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Anta Surpasses Li Ningcheng'S First Local Sports Brand

2013/12/7 14:02:00 67

Anta Lining Native Place Sports Brand Clothing

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2012, < a href= "http://sjfzxm.com/news/index_s.asp" > Anta < < /a > annual revenue of 7 billion 620 million yuan, more than Lining's 6 billion 740 million yuan, the first time to sit on the head of the local sports brand.

In the first half of this year, Anta kept the lead in Lining with a record of 3 billion 370 million yuan and continued to lead the industry.

In the past 3 years of recession in China's sporting goods market, Anta's once "little brother" completed the curve overtaking of "big brother" < a href= "http://sjfzxm.com/news/index_s.asp" > Lining < /a >.

another landmark fact is that as of November 21st this year, Anta's market value was HK $28 billion 97 million, which is HK $1 billion 600 million more than the total market value of the four local sports brands listed in Hongkong, Lining, XTEP, PEAK and 331 degrees.

In the "Hong Kong listed companies 100 strong selection" recently sponsored by Hongkong media, Anta also selected the list of the "comprehensive strength of the top 100" and the "dividend yield of 10 strong" list in 2013.

The result of "P" is somewhat unbelievable for many consumers in the first tier cities, because Anta has never been the first choice for them to buy sports equipment.

In their eyes, the Jinjiang sports brand represented by Anta is often the image of a "local tyrant" - the product design is not "high-end, atmospheric, and high-grade", but it occupies the half of the advertising channel of CCTV sports channel.

Less than P, however, the rise of Anta represents a different genre of the "Nike model" which is widely respected by the outside world.

In the past 20 years, Anta has accumulated a methodology of "practical supremacy", which is full of local characteristics and suitable for its own development. Under the guidance of this methodology, it has gradually grown from a regional brand in a safe corner to a new industry leader.

Behind the rise of Anta, there are many things worth learning and learning from local enterprises.

399 yuan card location .

9 and October each year, it is the time for major sports brands to focus on the promotion of basketball products.

On the one hand, since entering the November, the NBA regular season of the new season will start. Fans will rekindle their enthusiasm for 5 months. On the other hand, the group of students who consume the main force of the sports "a href=" http://www.91se91.com/ "target=" _blank "shoes" /a "will return to the campus. A new pair of new shoes is essential for the new academic year and new atmosphere.

Therefore, there is no better time to sell basketball shoes to consumers than this time.

however, this year's market is different from previous years because of Anta's "spoiler".

September 4th, Anta held a press conference in Beijing to launch its own fourth generation signature basketball shoes, KG4, for its spokesperson and NBA star Kevin Garnett.

The biggest bright spot is not the product itself, but its price - 399 yuan.

People familiar with the sporting goods industry should be clear that for a professional grade basketball shoes, this is enough to let users scream the freezing point price, you know, from KG1 to KG3, the previous three generation products were set at the high-end price of 699 yuan.

And foreign brands' celebrity endorsement products often cost thousands of dollars.

Only one month after the release of P KG4, Anta announced the signing of a new basketball product spokesperson in the United States, Rajon Rondo, the star of the Celtics in Boston, and launched the first signature basketball basketball shoes RR1. The product price was set at a low of 399 yuan again. In addition, Anta will sign a new NBA star in December, and the product price will also remain at this level.

In the first line of sports brand at home and abroad, the flagship product of star endorsement is sold as "cabbage price", and Anta is still the first p.

However, despite the sharp reduction in product prices, the performance and quality of the products have not been affected because Anta's endorsement stars are also wearing the same product on the field.

in order to better promote their own cheap basketball shoes, Anta has packaged the concept of "national shoes" for the 399 yuan flagship products, and has launched a brand new concept of "strength without price" in marketing, which is intended to emphasize the high cost performance of the shoes and prevent consumers from being mistaken for low price or low end.

under normal circumstances, the average sales volume of famous brand signature products in the industry is about 3~8 ten thousand a year. However, after the launch of Anta's "national shoes", the sales volume in the third quarter of this year will exceed 50 thousand pairs, and the order volume in the fourth quarter also has 50 thousand pairs. The order volume in the first quarter of next year is far more than that of the company. The goal of Anta is to break 1 million pairs of sales of "national shoes" series next year.

to do analogy, Anta's current tactics are different from that of millet.

3 years ago, millet swept the market through 1999 yuan mobile phone with high cost performance, and stood firm at the 2000 yuan price segment.

