What Did Lining Do To Make Such A Rapid And Dramatic Reversal Of Public Opinion?

There was a news on the Internet some time ago. When a senior R & D engineer went to blind date, he was wearing a pair.

The shoe was rejected by the woman.

The reason why the girl gave it is: "a boy who is 27 years old still wears XTEP shoes to date."

Really tied up.

XTEP should have never thought of creating its own celebrity endorsement.

"Entertainment marketing", which has been committed to building the concept of "sports fashion" for many years, is so easily broken by a piece of news.

Is XTEP really so unpopular? If we only consider the brand awareness, I am afraid that the reality will make the company public relations wiped out bitter tears. But this kind of encounter is not only XTEP, but those domestic brands who grow up 80 or 90 years later have similar embarrassments.

In this article, Feng Ma Niu wants to talk to you about Lining, a domestic sports brand that once faced similar experiences.

In the past two years, with the re establishment of founder Lining, enterprises have been swept away by the declining trend in the past few years, returning to the most fastidious young people in the field with a brand-new atmosphere and appearance.

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In the planning, the company should be managed by professional managers. From the very beginning, he wanted to replace the founder's affinity with modern management system.

In fact, before Lining returned to CEO in 2015, Li Ning Co experienced three professional managers.

The first was Chen Yihong, who accompanied Lining in Jiangshan. Wu Xiaobo once described Chen Yihong as "the man behind Lining". From the beginning of her career, Chen Yihong played the role of "commander" in the company.

He likes to abandon stereotypes, like adventure and challenges, and led Lining to achieve more than 900 million sales in 2000. At that time, no domestic sports brand had achieved this achievement.

Lining also took the Beijing trend of the company's international brand agency business (the Kappa franchise in China) to Chen Quanquan at the time. In the end, because of Lining's listing in 2004, the consulting company thought that the growth profits of Kappa did not help Lining's professional sports brand image shaping, and Beijing's trend was always losing money, which brought a certain capital risk to the parent company Lining.

Soon after that, Li Ning Co sold 80% of its Beijing trend to Chen Yihong and his wife.

In this way, after serving Lining for more than ten years, Chen Yihong resigned as executive director, and the first generation of professional managers of Li Ning Co came to the end.

Chen Yihong's departure, the new business did not realize the expected profit is on the one hand, in fact, from the very beginning, he and Lining's management concept is on the two channel.

Chen said, "when I was in the Li Ning Co, I positioned myself mistaken and became my own boss.

This shows that he has strong control and discourse power in corporate management.

But Lining himself hoped that the development of the company would fade away from personalization. "That's not a Brand Company's practice. In the future Li Ning Co must rely on one process, one post and organizational capability to complete a business, not a single person.

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Although Chen Yihong was gone, he introduced Lining to his successor, Zhang Zhiyong.

At this point, Zhang Zhiyong has been working for Lining for 12 years. He has been a financial cashier at the beginning. He has gained good recognition from Chen Yihong through his good organizational and communication skills. He has been the chief financial officer within the company.

He has a unique insight into the information management of enterprises, and will take the initiative to analyze the operation of enterprises. In 2001, after two years as a general manager, he led Lining to break through the sales pass of 1 billion yuan. This is the task that Lining did not finish by his predecessor, Chen Yihong.

Zhang Zhiyong stripped off the kappa business that did not bring brand value to Lining, hired a team of top management with multinational companies such as P & G, Nike, Coca-Cola and so on, led Li Ning Co to go all the way forward. In 2010, the company's turnover reached 9 billion 778 million, and it sprinted to tens of millions of clubs. This is the period when overseas sports brands such as ADI, Nike and other foreign brands continuously corrode the Chinese market, Anta, XTEP and other domestic brands of Jinjiang are strong, and industry competition is fierce.

Unfortunately, the good times didn't last long. The turning point of the whole industry soon came. Because of the radical expansion, Lining was plunged into the inventory crisis, coupled with the blind strategic adjustment of the company. The target customers were locked in the post-90s who prefer the foreign brands, resulting in a continuous loss of 3 years, a loss of 3 billion 100 million yuan and a market value loss of about 76% after 2011. The position of Lining's local industry leader was replaced by Anta.

According to the world clothing and shoe net, Zhang Zhiyong resigned from office in 2012, and the company's business was temporarily taken over by Jin Zhenjun, founder Lining and partner Jin Zhenjun of the company's shareholders.

In March 2014, Jin Zhenjun was appointed Deputy Chief Executive Officer.

