Interpretation Of The Pformation Of Sports Brand

In fact, Li Ning Co was aware of its business model, but did not pay enough attention to it.

Because of the management dilemma, in July 2012, the original CEO Zhang Zhiyong came out, Lining himself returned, and he took control of the company with partner Jin Zhenjun, then began a series of operations such as retail channel reform and de stocking, but there was no big improvement, because most of its shops were joining in, drawing on the interests of all parties, and it was not easy to make a big change in a short time.

On the other hand, Mr. Kim replaced most of Lining's management when he took office. During the period of reform, such turbulence was undoubtedly worse.

In contrast, Anta, Ding Shizhong began to adjust from the order, first of all, the four quarter of a year's order will be adjusted to six times a year, and the volume of orders to the dealer to make recommendations, unlike the dealer in the past ordered goods, brand dealers will give up.

"Dealers used to be responsible, but in fact, dealers have no way to bear it. If he can't sell the goods for a season, you will be finished, so you need to switch more roles."

Ding Shizhong said.

stay

Anta has also initiated changes.

For example, Anta has used the ERP system in all stores, so as to keep in touch with the daily sales details of stores, and timely replenish and update.

At the same time, some

Bad shops were quickly closed.

Such a change is certainly not smooth sailing. Ding Shizhong admits that he has also suffered a lot of pressure.

Zhang Tao, vice president of Anta (China) Co., Ltd. also said, "at the very beginning, it would be hard for the distributors not to accept them.

But the era of making money with closed eyes is over. Now we have to take energy and make changes. This adjustment will be adjusted, and it will move. If we can't do it, we will replace it.

Reason why

Such an iron weapon can be implemented and Lining can not achieve it, because of the administrative layout before Anta.

Unlike Lining, most of Anta's stores belong to dealers themselves, so they can make changes through executive orders.

For example, inventory clearance, compared with Lining, Anta can not only take collective low repurchase inventory measures, but also set up nearly 200 factory stores, through e-commerce channels to help distributors deal with inventory.

Thus, by the end of 2012, the inventory disposal had basically been completed.

At the same time, Anta also launched a "major operation" on the enterprise itself, taking the lead in starting the flat management reform.

Before the company has operations management department, there are large areas, district managers, distributors, franchisees, layers of management.

After the reform, Anta cancelled these levels directly, with only one sales and operation Department.

As a result, dealers do direct business and franchisee system will disappear.

Anta can also understand the market trend for the first time and make timely judgement.

It is such a channel reform, coupled with the completion of inventory clearance, by the end of 2013, Anta's retail reform has shown great power and foreshadowed the overall overtaking of Lining.

Anta's reform has also been recognized by rival companies, "Lining's channel management and control is very failed, and its own business strategy has a great impact on the line.

Most importantly, Anta's executive power is definitely greater than that of Lining. "

A Li Ning Co executive said.

In October 13, 2014, under the reflection of camera flash, Ding Shizhong shook hands and shook hands with NBA chairman Adam Shaw. Behind him, old and new stars such as Kevin Garnett and Sam Perkins stood in a row. Under the stage, someone shouted: "Anta is the champion!"

Since then, Anta has begun to truly enter the international market and is about to face up to the traditional tradition of foreign countries.

In this regard, Ding Shizhong is not afraid: "with the strong international brand competition, Anta will pay no price.

Previously, they (Nike and ADI) kept us awake, and now we have to keep them awake.