How To Plan Brand Resources For Overseas Experts?

With regard to the future of Chinese sports brands, we can learn from Matthew Nagler, an associate professor of economics at the New York Municipal University of the United States, and Zhang Zhong, a professor at University of Pennsylvania's Walton School of business.

Neil Newton, an international business consultant, Zhang Qin, an assistant professor of marketing at University of Iowa, Portman, a sports culture researcher at the Metropolitan University of Liz, Yang Qingshan, President of China Brand Strategy Association, an associate professor of the Institute of fashion art and design, Beijing Institute Of Fashion Technology, and Wang Yongjin, deputy director general of public relations department, PEAK (China) brand management center.

Lining was attacked by two sides.

Zhang Zhong: there are few countries in the world that have so many sports brands in China. Vicious competition is fierce.

Lining is in a very vulnerable position.

On the one hand, other domestic sports brands, such as Anta and PEAK, have been expanding rapidly since 2008.

Lining's 7200 stores must compete with more than 4.2 000 local rivals.

This comes from the competition between the middle and the low.

On the other hand, international brands such as Nike and Adidas are doing well in the two or three tier cities.

This comes from high-end competition.

Li Ningzheng was attacked by two sides.

China's sportswear industry is likely to undergo a round of integration.

It can lead the process of integration.

Zhang Qin: Lining, the sports brand, did well 5 years ago. Recently, it has been in a difficult position. To a large extent, it is a problem of bad economic environment.

China's middle class and middle and lower income groups have declined. Under such a big economic environment, China's domestic market has been greatly affected.

Because sportswear is not a necessary consumer product, the general consumer will choose not to buy or not care about the brand when the income falls.

The target market of Nike and Adidas is a relatively high income class in China. Because this class is less affected by the economic environment, the impact is relatively small.

In addition, the general products will have corresponding strategies to launch new designs and new products when they enter the mature stage. Lining has entered such a mature stage and needs to rethink and position his sales strategy.

Yang Qingshan: there are two reasons for the sharp decline in corporate performance. First, there are major failures in the business strategy of the enterprise, and the two is the external environment such as the economy.

From the point of view of brand marketing and brand strategy, Lining's performance fell sharply, which was related to the pformation of his assessment and management strategy.

In recent two years, Lining's brand proposition and LOGO have changed, emphasizing younger, color style and so on. But from the current market performance, its adjustment is unsuccessful.

Entering the adjustment period after rapid development

Wang Yongjin: the most important problem of Chinese sportswear is that the phenomenon of product homogenization is too serious. Whether it is fabric, style or quality, it is all the same. The T-shirts are all T-shirts, and pure cotton is pure cotton.

However, the decline of the performance of Chinese sportswear brands is normal. Any industry has a high-speed development period and an adjustment period.

The Chinese sportswear brand appeared from 2002 to 2003. With the east wind of the Beijing Olympic Games in 2008, the demand for blowout is growing.

At that time, international brands were mainly sold in the second tier cities. The three or four tier cities were blank, the market was huge, and a large number of domestic brands such as Anta, 361 degree, XTEP, PEAK were rising rapidly.

However, since the second half of last year, it has expanded to a saturated state, and there must be a period of adjustment.

Liu Xiang: after 10 years of rapid growth in the domestic sporting goods industry, as many as hundreds of brands have flocked in, the market capacity has increased sharply, competition has intensified, and market readjustment is inevitable.

Some small brands with low strength, less brand resources, unclear positioning, non-standard management, or poor competitive brands will gradually withdraw from the market.

In addition, consumers' choice of brands and products is increasing and consumption habits are becoming more and more personalized. This requires flexibility in strategy, product and marketing strategy.

Some enterprises with slow market reaction will be marginalized or eliminated.

Neil Newton: it's very simple for consumers to buy your products.

If your product is of good quality and consumers do not buy it, the problem lies in the consumer's perception of the product.

Cognition decides everything.

That's why consumers are willing to spend a lot of money on a pair of Nike sneakers. Consumers think they are the best shoes.

This recognition is based on a good brand and a strong marketing concept.

Yang Qingshan: Sportswear must follow closely with sports. China's brand lacks long-term development strategy, and it is a short-term strategy of catching type.

In the London Olympics, many Chinese sports brands did not act as if they were out of the woods.

This deviates from the main line of brand communication, and the core value is not reflected.

If the fabric can not meet the demand for good sports, the style can not satisfy the consumers, the use value and the consumption psychology can not be satisfied, so the market performance can be imagined.

Try Tai Chi shoes.

Matthew Nagler: the success of a brand will ultimately depend on its product characteristics or the characteristics that consumers recognize.

Chinese brands should create a unique brand image and have unique attraction to Chinese consumers.

The brand UNIQLO successfully entered the US market. Instead of positioning its value advantage, it created a unique brand image.

Chinese brands can offer products of equal quality to competitors at a lower price, but this strategy may be outdated.

China's local sports brands need to upgrade their products, and also have marketing strategies that can foster this unique image.

Liu Xiang: Chinese enterprises should learn from international brands, look at the global market, distribute global marketing resources from the whole world, purchase raw materials from the whole world, and even make use of the factories in the world to manufacture and create global design and research talents, so as to keep up with the market trend.

Most importantly, the Chinese sports brand should go out and have a bigger stage outside.

PEAK's annual report showed that total performance fell 28.5% to 1 billion 610 million yuan over the same period, but the overseas market maintained a good growth rate, reaching 12.2% of the total turnover.

Zhang Zhong: a province in China is bigger than many other countries in the world.

Therefore, globalization is neither necessary nor necessary for local brands to pursue.

Chinese brands can learn something from western brands.

First of all, new concepts and new designs must be developed.

Secondly, in terms of brand building, we need to keep up with the trend and ask the best athletes to endorse.

Lining's brand is still overly dependent on Lining, a sports hero, but his appeal is fading fast.

Third, if we identify the market segments and identify their mental state and make a fist product, such as doing Yangko's shoes, the brand will soon come up.

Portman: for those national brands that need to save themselves, it is impossible to lower their prices or to produce more marketing funds. It can imitate the early strategy of China's white household appliance industry, so that more low-income people can familiarise themselves with and like their brands and seize the share of the market.

In order to revitalize the national sports brand, it is not necessary to keep a close eye on the bidding of large international competitions, and must closely cooperate with the traditional national sports.

For example, Chinese people like to play taijiquan. Is there a Chinese sports brand considering the footwear market? Many Chinese like fishing and self driving tours. These leisure markets have the value of development, and they also have advantages for Chinese enterprises.