Lining Needs To Compete For The Brand Positioning.

It's going downhill.

Despite the Olympic Games' Dongfeng and frequent moves, it still can not solve its brand crisis.

In the past 3 years, the orientation of Lining's brand has been wrong, which has laid a curse on the current crisis.

"Post-90s Lining" not only did not reshape Lining, but became an obstacle to the development of Lining brand.

Positioning after 90 lacks competitiveness

"Post-90s Lining" is located in the young 16~23 year old group. Why can't it be successful? Because Lining has not solved the problem that when young people face Nike, Adidas and other brands, they do not choose Nike or Adidas to choose Lining.

Since the 2008 Beijing Olympic Games, Nike and Adi have grown stronger in China, and their brand positioning has changed from the high-end "niche" market to the "ordinary" market of ordinary people. The consumer group has been extending downward in recent years, and has been tilting to high school students and young white-collar workers, becoming a fan of young consumers.

On the contrary, Lining's consumption crowd is mostly middle-aged after 70.

"After 90 Lining" just divorced from Lining's original customer base, resulting in years of foundation being destroyed.

Once the brand positioning is separated from the existing customer base, it will be very dangerous.

Embarrassment at both ends

Judging from Lining's performance in the market this year, the failure of brand positioning has brought bad market results to him.

Lining's current situation is the two sides attack, identity embarrassed.

On the one hand, in the consumption crowd of high school students and young white-collar workers, we can observe a phenomenon that most consumers in a second tier city will not hesitate to choose Nike and ADI.

Like a three or four tier city with better economic conditions, Nike and Adi will also be chosen.

And the economic conditions are generally even worse. He will choose Anta and XTEP brands.

Because the structural cost of Anta and XTEP is low, and Lining's pricing is high, so that his original middle and low end people will be cut off by domestic brands such as Anta and XTEP.

Lining's book data in 2011 will not look good, which is even more tragic than that of his competitors.

In the Chinese market,

Ke and Adi achieved sales revenue of 2 billion 60 million US dollars and 1 billion 229 million euros respectively in 2011, up 18% and 23% compared to the same period last year.

Lining's sales revenue in 2011 was 8 billion 929 million yuan, down 5.6% compared to the same period last year.

As the third group of sporting goods market, Anta's revenue in 2011 reached 8 billion 900 million yuan, equivalent to that of Lining.

Last year, China's five major sporting goods companies Anta, XTEP, 31st, PEAK, Lining net profit were 1 billion 730 million, 966 million, 1 billion 133 million, 780 million, 386 million, Lining bottom.

With the decline of competitiveness and sharp decline in net profit margins, the problems Lining faces may continue to deteriorate.

If the direction of "90 Lining" continues, Lining's profitability will drop faster and inventory pressure will continue to increase.

Worse still, dealers' confidence and the morale of the whole team will continue to disappear.

Repositioning competitors

The original meaning of positioning is to establish a better position for competitors. Then, all resources and operations of enterprises should be allocated around this point, so as to create brand competitive advantage.

But in China's environment, Lining's rival Nike and Adi obviously do not exist in the middle and old age as the main consumer group. "After 90 Lining" can not relocate their competitors.

Lining's way out of the current predicament is to establish better cognition for Nike, ADI, and other market leaders so as to lift the blockade of competition and Lining's healthy development can be highlighted.

In addition, no

It is useless to guide and propagate from the perspective of business and enterprise.