Running Key Of Running Shoes

As early as 1959, when the ghost company founded 10th anniversary, it began to carry out familial pformation, issued shares to employees, and the proportion of employee stock ownership reached 70%, and put forward the idea of "fate of community in the integration of labor and capital".

ASICS (Ai Shi Ke) still focuses on the field of running shoes, although Nike has developed into a sporting goods giant from its agents and foundry factories.

After the first generation of ASICS entrepreneurs died, the company went to professional management, and their shares were highly dispersed. However, they still did not change their focus on their true colors. They stuck to the company's philosophy set up by their founders.

The founder of focused innovation

Onizuka Kiyaro (1917-2007) was a generation of entrepreneurs after the demobilization of World War II.

In 1949, he founded 300 thousand yen capital and 4 employees in Kobe.

。

Although there was no experience in shoemaking, Onizuka Kiyaro devoted himself to studying sports physiology and began to innovate from the start of the company.

The company's first pair of volleyball shoes were born in 1951 and took the lead in adopting vulcanized rubber soles.

In 1951, a runner running through shoes in the Boston marathon won the championship.

Onizuka Kiyaro also drew inspiration from life, inspired by the octopus sucker, designed the sole of basketball shoes, and produced the first pair of professional basketball shoes in Japan, with tiger heads on the soles, thereby forming the trademark of the company.

So far, ASICS is still the top brand in Japan's basketball shoes market.

Throughout 1950s,

Continuously striving to improve various products provided by long distance runners, in order to make shoes more comfortable and comfortable, the company measured the feet of not less than 20 thousand people for technical reference.

One of the products even attracted the interest of the great barefoot marathon champion, Abebe Bikila, who chose the running shoes of the company in 1961 for the first time in running shoes.

The shoe was developed by the mound company after seeing the long corn on the feet of the marathon athlete. Several exhaust holes were used to keep the soles cool, and the new rubber formula provided good cushioning performance.

Beginning in 1960s, the ghost tomb products became increasingly common in the Olympic Games and various world-class sports events.

Some top athletes from other countries also wore ghosts and tiger shoes. In 1963, Nike imported tiger shoes to the United States. In 1964, athletes from Tokyo wearing Tiger shoes were awarded 46 medals.

In 1960s, the mound company also developed the first pair of running shoes with convertible studs, which allows the participants to adjust their own life according to specific events and venue conditions and extend the service life of shoes.

Ghosts are the earliest users of EVA damping materials. EVA is now widely used in all kinds of sports shoes.

In 1970s, ghosts became the largest running shoe manufacturer in the United States.

In 1974, ghosts became the main board of Tokyo, Osaka and Nagoya stock exchanges.

A good mind is in good health.

The company has focused on the achievements in the field of sports shoes and the popularity of its Tiger trademark, attracting two other sports and sporting goods companies in Japan to join and join.

In 1977, three companies announced an equal merger, and the ASICS company was formally established.

Onizuka Kiyaro became president of the new company.

The name ASICS is made up of the five letters of the Latin proverb, Anima Sana in Corpore Sano, which reflects the values of Onizuka Kiyaro: training healthy teenagers through sports.

The reason for such values stems from the social background after the "World War II".

At that time Japan wanted to use sports to stimulate the spirit and spirit of the teenagers, and the children would not get sports shoes if they wanted to exercise.

So Onizuka Kiyaro decided to start a business in this field.

ASICS is not only naming the "ocean", but also like SONY.

Like SONY, shares and products are synchronized in the international market.

ASICS is frequently listed on foreign stock exchanges: Luxemburg, Singapore, Frankfurt, Vienna and Paris.

In addition to financing needs and expanding shareholder base, listing is also a way for companies to gain attention and visibility.

ASICS continues to focus on the production of sports shoes and continues to play a leading role in the development of sports shoes technology.

Especially in the field of running shoes, ASICS has many proprietary technologies, including shock absorbing adhesive, wear resistant rubber, wear-resistant sliding sole and so on.

In 1978, the volleyball shoes launched by ASICS first adopted the sole with absorptive impact function, and a jogging shoe added the reflective function of the shoe upper.

In a series launched in 1985, designers focused on minimizing the energy loss of runners, using palm like suction bottoms.

In 1987, ASICS invested $27 million to build a sports engineering laboratory.

In the same year, GEL shock absorber began to appear on ASICS's jogging shoes and basketball shoes.

