Anta Flagship Product Sells Cabbage Price

Today, who is the most successful brand phone in China? Undoubtedly, it is millet.

And today,

Also began to use similar ideas to run sports goods, began to use millet like mass consumer goods ideas to operate.

But for sports brand, it is not only the channel and price, but also the consumption upgrading of the whole sports industry. In this context, will Anta win?

Flagship products sell "cabbage price"

At the beginning of September, Anta held a press conference in Beijing to launch its own fourth generation signature basketball shoes, KG4, for its spokesperson and NBA star Kevin Ganet.

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

This is enough for users to scream for the freezing point price. You know, from KG1 to KG3, the previous three generation products were set at a high-end price of 699 yuan.

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

Among the first-line sports brands at home and abroad, Anta is the first to sell the flagship product of star endorsement to the price of Chinese cabbage.

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

Basketball shoes, Anta for the 399 yuan flagship product packaging a "national sports shoes" concept, and in marketing launched a new "strength without price" concept, is intended to emphasize the high cost performance of shoes, prevent consumers mistaken for low price is equal to the low end.

Under normal circumstances, the average sales volume of large brand star signature products in the industry is about 30 thousand to 80 thousand pairs every year. However, after the launch of Anta's "national sports 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 beyond the company's expectations. Anta's goal is to break through 1 million pairs of sales of "national shoes" series next year.

To be an analogy, Anta's current strategy is the same as that of that year.

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.

Why can Anta reduce its flagship product to such a low level? The basic logic behind it is not complicated: raise sales through price cuts.

In the eyes of the outside world, this is a simple logic which can not be simpler. But it is not straightforward to see it in the sports industry. It is actually a subversion of the industry rules.

For Anta, if the user does not play with his product, 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, President of Anta brand, explains Anta's new basketball.

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In the past few years, the "culprit" that hinder Anta's flagship product sales 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.

"Who am I" and the boundary of brand?

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

Price is a natural barrier. For the international brand, 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 the 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.

"In fact, we can't compete with Nike at the top of the high-end basketball shoes, I can do your shoes, can do the same as you, even better than you, but consumers do not recognize," Anta China chief executive Ding Shizhong said, "in fact, every enterprise can not copy the model of another enterprise, if moved that is too simple, so our model, our positioning, is Anta own model and positioning of its own."

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

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

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.