How Should Chinese Shoe Enterprises Digest The Olympic Cake?

The Olympic Marketing Monitoring Report of the first quarter of 2007, released by the Olympic brand Research Institute of China in May 16th, pointed out that more and more enterprises are keen to take the "Olympic marketing" express. However, at present, there is an uncertain risk that Chinese enterprises take the "Olympic express", resulting in most enterprises fail to produce the desired results.

Since China won the right to host the 2008 Olympic Games, Olympic business opportunities have attracted the attention of a large number of enterprises in China.

For Chinese brands, the Beijing Olympics is a huge fulcrum for the development of Chinese brands.

For Chinese enterprises, it is a rare opportunity to enhance the image and popularity of Chinese local enterprises and help Chinese enterprises enter the international market.

In 2007, it was praised by the industry as the "Olympic sprint year", and the Olympic marketing war has already started.

It is the first time that Chinese enterprises have been in contact with the Olympic Games. The history of sports marketing of Chinese enterprises is not long, and experience and lessons are almost blank.

How do companies that receive sponsorship rights exercise and apply this right?

How can an enterprise without the sponsorship power use the Olympic Games to play the edge ball?

From what angle should all intermediary companies such as consulting and public relations intervene in enterprises and official organizations to help them better communicate and link up?

All these problems are a new topic for Chinese enterprises and related organizations. The parties concerned are also confused about this topic.

We are thinking, we are exploring.

Since 1985, the International Olympic Committee has launched the Olympic business plan, attracting commercial sponsorship to develop and excavate the brand value of the Olympic Games.

The TOP The Olympic Partners has not made any fundamental changes until now. It has strictly restricted the number of sponsors (only 9 sponsors of the Seoul Olympic Games participating in the first phase TOP plan, and only 11 of the Beijing Olympic Games). Only the first class Super enterprises are selected, and each type keeps one.

The sponsors gained the exclusive right to use the Olympic Games intangible assets on certain commodities, which greatly intensified the competition among similar companies.

The TOP plan, which takes four years as a sponsorship cycle, has provided unprecedented convenience for commercial companies to reach the global stage. The charm of the Olympic Games, coupled with the successful example of some companies sponsoring the Olympic Games, has triggered the upsurge of global business.

With the improvement of the Olympic brand value, the entry threshold of the TOP plan has naturally increased.

The minimum amount of the first phase of the sponsorship was $4 million, which has increased to $10 million in the second period, and has since risen all the way to the extraordinary height of 65 million dollars in the Beijing Olympics.

Coca-Cola can be regarded as the originator of Olympic marketing, and also the top winner of the Olympic Games with its charm to the extreme.

Since 1928, Coca-Cola has sponsored the Amsterdam Olympic Games with 1000 boxes of coke. After that, Coca-Cola can be seen in every Olympic Games.

Take the "Olympic Action" for 8 months during the 1996 Atlanta Olympic Games as an example, Coca-Cola's global sales increased by 9% during that period, and stock prices soared 32%. The third quarter profit increased 21% in the same year, and more importantly, its competitor Pepsi Cola dropped 77%.

Samsung is also a paragon of sponsoring the Olympic Games to become a world famous brand. This may be a vivid textbook for Chinese enterprises in Olympic marketing.

Samsung sponsored the Seoul Olympic Games in 1988, with a 27% increase in revenue, and maintained a rapid growth in the three or four years thereafter.

In 2000, Samsung beat Motorola to win the TOP sponsor of International Olympic Committee. Although it paid $40 million in sponsorship fees, its brand sentiment increased from 52% to 70% in 2000 alone. Its brand value increased from US $6 billion 300 million in 2001 to US $8 billion 300 million in 2002, and the world rankings jumped 8.

Olympic Games gluttonous, many enterprises go home hungry, but the question is whether the Olympics is a game that can only earn money?

Coca-Cola, Samsung and other enterprises and Olympic Games win win growth. Is there still uncertain risk behind the boundless scenery?

The answer is yes.

Xerox, UPS, Heng Kang life and other enterprises to support the Olympic Games ended in a dim conclusion, indicating that even flying to the "high branches" of the Olympic Games is not a worry.

Sponsorship of the Olympic Games can be a terrible "burn money campaign". In the case of Atlanta Olympic Games, only 25% of Olympic sponsors get the expected return.

The US Xerox Co joined the International Olympic Committee TOP program in 1994, but was forced to withdraw because of its difficulties in December 2004. The Olympic Games did not bring good luck and success to Xerox.

Their own lack of innovative spirit and conservative management strategy make themselves heavily indebted, and are defeated by the attack of new and old rivals.

In 2004 Athens Olympic Games, TOP sponsors Heng Kang life is not very lucky. It can hardly get any reports from the mainstream media, and it is difficult to get the opportunity of exposure. The audience hardly knows anything about it.

Failure is always the cause of failure. We should not only know the "warning" but not know where the "mirror" is.

