How To Practice Internal Strength In Brand Management

"Li Ning Co did not do so when they spoke abroad, but Anta is already in action."

Zhang Tao, vice president of Anta, described the two companies' different performance in clearing inventory and retail channel reform.

In his view, the reason why Anta is more successful than Lining is that, in the following years, in the next few years in 2008, it rammed his own internal skills by introducing senior professional managers and giving them full space to make full use of the market and channels, with a certain ability to fight against them.

At the executive level, Anta executives such as Ding Shizhong, Zheng Jie and Zhang Tao are indeed more efficient. They are clearer in strategy and more focused on brand management. These are the important factors that Anta promoted from an unknown second-line brand to a leading domestic sporting goods.

"Anta? I couldn't even distinguish it from XTEP before I came."

Zhang Tao joined Anta in February 2008. Before that, he could not hear Anta's voice for a long time.

It can be understood that not many people would notice the second line brand from Jinjiang at that time.

The reason why he joined the team came from Ding Shizhong's heroic words: "we make it the first in China."

Zhang Tao worked in Lenovo and Wanda, both of which are leaders in the industry.

Lenovo is the first and Dalian Wanda is also the first.

I feel that after management efforts, it is a very exciting thing to take the first place in a company with a higher ranking.

Zhang Tao, who originally planned to start his own business, listened to Ding Shizhong's plan.

It was Ding Shizhong who finally moved Zhang Tao.

At one point, Zhang Tao texted him. Because of his professional habits in a big company, he wrote "polite Dean" and other polite remarks at the beginning of the message, which was scolded by Ding Shizhong.

"He told me," don't be so wordy later, you can say anything. "

Zhang Tao recalls, "he is very frank, direct and affable, and is very practical when speaking to you."

Unlike Zhang Tao, before joining Anta, Zheng Jie worked for two multinational companies: P & G and Reebok.

"It's a young sporting goods company on a fast track."

This is Zheng Jie's deepest impression of Anta before joining.

In his view, at that time, "Anta in all aspects of brand operation is not very mature."

In fact, Zheng Jie and Ding Shizhong met in 2005, before he was the general manager of Reebok China. As a colleague, he often paid attention to Ding Shizhong and Anta, and Ding had repeatedly persuaded them to join.

Later, Zheng Jie's Reebok was bought by Adidas, and her basketball business was gradually replaced.

Because of the smaller space available, Zheng Jie finally joined Anta in 2008.

"At that time, Anta was still the second place in the Chinese sports brand. It was still a long way from the first place, but he (Ding Shizhong) had a great ambition and made a lot of things for Anta to become China's sporting goods boss. This is my favorite place."

Zheng Jie said that what impressed Ding Shizhong most is his passion for the industry, which is the most prominent place compared with many private entrepreneurs.

The addition of these two professional managers has brought more space for Anta.

This includes replacing Lining with the Chinese Olympic Committee's sponsorship agreement in 2009.

"What I hate to see is that Anta replaced Lining and became a partner of the Chinese Olympic Committee.

This concept is wrong. "

Zhang Tao said that in the history of the Chinese Olympic Committee, this is the first time the concept of a partner has been put forward, which is based on a four year cycle of package development.

In the past, the sponsorship of the Chinese Olympic Committee was scattered. For instance, there was a sponsor at the Asian Games. There was another sponsor in the Olympic Games, and this time Anta was packaged in four years.

"Let Anta get together with champion, gold medal, national flag and five rings, and the brand will go up a bit."

Zhang Tao said such sponsorship would be more sustainable and more effective.

In the same year, Anta announced the acquisition of BELLE International's brand FILA in the Greater China region, all the operation and operation rights, the cost is HK $600 million, Zheng Jie joined Anta also known as the media is "for the acquisition."

Anta, which is located in the low-end market and the mass consumer, aims to compete for some high-end users.

Ding Shizhong revealed that this year's high-end brands only made profits.

By the end of June, there were 441 FILA stores in the mainland, Hongkong and Macao.

After joining Zheng Jie, one of his most important tasks is to develop the brand development strategy, turn Anta from "famous company" in the eyes of consumers to "beloved company", and put forward that it will become the first brand of domestic sports in 2013. Not only will the market share become the first, but its brand reputation should also be the first.

In the face of three or four line consumers,

Be friends with them.

"How do these consumer groups know themselves? What are they thinking? We need to understand."

Zheng Jie said, "although many people say that after 90 may have a better life, but I still see the factory workers, basketball court students......

Our brand communication should give them a better touch.

At the same time,

This question is raised to the company -- who is Anta and what is its vision? What strategies do we need to achieve this vision? What actions do we need under each strategy? Is this strategy able to achieve our vision?

such

Positioning and sorting out the Anta brand is what the company did not have before.

"When I joined the company, I saw a lot of work is punctuate, headache and pain, and I felt a certain point was very important. I stared at everything at the same time, instead of standing at the strategic level."

Zheng Jie said, as a management, he needs to integrate the marketing concept to change the status quo and bring Anta to a new level.

"I can't say that the brand of Anta is the brand that consumers love, but we are from famous to beloved. It may be 15. Now it is at least 30 or 35. In the future, we need to achieve 50 segments, 60 segments and 80 segments.

Step by step towards this goal.