How Do We Embrace Digital Anta To Match The Value Of The Consumer?

From a small factory in Jinjiang, Fujian, it has grown into a "Big Mac" in the forefront of the global sporting goods management company.

1, embrace digitalization, what are the highlights of Anta smart stores?

Located in the busiest Binjiang Road pedestrian street in Tianjin, the 800 square meter Street shopping mall is divided into two levels, the color style is succinct and lively. This is Anta's latest eight generation shop.

In addition to the change of appearance style, it integrates four smart functions, such as cloud storage rack, pressure bar interactive screen, Anta excellent Mall and instrument shoes, which is the third intelligent store that Anta has landed in the whole country.

As Anta

The "pacesetter", the wisdom store in how to obtain consumer behavior preferences on the efforts, the biggest highlight is reflected in Anta's main footwear products.

Through the RFID tag attached to the product, with the shoe rack and the shoe stool with the receiver in the store, all the data collected by customers in the store can be kept intact.

Reflected in the production and R & D links, through the picking up rate, trial wear rate, comprehensive store discount and other external factors to the final conversion to purchase behavior ratio, it can reflect the consumer satisfaction in the design, try experience and price, so as to make corresponding adjustments.

In addition, the stores will also combine the RFID induction and interactive large screen of the main products during the season. Customers will pick up products, interact with the screen to produce detailed information and recommend matching, and provide consumers with more intuitive and comprehensive product introduction and more novel interactive experience.

Cloud shelves are also

One of the characteristics of intelligent stores is that the past electricity suppliers and physical stores have been in a state of antagonistic separation, and consumers' pursuit of preferential prices, convenient delivery and sense of experience is hard to integrate.

Physical shops are restricted by space, often unable to display all SKU, through the cloud shelves, offline space to achieve service boundary expansion, stores get rid of the constraints of space, to show more products, consumers can also view real-time concessions, and free choice of delivery to the home or direct shop mode.

More details lie in the promotion of data for store optimization and business guidance. The Anta excellent Mall system, which is co operated with Tencent, can distinguish the age and gender characteristics of customers through the camera of the entrance of the store. Dozens of cameras distributed in the store monitor the moving line and stay area of customers, and make judgments about the regional heat of stores.

This kind of data is a first-hand guidance for store decoration, commodity display and moving line design.

The pformation of stores must involve cost investment.

Guo Yan, director of the retail data center, told reporters that the current cost of the RFID tag can be controlled at around 4 gross. But with the quantity of nearly 100 million products per year, Anta will invest about 40 million of its RFID label last year, and it is also one of the biggest investments.

Nevertheless, the RFID label not only acts on store interaction and consumer data collection, but also saves a lot of manpower and time cost in the aspects of commodity logistics traceability, warehousing inventory and so on.

2, manufacturing enterprises turn around retail enterprises. Anta's biggest topic is to read consumers.

For a long time, Anta represents the vast sinking market of China's sports apparel industry in most people's eyes, especially in the case of "old rival" Lining's failure in pformation, while Anta's earnings figures are brightest for a year. Most of the voices are attributed to Anta's grip on the huge consumption demand of the "three or four line market".

In fact, Anta has never confined itself to the sinking market.

Sponsoring the Chinese Olympic Committee, signing NBA, launching joint name and limited money, promoting the upgrading of stores and the pformation of industrial chain data, Anta is becoming more retail thinking and more textured.

The turning point of all this happened in 2012, which swept the country.

The inventory crisis, the upper and lower traditional wholesale mode caused the information gap between manufacturers and consumers. On the one hand, the upstream manufacturers overcapacity, on the other hand, the downstream consumer demand was shrinking, and the dealers in the middle had to lose money or even shut down under the pressure of inventory.

In this crisis, Anta realized two key issues: first, to establish strong ties with consumers; two, to strengthen control over industrial chains and channels.