Jin Zhenjun once had a good job in saving Daphne and other enterprises in the quagmire. This time, he was also placed high hopes. After he took over Lining, he mainly carried out the "channel revival plan" for the company's leading role, including clearing and repurchasing stock, focusing on the domestic market and main brands. However, because of little effect, Jin Jin Jun announced his resignation 8 months later, and Lining himself started the acting chief executive's responsibility.

So we saw that Lining, who had always wanted to stay away from the enterprise, came back. He said, "the company needs me, I will come back. After all, I am a founder and a major shareholder."

After the return of Lining, the lifting effect of the company was immediate, and financial losses were realized.

In March 22nd of this year, Li Ning Co announced its 2017 earnings report.

Earnings showed that revenue increased 11% to 8 billion 874 million yuan last year.

Net profit was 515 million yuan and net profit growth rate was 56%.

In addition to gratifying financial results, another thing has made Lining angry with a wave of sense of existence.

In early February of this year, Lining was stunning in the fashion week of New York. He instantly captured micro-blog and his circle of friends with a sense of fashion and retro design.

According to reports, related products after the conference were sold out quickly, and the share price of Li Ning Co was also rising all the way. The market value increased by HK $6 billion in one month.

Lining brand debuts in New York Fashion Week

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So what did Lining do to make the brand's public opinion wind so fast and violent?

1., pay attention to the operation of electronic commerce and enhance the overall efficiency of the channel.

Behind the New York fashion show is directly related to Lining's strategy to consolidate the store and the power supplier.

The real organizer of the show is actually Tmall. Lining is appearing with many Chinese brands on the "Tmall China day" launched by Tmall and CFDA.

According to Li Ning Co's data, "the gross profit of the electricity supplier channel is twice as high as that of the traditional platform."

In addition, Lining promoted the optimization and expansion of shopping malls' stores and opened up a large scale shop with highly profitable and experiential concepts by improving and expanding inefficient stores and loss shops.

2. focus on core products.

Lining once said, "the quality of Lining's products is also my quality and the quality of Lining people.

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From the beginning of creation, Lining attached great importance to product originality and R & D design. The tonal design of products was basically based on the characteristics of motion.

Lining has said before that "the main reason for the company's turnaround is to make strategic adjustments in the past few years based on big data, cut down the products of life, and strengthen the research and development of sports more powerful products, including running supplies".

3. rely on Lining to make brand marketing.

In addition to spending money in the marketing field, Lining himself did his best.

As soon as he changed the image of the prince of high colisthenics, he opened micro-blog in 2015, and laughed at the Lining sculpture in Switzerland, which was more handsome than himself. He called Joey Wong "Teacher Wang" and laughed at the "Buyer show" and "seller show".

It has become a mature paragraph.

He even tried to live, boarded the stage of "the reader", and walked into today's young people with all media channels to publicize their products.

Even when listening to some negative voices, Lining also replied with a hard breath: "now we sell 8 billion, and find a 8 billion company in China. I don't think it's easy to find it. But now many people think Lining seems to be ready to go bankrupt in second days."

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Of course, a brand founded nearly thirty years has encountered some ups and downs, but this is the problem that any enterprise will encounter during its growth.

After all, the market is changing rapidly, and the aesthetic trend is hard to predict. It is not necessary to change the impression of the younger generation on an old brand.

But still can see that Lining's return to the past two years, the company is slowly loading and turning, the main consumer market has begun its own acceptance of it.

On the topic of "how to treat the domestic sports brand Lining in New York Fashion Week"?

This may prove that Lining is still a brand worth buying by young people in today's era of sexual publicity.

Lining said that his dream is to become a great Chinese sports brand.

But there are many difficulties in realizing this dream in reality.

He often gives himself encouragement:

I did not start gymnastics as a world champion. I also walked a little bit by bit and step by step to overcome a difficult step and then overcome a difficulty and go on to the next stage. Finally, I went to the Olympic champion's podium.

As long as our enterprises are moving forward step by step in this way, I believe my dream can be realized.

We expect Lining to realize his dream this day.

As Lining said, enterprises in the development process can not be smooth sailing, will encounter adversity, and one after another adversity.

Unfortunately, most enterprises disappear in a certain adversity, and few enterprises can hit bottom rebound.

So when you see a company struggling out of a huge predicament and becoming brand new, you must try every means to get it, because most successful models are hard to replicate, and those experience of bottoming out is the secret of sustainable business.

Therefore, we have sprouted an idea to take a group of willing friends into Lining to hear what Lining did in the process of bottoming out, and accumulated some experiences out of adversity to deal with the uncertainty in the future.

More interesting reports, please pay attention to the world clothing shoes and hats net.