2014 Kappa Performance Fell At An Alarming Rate.

< p > when the once niche market turned into a red sea, how can Kappa accomplish its self salvation? "/p".

< p > > a href= "http://www.91se91.com/news/index_f.asp" > < strong > Kappa < /strong > /a > strong >: heavy light cavalry < /strong > /p >

< p > at the end of March, the local sports brand was released in 2013. In the face of the report card, it was a long story and five miscellaneous stories.

On the whole, after the cold winter of last year, although the performance of many brands is still declining, the pace has begun to slow down.

Some operators including Anta CEO Ding Shizhong believe that the most difficult period of the industry has passed, but many people believe that the shadow of "closing stores, clearing stocks and reshuffling the industry" will remain for a long time.

In a sigh of warm and cold, a dragged heavy pace, free from the mainstream line of sight outside the thin figure, it is particularly lonely.

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< p > < strong > it is China's trend < /strong > < /p >.

Reporter P has contacted China in early March, and the responsible person has been well interacted with journalists and actively arranged interviews.

However, with the publication of the March 18th annual report on China's trend, all contacts stopped abruptly. Reporters repeatedly called each other and failed to get any response.

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"P", which once fought in the country and challenged the two giants of Nike and Adidas in the frontal battlefield, has experienced a tragic upheaval from heaven to hell in less than three years.

Now, according to its annual report, it has become a marginal person whose annual revenue is less than Anta 1/5 and the market share is hovering on the second line.

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< p > far away from that year, Chen Yihong who left Lining bought Kappa's a href= "http://www.91se91.com/news/index_c.asp" brand "/a" ownership and permanent management rights, boldly endowed the brand with leisure fashion elements outside sports, and took a blue ocean market with sports and leisure juncture at one fell swoop.

Because there is no competition, the trend is to play the game of light assets in the market. Up to 60% of the gross profit margin has ever allowed Lining and Adidas to take the lead. Chen Yihong himself is also known as the "sports Godfather" in the industry. In the same period, Jinjiang's Anta, XTEP, 361 degree and so on, also concentrated in the town called Chen Dai, earning labor-intensive enterprises' low added value "hard money"; the fast fashion giants also temporarily did not extend their tentacles.

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< p > unfortunately, when China's running black horse reached the peak of glory in 2010, everything began to take a turn for the worse.

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< p > < strong > > the wrong path > /strong > /p >

< p > 2010, China produced a beautiful report card: annual revenue of 4 billion 200 million yuan, and market share of the first place.

Chen Yihong, who is content with his ambition, thinks the situation is great. In November 2010, he hired Adidas's professional manager to take the plunge and "enjoy life".

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P, a successor Frenchman, has a beautiful resume.

She worked as a sports brand in China for 17 years, and became president of Adidas China in 2003. During that time, she proposed and promoted the partnership between Adidas and Beijing Olympic Organizing Committee, and developed Adidas's Chinese market to the second place after the US.

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Chen Yihong has his reasons for choosing P.

He has always been uneasy about the light asset model and tried to make a difference in the channel. He hoped that the latter could set up a retail system in the trend.

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< p > a person who has a close contact with the top executives told this reporter that when Chen Yihong talked with him once, he once revealed that he had a very great regret when he was in Lining, that is, when he acted as CEO in Li Ning Co, he failed to grasp the opportunity to establish his own retail companies.

At that time, there were 12 subsidiaries owned by the group under Lining's banner. Unfortunately, when they were listed, they were either revoked or taken to cooperate with dealers. Chen said that if they were split up at that time and listed as a retail subsidiary alone, they could make the two wings of the brand and the channel fly together and make use of each other's strength.

The most secure mode of development is light and heavy.

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Less than P, however, Zebib, who had been immersed in light asset giant Adidas for many years, failed to fulfill Chen Yihong's wish. Instead, he took the trend to another extreme.

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In the year when she was in office, P not only shelved the plan of channel construction, but also played the role of the light asset model to the extreme. There was no direct shop and no own processing factory.

This makes the trend in the channel control and the reaction speed of the market can not keep pace with the trend of increasing volume, storage turnover days up to 54 days, far higher than the average level of the same industry, while the stock growth of 58%.

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< p > these two years, it is the peak period of the high inventory and closing shop boom of < a href= "http://www.91se91.com/news/index_c.asp" > sports brand < /a >, and the problem of Chinese trend appears earlier.

At the end of 2011, Kappa closed 632 stores, leaving 3000 or so stores even less than half of Anta's.

By 2011, China's profit fell by 71%, while revenue declined by 36%, and sales of $2 billion 740 million left the first army.

At this time, Chen Yihong could not sit still. He hurried to old partner Qin Dazhong to return to the trend.

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The most important reason behind the failure of the P trend in China is not that of zbby, but that Chen Yihong is facing a lot of problems as a real controller of the trend. However, he has brought a brilliant old brand + big wholesaler model to himself. He hesitated to let the managers of his office fail to adjust and pform the gold nodes so that they could not cope with the total outbreak of the last problem.

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