On this basis, Anta carried out a series of retail oriented reforms, including the unified installation of ERP system for stores, the promotion of distributors from order system to distribution system, vertical integration, and self owned industrial chain.

From the manufacturing enterprise to the retail enterprise, this reform is regarded as the symbol of the 3 stage of enterprise entry by Anta. It is also a symbol event of Anta entering the brand retail stage from the wholesale stage of the brand.

As the number of stores is as large as nearly 10000, Anta's main brand can not be returned to its own business in the same way as the acquired FILA, and the dealer system has not fundamentally changed.

But through a series of changes in the management system and incentive strategy, Anta has strengthened its ability to control and control downstream channels, and has established Anta's "retail Iron Army" culture.

In the 6 years since then, Anta, which has opened up the industry chain and downstream channels, is facing the most complex problem. What do consumers really want?

3, do the best match, Anta's retail way.

The sporting goods industry maintained a rapid growth under the impetus of consumption. From 2008 to 2016 eight, the scale of China's sports industry increased from 170 billion yuan to 17000 billion yuan, ten times.

Behind these figures, with the diversification of consumer groups, scenes and ideas, consumer preferences are becoming more and more elusive.

As Anta chairman and CEO Ding Shizhong once said, "the product is too simple to make the right product too difficult."

Anta, which has been facing the mass sports consumption market, has covered not only from the first tier to the four or five tier cities, but also from the children to the middle-aged and elderly consumers, and also has professional sports customers and ordinary consumer groups.

In such a huge business system, how to provide products and services to consumers oriented? Li Ling, vice president of Anta, told reporters that in the understanding of the space of consumers, matching goods and experience and insisting on "value retail" is the retail way Anta has always been.

With the upgrading of Anta's brand, the user portrait has been changing.

Since 2016, Anta has launched a multi brand strategy. In addition to Anta's main brand, the group has acquired a series of brands such as FILA, di Sant, Spandi, Ke Long, Xiao Xiao Niu and so on. It has been covered by various applications and income levels in all dimensions of specialization, life, high-end and public.

For the main brand, Li Ling, vice president of Anta, provided some data to reporters.

According to Nelson's consumer research report, Anta's current core customer focus is concentrated on two or three line cities, 18-35 years old, young people who are interested in sports, and younger customers, specialization and centralization of central cities.

With the increasing enthusiasm of consumers for sports, the demand for functionality and design is increasing.

It is understood that in 2005, Anta spent tens of millions of yuan to build the first national sports science laboratory in China, and developed many exclusive patent equipment.

According to Li Ling, vice president of Anta, the lab has more than 300 experts, nearly 90% of master's degree and doctorate degree.

Relying on this team, Anta has continuously improved its R & D capability. In addition to making customized products for the Olympic Committee and the contracted athletes, the laboratory has also conducted material testing and research and development for public goods.

In the first half of 2018, Anta's R & D investment accounted for 6.2% of the cost of sales.

In terms of design, Anta also got rid of the homogeneity label of domestic brands, and KT Thompson series, which was co operated with NBA star Clay Thompson.

It has caused panic buying worldwide.

Anta in the United States, Japan, South Korea, including Hongkong, has its own diversified design team, which has reached the size of about 260 people. At the same time, it has reached long-term cooperation with some domestic universities who are good at designing and developing products.

On the basis of product upgrading, high performance price ratio has always been one of Anta's labels.

Li Ling said that with the advantage of collectivization, Anta had a good control over the cost of material purchase, so that it could maintain the two-way stability of price and gross profit.

The price range of Anta's products ranges from 299 to 899, which can meet the needs of people of different consumption levels.

Besides, women's consumption is also one of Anta's most important directions in recent years.

According to the data from Anta, the proportion of men and women spending in stores is about 4:6, but from the proportion of goods sold, men account for 60% and women are 40%.

In the past two years, Anta has expanded the SKU share of women's products, and has set up specialized women's areas in stores to further tap the potential of women's consumption.

