Adidas Wants To Beat Nike?

Nike founder Phil Nate once said: "the only way to defeat Nike is to imitate us in a comprehensive and accurate way, and then find different points to break down."

The key to Nike's continued competitiveness is to pay more attention to market segmentation and better product mix.

In 2011, Gao Jiali took over the "revival plan" and started to focus on market segmentation and product mix.

Of course, this is not based on imitation, but on the basis of large-scale market research.

His goal is very simple, that is, by 2015, he became the most advanced sports brand in Greater China.

In the "road to 2015", he designed 15 modules, 5 of which were business growth modules, 7 were internal capacity growth modules, and 3 were capacity growth modules for customers or distributors.

The Chinese and British mixed professional managers are not only Germans accustomed to careful thinking, but also more flexible.

"Just like sports, if you sweat hard to train, you may improve your performance, and you may even win in the competition."

What Gao Jiali wants to do is to carry out.

The pformation from wholesale to sold out rate, and then focus on how to add new facade.

The first is the category attack.

Faster access to market promotion.

Astasi's competitive advantage in China and even in the world is the breadth of its products, but they also know that their core business is sports products, because 70% of their sales come from sports products.

So in addition to professional sports products, Adidas must have a layout for sports and leisure products.

The second is to expand small and medium-sized emerging cities. They are future growth engines. "We call them future cities, because they will be the fastest growing areas in 2015."

By the end of 2014, Adidas had covered more than 1000 of the 2279 cities in China, and there were more than 8000 stores in the Chinese market. In 2014, the number of "future" small and medium-sized cities accounted for half of the newly opened stores.

The next is the differentiation of retail stores, and the form of retail for different types and preferences of customers, such as women's stores for women, NEO Stage, Original flagship stores, outdoor franchised stores, football clubs and basketball shops.

Prior to that, Adidas also had sports shops of various brands, but there was no mode of subdivision based on category.

In order to decide what kind of shop to open in what city, Adidas has a special shop opening Committee, and Gao Jia Li is one of them.

The committee meets once every two weeks. According to the local population, the level of economic development, and the opening of the competition brand, it decides what kind of shops it needs to open in a certain area or city.

For example, women's stores are currently only open in the first tier and second tier cities, while the parity NEO products are sold in the first tier to the six tier cities. The products of the sports performance series are also different in terms of price differences. For example, the most high-end Stella McCartney design cards can only be found in the first tier and second tier cities, as well as some high-end sports brands for running.

The last two strategy is rapid expansion.

The classic sports series, as well as the positioning of the low-end NEO brand, we hope that consumers will have a better understanding of the difference between our NEO brand and other sports performance brands.

In short, Adidas wants expansion.

Now, ADI has penetrated into the vast hinterland of China's four line to seven line cities.

Entering these towns that "never even heard of names before" means that they need more flexible tactics, lower internal communication costs and higher cooperation efficiency.

In 2012, Gao Jiali adjusted the organizational structure of Greater China, formed a new team, reorganized both capability and leadership, focused on building internal quality and capability, and implemented 5 business growth module projects repeatedly.

Every year, Gao Jia Li will let his colleagues take a picture of himself.

Looking over the photographs of the past few years, he sighed that he was getting older and more gaunt.

In 2014, my colleagues asked Gao Jia Li to make up her face for the first time. "She asked me to paint some powder so that I could look younger."

Because this year, Adidas's "very good performance", the annual growth rate of 10% basically can ensure that Adidas under his control is no danger.