Experts pointed out that enterprises can not only devote themselves to the enthusiasm of sponsoring the spring tide. Before deciding whether to participate, they should also take full account of these questions: if they do not sponsor, will they distance themselves from their competitors?

If sponsorship, can we distance our competitors?

Can the company's financial, hardware and so on be able to complete the sponsorship plan?

What rewards can we get through Sponsoring Firm?

What marketing means can ensure the maximization of sponsorship benefits?

...

Let's look back at what answers the Chinese enterprises have already smelled big cakes.

The Olympic Marketing Monitoring Report of the first quarter of 2007, released by the Olympic brand Research Institute of China in May 16th, pointed out that more and more enterprises are keen to take the "Olympic marketing" express. However, at present, there is an uncertain risk that Chinese enterprises take the "Olympic express", resulting in most enterprises fail to produce the desired results.

In the first quarter of 2007, Haier, the Great Wall wine, Bank of China, Tsingtao Brewery and China Mobile had the worst Olympic marketing results and failed to achieve the desired results of other similar enterprises.

According to the international authoritative survey company, the cost of Olympic marketing is 3 times that of regular advertising.

However, monitoring shows that no enterprise can achieve this level of return at present, and less than 10% of enterprises achieve the effect of regular advertising.

Now it seems that the Olympic marketing of China's entry into the business does not seem to be a perfect answer.

Seeing these reports, we can not help worrying about how precious it is to hold the Olympic Games in China, let alone a large amount of sponsorship. Will Chinese enterprises follow the "Xerox"?

The author believes that successful Olympic marketing usually has three "enough": 1. money should be enough.

Statistical experience from Olympic marketing shows that the budget for sponsoring the Olympic Games and the budget of marketing communication activities around the Olympic Games should be 2:8, and other sports marketing is basically the same.

Sponsoring any sports meet costs two yuan, and it will cost eight yuan to assist in follow-up.

The front two yuan is only an admission ticket. It must cost eight yuan to consolidate the market and team.

From the sponsors of past Olympic Games, some sponsoring enterprises have won the sponsorship of huge sums of money because they did not have enough funds to do the follow-up marketing, and embarrassed the end of the Olympic sponsorship journey.

2. IQ is enough.

The failure of Olympic marketing strategy is usually superficial, simple and not related to the market. It is thought that as long as the enterprise and the Olympic two LOGO together, do a few ads, shouting a few slogans, even if the Olympic marketing.

They do not realize that consumers will not buy your product because you are an Olympic sponsor, and the abuse of the global brand network sponsors will also cause consumers to turn a blind eye to the sponsorship logo.

In addition, the marketing strategy lacks continuity, and there is no long-term planning. For example, the countdown to the Olympic Games, the torch relay, the eve of the opening ceremony, the Olympic Games, the closing ceremony and the later stage must be consistent and continuous.

3. patience is enough.

Olympic marketing is a long-term operation. It is by no means a battle to win a mountain top.

Enterprises need to take a series of related marketing activities around the Olympic Games, from the angles of public welfare, culture, and hot spots, and use various means such as advertising, promotion, and public relations activities to carry out integrated marketing.

Failure enterprises often pursue too much of a sensational effect. They often disappear immediately after the Olympic Games. This is a common failing of Chinese enterprises to do marketing communication. They always pursue sensational effects and always hope to be "one sticker".

To enter the Olympic Games, why sponsorship of the Olympic Games is the most expensive sponsorship in the world. On the list of sponsors of the 2008 Olympic Games, the average sponsorship cost of the well-known enterprises in China is more than 500 million yuan, and 500 million yuan is undoubtedly astronomical for China's small and medium-sized enterprises.

But this does not mean that enterprises that have not received sponsorship brands can only look at other people's enjoyment when facing the big cake of the Olympic Games.

According to the Olympic sponsorship survey conducted by the three Olympic research institutes and sufre, the scores of Mengniu, Pepsi, Lining, KFC, Nike and China Unicom increased significantly in the first quarter of 2007 in terms of awareness and purchase tendency.

As a matter of fact, none of the six companies is Olympic sponsors.

Nike is the marketing leader in this field.

In 1996, Reebok became the signing footwear supplier of the Atlanta Olympic Games. However, Nike hired a parking lot beside the Olympic Park, set up an experience center promotion campaign, and presented a souvenir with "NIKE" trademark to the spectators who were watching the games, which led people to mistake it as a genuine sponsor.

In fact, more and more SMEs in China who have no ability to pay for the Olympic Games should use the method of ambush marketing skillfully and get the effect of spending money on big events.

For example, in 2008, there must be new athletes becoming new Olympic champions. Before they become champions, their endorsement fees and operating expenses are quite low, and the subsequent brand effect is very large (of course, this requires companies to have enough luck and eyesight).

The big cake of the Olympic Games has been done well. It is hoped that Chinese enterprises will win several gold medals for China in the business competitions outside the Olympic Games.

2008 the feast is coming. I wish you all enough to digest.