At the moment, Anta quickly defeated the opponents in the same price section through 399 yuan basketball shoes, and consolidated its leading position in the middle and low price market.

low price behind the "pragmatic" logic .

in the sporting goods industry, the signing of star sportsmen for their exclusive sports shoes is the common practice of the major manufacturers, and the exclusive signature products of the stars are often expensive.

why can Anta reduce its flagship product to such a low level? In fact, the basic logic behind it is not complicated: to raise sales through price cuts.

it seems to be a simple logic beyond the eyes of the outside world. But in the sports industry, this practice is not straightforward as seen on the surface. It is actually a subversion of the industry rules.

for the first-line brand, the most important mission of flagship products is to help the brand establish a high-end and professional image, not to achieve much sales.

Therefore, the price of players' signature shoes can not be too low. Taking foreign brands as an example, the price of players' signature shoes usually exceeds 1000 yuan, and is often about 20% higher than that of the non star endorsement products of the same brand.

In the past 3 years, Anta has followed the same way, P.

however, the result of this is that the sales volume of the products is "bleak". The first three generations of Garnett's signature sneakers, which are able to break through ten thousand of the sales volume, are already very good. Anta has revealed that the total sales of the first three generations of KG basketball shoes are less than 100 thousand.

The reason for this result is that on the one hand, for the local brand consumers, relatively high prices will shut out many users. On the other hand, users of international brands can hardly turn to buy local brand products for a short time because of the reasons of consumption habits. P

So, for a long time, the flagship products of local brands are in a very awkward position.

however, although the sales of flagship products will not be very high, for most sports brands, this is not a big problem. Taking Anta as an example, the annual product of basketball shoes is about 80~100, and the sale of single products is not enough to account for the overall sales of basketball products.

Aside from flagship products, the remaining 90% of the products are the real main force of profitability.

Flagship products are enough to help the brand earn word of mouth.

but this is not the result of Anta chairman and CEO Ding Shizhong. The sales of the first three generations of Garnett are quite dissatisfied with him.

in Ding Shizhong's values, if a product can not prove itself from sales, it is a failure.

After 3 years of trial, he began to rethink Anta's strategy in basketball strategy, and came to the conclusion that "what we did in the past was a failure. Why not invite players to sell 10 thousand pairs of P shoes? This is a problem."

In an interview with commercial value, Ding Shizhong said bluntly: "the investment of any brand is directly proportional to the income. For example, Adidas has invested in soccer in Europe. Its football investment and sales are directly proportional to Nike's investment in basketball.

It is unreasonable to invest in direct proportion to sales. "

in order to change the status quo, Ding Shizhong decided to change his mind and make a pair of high-end basketball shoes from the past to how to sell basketball shoes made by a star.

"I want to be a real" national shoes "so that more people can really afford it. I want 1 million people to play basketball in my shoes. This is our strategy.

After setting up a new target, P began to adjust the basketball strategy of Anta.

The first step is to understand the real needs of consumers and the habits of their products.

some interesting phenomena can be found in the research of Anta consumer spending habits conducted by third party research companies.

in the student group, there are many people who have international brand basketball shoes, but quite a few of them wear these international brand products only when they compete on important occasions, such as classes or colleges and departments. When playing in private time, they usually wear local brand products.

"P >" as we all know, the signature shoes of an internationally famous athlete are basically between 1200~1800 RMB, and of course, some consumers buy it, but most of them buy it as a show off in their daily life.

When he has such a state of mind, basically these shoes are difficult to appear in outdoor basketball courts, usually only in indoor basketball courts or streets.

Zheng Jie, President of Anta brand, said.

for Anta, if the user does not play with his products, then the high-end of the brand will become meaningless.

Anta does not want its products to be a "collection" shelved by users.

"We hope that consumers will be able to use our equipment to really participate in basketball when he can afford it."

Zheng Jie explains Anta's new basketball strategy.

over the past few years, the "culprit" that impede Anta's sales of flagship products is the price. If we want to reverse the situation, we must first make an issue on the price.

So there are 399 yuan products.

Anta wants to prove to its users that a pair of professional basketball shoes does not necessarily have to sell as high as foreign brands, and low-priced products can do the same.

Less than p months ago, a few months ago, Ding Shizhong led the senior executives of Anta to visit the United States. He found that even in the American market of Nike, the relatively low price brands could survive well, which strengthened his determination to adjust Anta's basketball strategy.

many people still worry that cheap basketball shoes will affect the gross profit margin of Anta products, but Ding Shizhong doesn't care about that.

"Anta has sacrificed one or two SKU gross margins, but sales have gone up and businesses have not lost."

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strong > "who am I" and the boundary of the brand /p >

P, Anta has been able to rise rapidly in the past 10 years, and even in the recession, the root cause is that the company has always been very clear about who it is.

When p executives interviewed Anta, the description of brand positioning was unanimous. Anta is a sports brand for positioning the masses.