Compared with EVA shock absorption, GEL can make shoes lighter. GEL makes ASICS brand popular among runners, so far it is still the most excellent material shock absorption technology.

Professional management does not change focus.

In 1987 and 1989, the two founders of ASICS company (vice president Terashi Koji and deputy chief executive scooping up a well) died one after another.

Onizuka Kiyaro, the soul of the three founders, is still alive and still president.

But Onizuka Kiyaro is also starting to consider the issue of successors.

In 1992, Onizuka Kiyaro resigned from his position as president of the 15 year and retired to the second line as chairman (Chairman) until he died of illness.

In 1992, the second generation leaders of ASICS company began to appear, but the general direction of the company is still under Onizuka Kiyaro's control.

After 15 years' (1977 to 1992) direct management, and after 16 years as founder president and professional manager as president, ASICS started full professional manager control and management phase in 2008.

In 1992, Miwara Seiji became president, and Takahashi Yoshiroyuki became president in 1996, and he became president of Hotan in 2001.

In 2008, he became president of the United States and Oyama Ki became president.

Oyama Ki was born in 1951, joined ASICS in 1982, and became director in 2004. He was appointed director and president in April 2008.

ASICS can move smoothly to the era of professional management with the departure of the founder, and its core founder, Onizuka Kiyaro, is inseparable from the management concept.

As early as 1959, when the ghost company founded 10th anniversary, it began to carry out familial pformation, issued shares to employees, and the proportion of employee stock ownership reached 70%, and put forward the idea of "fate of community in the integration of labor and capital".

As of the 2011 fiscal year of March 31, 2012, ASICS had a capital of 23 billion 972 million yen (about 2 billion yuan), 5906 employees, and sales of 247 billion 800 million yen (about 19 billion 500 million yuan). It is far from a global company, but it has the distinct characteristics of focus and internationalization.

Sports shoes account for 73.8% of its sales, while Japanese domestic sales account for only 44% of total sales.

ASICS's shareholding structure has been quite dispersed, and is similar to SONY's top international companies.

In March 31, 2012, ASICS had a total of 12974 shareholders. The top 10 shareholders were all institutions, mainly banks. The largest shareholder held only 4.3%.

According to the category of owners, foreign legal persons account for 37.05%, financial institutions account for 35.13%, other legal persons in Japan account for 8.05%, securities companies account for 0.75%, government and local public organizations account for 0%, and individual investors account for 19.02%.

At present, there are 10 board members of ASICS: Wata Kiyomi, chairman of the board, chief executive officer, chief executive manager, 3 executive directors and 2 external directors of the board of directors of the ASICS.

There are also 4 executive managers.

4 members of the board of supervisors.

The average annual salary of the internal directors is 23 million 560 thousand yen, 2 external directors are 5 million yen, the internal supervisors are 18 million yen, and the external supervisors are 10 million yen per person.

There are two points to note: first, there are floating parts in the remuneration of directors (including external directors), the so-called performance linked remuneration, which accounts for about 10% of the total remuneration, and the internal and external supervisors have only fixed remuneration. The two is that the remuneration of the external supervisors is two times that of the external directors. This reflects that the responsibilities of internal control and risk management belong to the board of supervisors in the companies that retain the board of supervisors in Japan, so the responsibilities, risks and tasks of the external supervisors are heavier than those of the outside directors.

While strives to carry out the idea of "community of fate in the integration of labor and capital", ASICS also strives to expand its fate community by pforming its shareholders into customers.

ASICS has a preferential treatment system for shareholders to purchase our products.

The policy of 2012 is that holders of 100 or more shares but less than 1000 shares give 5 coupons with 15% price discounts for the purchase of the company's products. Those who hold more than 1000 shares but have less than three years will give 5 coupons with 20% price discounts for the purchase of the company's products.

This kind of shareholder coupon can be used in the company's Direct stores and designated agencies, and can purchase all the products.

In addition, all shareholders holding more than 100 shares can enjoy a discount of 20% for the company's preferred stock catalogue.

Many enterprises in China, especially small and medium sized board and gem, are facing a common and strategic issue after listing: how to introduce career management and realize company expansion while keeping the entrepreneurial concept and effective control of the founder, and how to expand the company's core strengths so as to avoid the loss of focus areas after the expansion of the company and to fall into mediocrity or even decline. ASICS provides an excellent example in this respect.