Along with the intensive development of offline shopping and the downward penetration from the second tier cities, the traditional commercial pedestrian street is gradually pformed into a shopping mall with higher efficiency.

In the past, Anta started with a street store. With the advantages of collectivization and the upgrading of store brands, Anta has started to turn to shopping mall in a second tier city.

According to Li Ling, the proportion of shopping mall in Anta stores has risen to more than 30%, which will be the trend of Anta in the future. But in the short term, street shops will still play a leading role.

In terms of single stores, influenced by the trend of consumption upgrading, the future Anta stores will be presented as the high standard store of the core business circle, and the proportion of regional flagship stores and image stores will increase.

Take the latest eight generation stores as an example, at present, more than 3000 have been opened, and the stores after upgrading have increased 22% over the same store business.

Although Anta is based on offline, e-commerce channels have also seen rapid growth in recent years.

According to Zhang Bing, director of Anta electric business division, within two years, Anta group's online business is expected to exceed 10 billion.

On the day of 2018 double eleven, Anta group's daily running water reached 1 billion 130 million yuan, an increase of 67% over the same period last year.

Zhang Bing expressed a theory of "5*24" and "2*24", that is, most of the traffic on weekdays is online, but at the end of the week consumers will return to the line. The alternation of channels has formed the normal state of people's consumption nowadays. Therefore, Anta is promoting the integration of Online and offline businesses. It relies on cloud storage and membership system to open up the space boundary.

As an irreplaceable advantage of offline entities, increasing the sense of store experience is a concern for every retailer.

Anta has done a lot of detailed work in this area. Taking Tianjin intelligent store as an example, the traditional large cash register has been removed, while the customer's rest area has been reserved on the two floor of the street. The fitting room has been expanded from the standard 0.9*1 meter to 1.5*1.5 M. the system including sound, lighting and fragrance has been optimized and customized.

In addition, in view of the differences in consumer behavior among different stores, the attitude of Anta to store upgrading is different.

Li Ling, vice president of Anta, repeatedly stressed that technology is only a means. Intelligent stores are not technical problems, but rather how to get big data for studying consumer behavior, and effectively pform these data into guiding the company's goods and operations.

At present, Anta has invested a lot of energy in data processing. The intelligent store mentioned above is the most intuitive part of it. Through the analysis of behavioral data collected in the consumption link, it gives advice on various aspects such as store operation, product development and so on.

But Anta's data pformation is not only here, from two dimensions, one is the data of members, and the other is the industrial chain data.

Anta membership system is based on mobile phone number as identity authentication. It has achieved the access to member consumption data in many platforms such as official website, WeChat applet, mobile phone Taobao and so on. What Anta hopes to achieve in the future is based on Intelligent stores and customer oriented one to one personalized exclusive shopping service.

The input of the industrial chain data is even more huge. Anta set up an integrated industrial park with logistics as the core, intelligent plant and R & D center in Jinjiang.

Li Ling told reporters that after the completion of the industrial park, each store was directly related to the total warehouse through the circulation of CRM information system. The big data center can realize the mastery of data for single product, single store or even single city, and can provide important data support for the operation management of the company.

In terms of logistics, single store one to one distribution can be achieved, so as to achieve precise inventory control and reduce logistics costs.

As a domestic sports brand, starting from the foundry industry and building up its own brand, step by step towards internationalization, relying on technological strength to enrich itself, Anta has gone a long way to grow up.

Although Anta has bright financial data and the first place in the market value of domestic sporting goods management companies, it continues to explore how to serve consumers.

Li Ling, vice president of Anta group, insists that the brand is a business of "people" and is also a service for "people".

Studying the important collocation of "human yard" in brand retailing is the advantage that Anta brand can not be copied.

The retail way of Anta is "value retailing".

Value retailing is the conclusion of Anta's winning terminal and consumer centered retail concept.

Brand retailing will eventually return to commercial value, and enhance consumer value around the needs of consumers with data value, fusion value, experience value, culture and team value.