"P". "Every brand wants to live to have to do is to know who it is, the expensive things who will do it, good and cheap quality is good, this is not all people will do."

Sun Ju Chen, director of Anta basketball category, told reporters.

High performance price ratio is the core competitiveness of Anta today.

the uneven level of economic development in all parts of China determines that no sports brand can enjoy the market.

Because of the large differences in income levels among different regions, international brands may play a leading role in the first tier cities, but in the market below the second tier cities, there is another prospect.

price is a natural barrier. For international brands, on the one hand, the light asset mode makes them do not directly grasp the factory resources, so the supply chain cost will be higher than that of manufacturing enterprises such as Anta.

On the other hand, because of the maintenance of brand image, the price of international brand products will remain at a relatively high level. The high-income group is obviously unwilling to wear the same brand with the low-income group.

This leaves room and opportunity for local brands.

"P >" to be honest, we can not compete with Nike for high-end basketball shoes. I can make your shoes exactly the same as you, even better than you, but consumers do not approve of them.

Over the past few years, we feel that we have invited a star to spend so much money on a star to get millions of dollars. The shoes sold in one year are not enough to pay for his advertising. "

Ding Shizhong frankly said, "in fact, every enterprise can not copy the mode of another enterprise, if it is moved, it is too simple, so our mode, our positioning is Anta's own mode and positioning."

for any enterprise, if you want to figure out who you are, first of all, you need to understand who your customers are.

Market Research of Anta shows that its main user groups can be roughly divided into three categories.

the first group is the 16~22 year old student group, which is also the main consumer of Anta.

These students are basically middle-income families, some of them are middle class, not very well-off, mainly concentrated in the 234 tier cities; the second category is 22~25 year old, young graduates who graduated from white-collar workers, and their income is not high, but they still have the habit of exercise. These groups are mainly in 234 lines; the third category is blue collar consumers, such as factory workers and so on.

it is these consumers who support the brand of Anta. What Anta does now is aimed at these three groups.

Therefore, even if the coincidence degree between Anta's consumption crowd and international brand consumer is low, Anta does not consider it a problem.

Ding Shizhong directly expressed in the interview that because of the different positioning of brands and consumers, Anta did not care to give up some high-end users outside the target audience.

of course, Anta did not really give up high-end users. Anta also owns the Fila of Italy leisure sports brand in China. The mission of competing for high-end users falls on this brand.

The Anta brand itself is firmly committed to "mass consumers".

"design sense is inferior to international brand" is the most common cognition of consumers in the first tier city to Anta brand. But if you know the company deeply, you will find Anta is quite different.

the operator of this company is not as well known as the outside world.

Zheng Jie, the president of Anta brand, was once the general manager of Adidas's Reebok brand in China, and sun Ju Chen, the head of Anta's basketball product line, was born in Nike and worked in Nike for 9 years.

At Anta's operation center in Guanyin Mountain, Xiamen, Anta's brand promotion is a group of young fashions dressed in fashion.

Anta is not unable to produce the products of "high-end, atmosphere, and grade" in the eyes of consumers in the first tier cities. The key to the problem is, why should we do that? If consumers are satisfied with and approve of their own practices, why do they have to change?

Ding Shizhong has publicly stated on many occasions that Anta's goal is to challenge Nike and Adidas.

But that does not mean that Anta will challenge them in the same way Nike and Adidas do.

in fact, in the present stage of the Chinese market, the imitation of international brand will not necessarily achieve good results.

In 2010, the core of Lining's radical brand remolding was to emulate Nike, but it turned out to be a big hit.

if Nike or Adidas standards are required for Anta, you may well come to the conclusion that this should be a company with a lot of flaws, but this is not the case. Even in such a depressed market environment, its financial indicators are much better than most of its peers.

in Ding Shizhong's view, no matter what the outside world commented on Anta is commendatory or derogatory, returning to the commercial value judgment system, all disputes will be solved.

"good or bad", let the market examine for a long time and speak with data.

We have achieved a sporting goods industry impossible, or even less than a href= "http://www.91se91.com/" target= "_blank" > clothing < /a > a href= "http://www.91se91.com/" target= "_blank" > dress less than the industry.

6 years after listing, we raised 3 billion 600 million of our funds.

So far, the company has paid more than 4 billion interest, who can do it? Second data, since listing, we pay taxes more than 4 billion 400 million, and another other enterprises can not do it, we now have 5 billion of the cash.

So it's good or bad. It's not a good book.

Ding Shizhong is proud to say that this string of data has made him look like a man.

for Anta, as long as China's social and economic structure does not change radically, its methodology of "pragmatism and supremacy" will continue and work.