very vague, let alone popular. It is believed that this is also an important reason for the low customer loyalty of the domestic sporting goods brand. Zhang Qing, the founder of sports marketing organization, believes that "the market is too big to accommodate so many homogeneous brands!" Sports goods The revival of the industry's sense of innovation will be the hope of the next stage.

In the current situation, we must be enterprising or die. The only way to forge ahead is to innovate and change.