The Spring Enterprise Struggle Witnessed The Pformation From A Pair Of Shoes To Hundreds Of Millions Of Sports Industry.

Several decades of struggle have witnessed the pformation from a pair of shoes to hundreds of millions of sports industry.

From the small family workshop to the modern production workshop, the sports industry in Quanzhou has been changing along with the trend of the times.

As a pillar industry in Quanzhou, the sports industry in Quanzhou has been developing rapidly in recent years.

Data show that as of the end of last year, there were more than 4000 sports goods manufacturers in the city, and the output value of the enterprises was about 305 billion yuan, accounting for 18.4% of the total industrial output value of the city.

After several decades of hard work and development, Quanzhou sports industry started from a pair of shoes, from scratch, from small family workshops to modern enterprises, and emerged many sports brands such as Anta, XTEP, 361 degrees, PEAK and so on, forming an extremely mature industrial cluster.

Starting from shoemaking industry, spark can start prairie fire.

As the birthplace of the sports industry in Quanzhou, Jinjiang can be seen as a remarkable achievement from the perspective of the country's counties. Jinjiang became the first county sports city to exceed 100 billion yuan in 2013. In addition, the number of listed sports enterprises in Jinjiang ranked first in the country (21), and the number of national sports goods brands ranked first in the country (42), and the total number of sports industry enterprises ranked first in the country (10078).

Tracing back to the origin of the sports industry in Quanzhou, it is necessary to start with the footwear industry in Jinjiang.

A Wu river divides Jinjiang's Chen Dai town into two parts. Once desolate, barren and poor, the life of the town people is just like the shadow.

In 1979, in the early days of reform and opening up, Lin Di autumn saw the new policy promulgated by the state in newspapers: all private enterprises, the state will be duty-free for three years.

Lin Dudu was overjoyed. He saw that the newspaper reported that he had sold leather shoes well. In his own stone house, he used a hammer, a table, a pair of scissors and several household sewing machines to enter the shoe making business.

As the first person to make shoes in Jinjiang, Lin TSU Yu ignited the flame of Jinjiang footwear industry from scratch.

A single spark can start a prairie fire.

Seeing the business of wind and water in the shoe factories of Lin Di and autumn, the town people were encouraged to bid farewell to poverty and strive for prosperity. They washed their feet away from the fields, vacated their own houses, moved into several household sewing machines, and also played the role of shoemaking.

Every day when the hammers drop, the sound of Kaka scissors passing through the cloth and the sewing machine pedal fills the streets of the Wu River.

In 1981, he was a turning point in his life. He used to go to the fields to cultivate farmland, catch fish in the sea, and play suona in his work.

4 children at home were sent to apprenticeship and shoes in nearby shoe factories.

Ding Jiantong said in an interview with the media that some of the children will make soles, some will proofing, and some will make vamp. These processes do not add up to a complete set of shoemaking processes.

So Ding borrowed some money from his relatives and friends and called back 4 children. In 1981, he set up a shoemaking factory at home, which is the predecessor of 361 degrees.

In the rich atmosphere of shoemaking, Ding Shizhong is deeply affected.

In 1987, only Ding Shizhong, a teenager, embarked on a journey to the north on his father's $10 thousand yuan and 600 pairs of carefully selected Jinjiang shoes. He came to Beijing alone.

In the first month of Beijing, Ding Shizhong went to the mall every day. With perseverance, Jinjiang shoes finally entered the shopping mall in Beijing and got a hot sale.

In the next two years, Jinjiang shoes broke into most shopping malls in Beijing, and Ding Shizhong returned to Jinjiang with the first pot of gold earned in Beijing. He founded a shoe factory named "Anta" with his family.

Also in 1987, teenage Ding Shuibo told his father to learn to make leather shoes.

This year, Ding Shuibo used the 500 yuan saved by his employees to establish Sanxing company together with two sworn brothers.

In 1988, attracted by the great popularity of footwear industry in Quanzhou, Nike came to set up a joint-venture rubber shoe factory.

At its height, the rubber shoes factory has developed to 3 factories and 5 production lines.

Xu Jingnan, who had driven the wooden car factory, the slippers factory and the packaging factory, pushed the acquaintance of the acquaintance who was acquainting with the car during the drive of the government, and founded a shoe factory to complete the matching for Nike.

But when the plant was built and the equipment was put into operation, Nike moved away from Quanzhou.

Xu Jingnan, deeply felt by people's pain, determined to create his own brand.

In 1989, "PEAK" was born. This year, the first pair of "PEAK" sneakers went public.

The change of sales channel mode is the key for enterprises to break through the stock crisis.

