Obstacles To The Growth Of Local Sports Brands

< p > in recent years, the scale of China's sporting goods market has increased rapidly, giving local enterprises great opportunities for development.

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< p > Sales Department connects enterprises and markets. The main function is to provide products and services to customers, so as to achieve capital recovery and profits.

It is the power source for the survival and development of enterprises.

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< p > according to the definition of marketing management above, we can see that marketing management is a very important link in enterprise management.

The marketing work must be coordinated with the enterprise's product development, production, sales, finance and other aspects.

Only in this way can the overall business objectives be achieved and the overall management strategy of the enterprise can be effectively implemented.

In the past few years, the development of local sports brands is strong, and there is a tendency to replace foreign brands.

But in the near future, there is a lack of stamina and many enterprises are showing signs of slowing sales growth. The lack of marketing capability is the real source of the decline of local enterprises.

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< p > earlier, the operation of local enterprises is mainly based on sales promotion and market share. The core strategy of marketing is "sales network construction", and Anta is a typical example.

Anta focuses on the development of the three or four tier market, which is relatively weak in foreign brands and strong domestic brands. It adopts the way of "one county, one household" to reduce the sales focus and deepen the regional market.

In order to speed up the opening up of stores, Anta developed the national sales network by means of "provincial distribution agents + regional distributors", and quickly occupied the three tier market.

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< p > the brand awakening of local enterprises is at the end of the 90s of last century, but the understanding of brand still stays in "popularity", but far from "affecting the value concept of consumers".

The common practice is to support the sales network with the "central five advertisements + local sports stars endorsement", and continue to focus on sales promotion and market occupation.

In 1999, Anta hired Kong Linghui as the spokesperson for the image. The image of the store with the image of Kong Linghui as the theme was integrated with the high-altitude advertising, which quickly increased the market awareness of Anta. Sales rose rapidly to 2 billion yuan in a few years.

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< p > < strong > efforts on brand breakthroughs < /strong > /p >

After the completion of brand building in the primary market, foreign-funded enterprises have gradually entered the two or three tier market, and local enterprises are also working hard to enter the first tier market. P

With the increasing homogenization of products and prices, the focus of competition among the two groups has gradually focused on the brand.

The consumption culture of the sports goods market has entered the stage of fashion and experience. Consumers are buying decisions according to brand rather than function or price.

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Since the beginning of this century, foreign invested enterprises have made significant changes in brand building strategies, paying more attention to the study of consumers' values and understanding of P's buying experience.

The local enterprises lack the understanding of the experience economy, but the imitation in form has also played a certain role.

Lining's slogan is no longer "I exercise I exist", but has become more able to identify "anything is possible".

It not only realized the trend of consumption experience, but also became closer to Nike in the overall marketing behavior, and earlier recognized the globalization trend of the brand.

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The connotation of "P > brand has gradually shifted from" emphasizing quality and function "to" emphasizing values and individual experience ".

Lining tried to move from local marketing to global marketing. Although Lining's sales still based on the local market, he began to hire more influential sports stars as spokesmen.

But if local enterprises really want to grow into global brands, they must enter the global market and enter the market of developing countries to occupy the position and gain scale growth.

On the other hand, to enter the US and European markets, because the United States or Europe still has demonstrative and radiation effects on other markets, local enterprises attempting to build global brands must seize the commanding heights.

In the process of moving towards M oriented society, the differentiation of consumers is inevitable in the US and European markets. A large number of low and middle consumption groups choose brands on the basis of paying attention to cost performance. Enterprises like Lining have the opportunity to enter the developed country market.

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< p > today's brand is increasingly dependent on the support of specific products, while sports products emphasize professionalism.

For example, in the field of basketball < a target= "_blank" href= "http://www.91se91.com/" > shoes < /a >, Nike's brand has air cushion technology as support.

Lining's running shoes have "Lining bow" as a technical support.

For the technological innovation in the field of sports goods, local enterprises can borrow the world-class R & D capability of "a target=" _blank "href=" http://www.91se91.com/ "> designer" /a ". Lining is directly outsourcing the R & D work to the first-class design institutes in the United States.

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< p > < strong > growth obstacle > /strong > /p >

< p > because of the huge gap in scale and the marketing trend of brand globalization, the disadvantages of local enterprises are further enlarged.

Challenging global sporting goods supremacy is a very difficult task. Local enterprises are cracking down on market segments, especially the fastest growing market segments in the local market. Lining is based on the field of athletics and basketball, and PEAK focuses on basketball.

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< p > but this effort is far from enough.

The external marketing environment is constantly changing. The opportunity to catch opportunities in a changing environment needs to rely on marketing capabilities. If local enterprises want to change their imitation strategy, they need to fundamentally solve problems and establish their own marketing functions that can compete with foreign enterprises, especially the overall marketing function with brand as the core.

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< p > local enterprises continue to operate in the past in operation. The R & D department, commodity planning department, marketing department and brand management department undertake part of the marketing function respectively. In actual work, the overall marketing strategy is forcibly divided, and can not be unified to the consumer level and competition.

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In the design department, designers are passively busy every day in the product development and preparation of the order p.

If you come to a brand store in the same brand, you may see a completely different product mix, and even make people feel that they are two completely different brands.

Because of the existence of the "agency + distribution" mode, the head office can not ask the store owners to fully implement the product strategy of the company, and acquiesce in the fact that the dealer chooses the goods independently, so that the product mix strategy will disappear from the start of the order.

The disappearance of product strategy further influences the development of a series of marketing strategies, such as target customer strategy, product promotion strategy, brand promotion strategy and so on.

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< p > almost all local sporting goods enterprises have so-called marketing centers / marketing companies, but in essence they only have sales functions such as logistics, distribution, and store management.

The marketing center is reduced to a sales center. However, the important marketing functions such as the sales plan, strategic market entry strategy and product promotion strategy that should be undertaken by the marketing center can not be effectively established.

The lack of marketing function makes the sales link difficult.

The deterioration of inventory in the distribution link has gradually aggravated the contradiction between the head office and the distribution channel, and further worsened the profit level and cash flow of the entire supply chain.

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With the increase of the scale of local sporting goods enterprises, companies have stripped the original planning department from the marketing center, established the so-called brand management center, and placed it in a high position in the company, and want to complete the pformation from product management to brand management in P.

This business idea is understandable, but in actual work, the role of brand management center has not really played.

Its main job is the recruitment of spokesmen, the purchase of media, the shooting and putting of advertisements.

The brand management center and the marketing and design departments are disconnected from the distribution strategy and product strategy, which makes the effect of brand promotion further weakened, and the advertising cost increases year by year, while the promotion efficiency shows the opposite trend.

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< p > the lack of marketing function is the real source of local enterprises' "soil", and foreign brands are leading for a long time, because their marketing functions are strong enough to continuously identify the market changes and make accurate responses through the overall strategy.

Local enterprises should think carefully, do not try to solve the problem of "soil" externally, but return to the internal marketing function construction.

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