Nike Dong Wei: China Is The Next Battle Field For Nike.

Today, Dong Wei is already the top 500 sports in the world.

Leader of Greater China.

Her regional market is second only to the US and Western Europe within the company, close to 12% of the total sales.

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In the industry, we must conquer Nike and win the world.

Home America.

Dong Wei is the only one in the building who wears high heels.

She was dressed in simple business attire, with Lebron's sneakers on her feet before she interviewed.

She pointed out that the front legs of these shoes were different from that of the American ones, because the front feet of Chinese consumers were wider.

In addition, the soles are more wearable than the American ones.

These shoes are the first basketball shoes sold in spring and summer this year.

It is not only China's explosive money, but also popular in Southeast Asian countries such as Philippines and China's sports environment.

On Nike's official website, a pair of similar Lebron basketball shoes sells for more than 1700 yuan, close to half of the average monthly salary of Chinese university graduates in the first year.

About 400 million of the millennial generation in China is a gold mine, and the total number of potential users exceeds that of North America.

In the eyes of Nike, everyone is an athlete, and this generation is their potential user.

Referring to the theory of disruptive product marketing Bible crossing the chasm, if executives of many companies are fanatical users of their products (for example, Tim Cook is obsessed with apple watches), Nike executives are some real early users and developers.

Like the company's global CEO Mark Parker, Dong Wei was also fascinated by the student days.

In junior high school, she joined the school team. The middle distance race was the second place in the district sports meet.

However, she pointed out that the achievements in Nike are not worth mentioning.

She felt that she had been destined to join Nike 12 years ago. At that time, the headhunter dug a friend, and Dong Wei asked her friends to give her the chance, because she had been longing for this company for a long time.

China, the next battle field

Today, Dong Wei is already the head of the world's top 500 sports brand in Greater China.

Her regional market is second only to the US and Western Europe within the company, close to 12% of the total sales.

In the sports shoe industry, to win the world by Nike, Nike must occupy the home of the United States.

However, other competitors in the US market are far apart from Nike, which can not be a threat for the time being.

So the flames of war then burned to the base of Adidas, a powerful rival: Western Europe.

According to reports, the impact of exchange rate changes has been removed, and Nike's growth rate in recent years has surpassed that of Adidas, a German company.

According to last year's data from the survey firm Ou Rui International, the two companies just split the Western European market equally.

Under such circumstances, the Greater China region under the jurisdiction of Dong Wei has become the next battle field for Nike and other compelled competitors.

And here, Nike has some advantages.

Adidas was closest to Nike in 2008, when the market share of the two companies in China was less than 1%.

However, Adidas, who won the sponsorship of the Beijing Olympic Games, unexpectedly lost its performance.

In contrast, Nike China first broke through 1 billion US dollars in that year.

Subsequently, Adidas passed the difficulties of channel collection and closing, and after many years of recovery and catch up, it has only recently returned to the track approaching Nike China.

What happened? Last year, with Mark Parker becoming the magazine's annual figure, some of the big laws and strategies behind it came to the surface.

Nike's killing: Lebron?

Back in June of this year, Lebron led the Cleveland Cavaliers to win the championship again, and Nike signed a lifelong contract with him at the end of last year.

Like Michael Jordan, the company hopes to dominate the sporting icon's lifetime commercial value.

"This will bring huge rewards to our businesses, brands and shareholders."

Nike wrote recently in an e-mail to the magazine.

Although some analysts believe that the signing of Nike and star level cooperation is the key to its business success.

But business knowledge tells us that it is not the real secret of success to compete solely with spokesmen.

Because Adidas has also signed Fan Bingbing and other local superstars, and UnderArmour, a fast growing star company, is also working hard to sign the most influential figures in every market.

These market strategies need more systematic strategic cooperation behind them.

The real systemic thinking behind it

In Nike, this systematic thought is classified attack strategy.

In our earlier article, it was plated as "classification skills".

The theoretical basis of Nike is that the commonality between the same sports lovers is far greater than that of geographical location.

For example, the common language between basketball fans is greater than that of people in the same country.

As a result, the company began to reclassify the world from simple and crude "shoes and accessories" into sports blocks, especially in those coveted markets.

The 2008 Beijing Olympic Games is a successful attack on classified attacks.

According to Chinese media reports, the pursuer Adidas spent nearly 100 million dollars to win the sponsorship of the Olympic Games in order to reach the Chinese market.

Then we provided clothing and shoes for 100 thousand Olympic staff and the Chinese delegation.

But over the past year and then, sales fell below expectations and inventories were high.

