How Much Do You Know About Nike'S Marketing Strategy At Crisis Juncture?

The recession is always unexpected. For China's sporting goods industry, its recession has come earlier than any other industry.

Since 2008, the Olympic bonus has not yet been realized. China's sporting goods industry has dropped sharply under the double pressure of the electricity supplier and the economic cycle.

In 2010, the growth rate of China's sporting goods market dropped to 15% immediately. The Domino effect was staged in the sporting goods industry. Sales were blocked, stock prices skyrocketed, stock prices plummeted, and shops closed down.

In the most intense 2012, Lining, Anta, PEAK, XTEP and five major domestic sports brands were closed for more than 5000 times.

The closing shop trend can be attributed to the dimension reduction of the advantages of the electricity supplier channel to the physical stores. However, the overall decline of the sports product market is not only the result of the outbreak of the physical outlets' disadvantages.

The reason is that besides the over saturation of oversupply of sports products at the Olympic Games, OEM is also closely related to the homemade sports products that imitate the international brand development mode and product style.

It is worth mentioning that in the wave of sports industry recession, Nike has also been in danger, but it is not as bad as the Chinese sports brand.

According to Nike's latest earnings report, Nike's sales rose slightly from 5% to $8 billion 410 million over the same period last year. Sales in China increased by 30% to 890 million dollars, and orders grew by 22%, becoming the fastest growing region.

Nike is able to pull down the decline in the tide of recession, thanks to Nike's entire industry in the crisis to put a hand to layout digital marketing strategy and social strategy, using Internet tools to open online and offline, research and development of new products combined with hard and soft, to achieve business upgrading.

Grasp core sports crowd

Compared with the international sports brand market, the Chinese market has a special feature: China's sports brand direct competitors, apart from other sports brands, also have leisure fashion brands.

For most Chinese consumers, the purchase of sports shoes or sportswear is not for physical exercise. More sports products are regarded as casual sportswear.

But with the Metersbonwe, Semir as the representative of the pan sports fashion footwear brand after the Olympic Games, the professional sports brand market has been rapidly diverted, Nike, Adidas, Lining and other professional sports equipment provider's market share is divided.

But Nike did not think that this is the aggravation of the crisis. Instead, it screened out the core elite consumer groups for the professional sports brand, who really love sports. These people come from a second tier city and have a strong consumption ability. Although the market is small, the market potential of the urban core sports crowd is greater.

What Nike needs to do is to provide high quality sports products, social networking and services for this group of people through the Internet, and build a sports ecosystem.

Developing digital social marketing

First of all, Nike began to start with advertising strategy. In 2012, Nike no longer launched mass advertising on TV, reducing its traditional media expenditure by 40%, instead of spending money on it.

And social marketing.

Nike uses various social networking platforms such as Facebook, QQ, YouTube, Twitter, and local markets to create various types of classified communities around the world.

For example, in the "green journey" campaign launched by Nike through social networking, all localities are required to upload a video showing football talent on the social network. Nike chooses 100 teenager athletes to enter the England Super Soccer League for high-level football training according to their performance and video attraction of fans and activity, while the final participants can get Nike's bonus, sports equipment and professional contracts.

Developing products with soft and hard combination

As early as the domestic smart devices such as millet Bracelet have not yet been released, 2006 in developed a built-in sensor running shoes. The $30 sensor can monitor your running speed, distance and heat consumption in real time. These data will be reported to you through your handset or Nike application on iPod.

Then, in 2008, Nike launched smart wristbands one after another. In addition to recording running speed, distance and heat consumption, it also can draw a complete running roadmap for you.

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In 2010, when the domestic sports brand was clipped, a new Department, Nike digital sports department, was set up by Nike to develop more intelligent software and sports hardware products. At the end of that year, Nike+ training shoes and Nike+ basketball shoes were launched.

"Nike+ training shoes" can work out an exercise plan for the users according to the data collected; in addition to making a sports plan, "Nike+ basketball shoes" can also take a video for the users to record the wonderful pieces of the movement.

Establishing a sports social circle

Take running as an example. Running is a lonely sport. For most urban people, the heart of running is obstructing the loneliness of running, and it often begins with enthusiasm and ends with no interest.

What Nike wants to do is to let people who want to run find organizations, find circles that have the will to run, and run together, so that running can become something that can recognize new friends and consolidate old friends.

Based on the early development of intelligent sports equipment, Nike set up the "Nike+ community".

The user's habit, frequency, time and route map are set up for Nike to establish a sports social circle. The users can find nearby sports groups through their location, or share their running roadmap with Facebook and Twitter, and notify their friends and gather more friends to exercise together.

The movement social circle improves the frequency and quality of users' movement through the power of spontaneous organization.

Sports database for Nike revenue

The value of a single computer is limited. When all the computers in the world are connected through the Internet, dividends are generated.

This is also the logic of Nike. When a pair of smart sneakers and intelligent hands are connected, the social dividend will be generated.

The accumulation of user movement frequency, time and concentration position by intelligent sports equipment brings great commercial value to Nike.

Nike can set up stores in areas that are more concentrated in running activities, make the location of stores more reasonable, and guide dealers to sell activities in designated locations. At the same time, by recording the kilometers of users' running shoes, they can purchase information for new shoes for users. For example, when a pair of running shoes has run 300 to 500 kilometers, users will receive advertisements for a new Nike running shoes, so as to achieve precise sales.

In terms of advertising, Nike big data provides guidance for advertising, and advertisements are placed in more concentrated locations of sports people to achieve accurate advertising.

Nike big data also provides the most reliable market basis for the development of new products; for example, when the number of urban night runners increases sharply, Nike can seize the market opportunity for the first time and launch the running shoes with fluorescent and luminous functions to the market.

Selling sports shoes is not as good as selling sports.

In the Great Depression of the sports industry, Nike, based on intelligent sports equipment, established a business form of "user + terminal + data + community + big data". It served the core sports group, formed the sports ecology circle, and activated the movement consciousness of the urban crowd, so that people who wanted to exercise could find the organization.

When the user wins, Nike naturally wins.