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At this time, in the face of high-profile opponents, Nike secretly launched a classified attack.

For example, the company focuses its attention on sponsoring China's individual Olympic teams and athletes.

At that time, Charlie Danson, President of Nike brand, once pointed out that it is the best use of company resources, whether from the perspective of supporting sports or from the perspective of business marketing.

Facts show that Nike's sales increased by 70% after applying this strategy in 2008.

Some analysts have pointed out that Nike should be able to sustain its vigour in the aftermath of the economic crisis.

A few years later, another representative case took place in a shopping mall called StratfordWestfieldMall in northeastern London.

The 14 Nike retailers here have repeatedly sold a lot of the same products; after the classification attack, they began to operate their own specific areas.

For example, a retailer specializing in skating has won the main product of the category while shifting all the basketball shoes in the shop.

After the pformation, the sales volume of the centre increased by nearly 20%.

The memory of the Olympic fans will remember that this store is located in the host area of the London Olympic Games later.

What is Nike doing? They are systematically attacking and attacking their rivals by systematically classifying them.

"In the past, figures were horizontal shoes and clothing.

Now it has become the main sport, basketball, football, running and so on.

Then they are divided into boys, girls and teenagers, followed by different regions.

When Dong Wei recalls the change of time, he pointed out that the financial figures at that time had become unprecedented.

As a manager of the financial line, she can focus on two key figures for retail: conversion rate and sales rate.

Because sales decisions must be made in advance of the two quarter, in order to avoid goods becoming inventory, she will track these two figures from the macro efficiency to each retail end, so as to make a scientific prediction.

Phil Nate's initial heart

When it comes to the origin of the idea of classified attack, she thinks it comes from a company culture, which is what CEO Mark Parker always said in the world: always think about the real user needs.

The corporate culture is invisible, but sometimes it is reduced to the leader's mantra.

Lei Jun's new mantra is "going with the flow". Jia Yueting can say dozens of times in a hour.

I consulted a large number of interview materials, and made an artificial word segmentation statistics on various quotations, and found that one of the high-frequency words in Nike executives is "authentic" (real).

This pursuit of "real" corporate culture can be traced back to Phil Nate, the legendary leader of Nike brand, one of the world's top 500 companies who always wears sunglasses and most independent leaders.

In 1960s, knight decided that the real needs of athletes were ignored by companies such as Adidas and Puma.

Then, under the help of Bill Bowerman, a long-distance coach who was mentor by his tutor, two people began to focus on sports shoes.

And this company has changed the performance and efficiency of human movement since then.

Now, this culture has been inherited by Parke.

Last year, one detail was revealed: an incomplete AIRMAX sneaker on the inside of the wing of Parke's RFID private jet.

This is the classic sneakers designed by Parke and Tinker Hatfield, the designer of the company, and decided to make Nike's success in 1987.

At the last juncture of the cooperation, two people had a premonition that a great product was about to come into being, but there was still a difference in detail.

Parke needs to put a reinforcing strap between the lower part of his shoelace and shoes.

Hatfield, who knows the sketches of the design, points out that it is unnecessary to do so.

From an athlete's point of view, Parke points out that not all designs rely on rational engineers' thinking. Sometimes, athletes should feel safe and confident in appearance.

This led the two men to reach a final agreement.

Today, this design is everywhere in Nike's stores.

The pattern on the wing tip can only be seen from the cabin. It is a code for Parke and Hatfield to remind each other and return to their original mind.

Peaceful Native women CEO

She is the mother of two children.

Speaking of the influence of family, Dong Wei said he was a very quiet and obedient child.

Her parents graduated from philosophy department.

She would take up the books in her house and read the art of war from the Analects of Confucius.

One sentence has more and more influence on her.

This sentence came from Zhu Geliang's "commandment book" written to his 8 year old son Zhuge Zhan.

"That's what I need."

She recalls.

Every night after coaxing the children to sleep, Dong Wei will set aside an hour to think alone and comb the past and future priorities.

Recently, once I think about the products that will be released, Dong Wei describes himself as "goose bumps with excitement".

As a company measuring the Olympic Games and the world cup, this year will be a critical moment for them.

The conference showed a series of new products of the company.

In the past, every Olympic year, the company had revolutionary technological breakthroughs: the 2008 Beijing Olympic Games launched the Flywire technology, and the 2012 London Olympic Games launched the famous Flyknit technology.

In the future, the company's secrets, as usual, are hidden behind the door of the password gate of headquarters innovation laboratory, waiting for the best marketing opportunity.