Get rid of the pain of "OEM" and build up an independent brand

In the 90s of last century, overseas orders were coming in like snowflakes. A OEM generation factory mode, which was organized by foreign trade orders, made Quanzhou shoe industry once again usher in a good opportunity for market development.

However, under the situation that shoe factories are booming, some enterprises feel the hidden crisis of OEM.

In 1997, the Asian financial crisis swept over, and foreign trade orders shrank sharply, and product profits gradually diluted.

However, the word "crisis" and "machine" are the two words of crisis.

As early as the 1991 before the crisis, Xu Jingnan boldly proposed the idea of "creating an international brand". From the name, management and product quality standards, trademarks, brands, capital and market, Xu Jingnan initially planned the "six step" strategy of PEAK internationalization.

In 1995, PEAK passed the certification of ISO9001 international quality management system and product quality assurance system, and became the first certified enterprise in the domestic sports shoes industry.

Under the market crisis, some Quanzhou shoe enterprises deeply feel the "pain of OEM" have also opened the way of brand operation to seek market breakout.

Ding Shizhong, who has gone through a lot of experience, has long known that OEM is not a permanent solution. He looks forward to the day he can start the Anta brand, expand his own distribution channel and establish his own brand store.

In 1999, Ding Shizhong brought the national table tennis player Kong Linghui as spokesman for Anta and paid tens of thousands of advertising fees to CCTV five sets.

In 2000, Kong Linghui won the Sydney Olympic table tennis men's singles champion. With the slogan "I choose, I like", Anta brand is a household name.

Since then, the "star + advertising" mode has become an important magic weapon for shoe companies to build brands.

Data statistics, only in 2003, Jinjiang shoe enterprises hired more than 30 star endorsements, one after another landing CCTV five rounds of "advertising bombing".

In 2006, during the "World Cup" in Germany, about five of CCTV's advertising time was occupied by the brand of Jinjiang shoe enterprises, so CCTV's five set was ridiculed as "Jinjiang channel" by the five.

In the early days of the industry, the pioneering spirit of entrepreneurs is the pioneering spirit that bears hardships and hardships. In the period of "brand creation", it is compared with the foresight, courage, decision-making and scale of enterprises, and the speed of opening stores. With the increasing competition, the entrepreneurs' decisions and foresight on the company's governance structure, talent reserve, system design and strategic layout are tested.

In a quiet year, Anta chose to list in Hongkong in 2007.

On the day of listing, the market value of the company reached 20 billion yuan.

On this day, Ding Shizhong set a goal for himself to pform Anta from a private enterprise into an international public company with a modern governance structure.

As early as the end of 2006, the Jinjiang municipal government set up a "listing office". From the Shenzhen Stock Exchange, the chief representative was invited to give guidance to the enterprises, so that the listing training could be done well.

The Jinjiang municipal government has proposed that as long as the listing is successful, enterprises will get more than 3 million yuan "big red envelope".

Under the double touch of policy and example, the shoes owners who love to fight and win are once again "restless".

In 2001, Ding Shuibo renamed Sanxing XTEP, and in 2008, XTEP went public in Hongkong.

This year, PEAK also successfully listed in Hongkong.

Ding Wu, who took the baton from Ding Jiantong, also launched a 361 degree listing in Hongkong in 2009.

Breakout of inventory crisis, innovation and Reform

However, the success of the listing is not the end of the development of enterprises. The market's ups and down often let people get caught off guard. Challenges and opportunities still coexist with each other, and the pace of change can not stop.

Xu Jingnan said that in the past, as long as we could pass the year, pay off and off season, we could be the boss.

Nowadays, the market competition intensifies, the market is changing, and we need to keep pace with the times.

In 2008, Beijing successfully hosted the Olympic Games.

Since then, China's sports brands have been developing rapidly, and all of them have gone through a violent rush. This rapid development has lasted for three years.

In 2012, many sports brands broke out high inventory crisis, and China's sporting goods industry entered a comprehensive "adjustment period".

In the industry view, the so-called "adjustment" is in essence a new round of shuffling.

In the first half of 2013, revenue at 361 degrees declined by 30.4%, and the product inventory cycle increased from 56 to 67.

Anta is also suffering.

"At that time, it suffered the biggest crisis since its start up. In 2012, its revenue fell 20%, and its inventory was twice as high as normal."

Ding Shizhong revealed that after analysis, the crux of the problem lies in the business model.

We should change the operation mode of brand wholesale company and pform into a brand retailing company.

"The change of two words is a great change in thinking and ideas."

In order to completely change the business model, Ding Shizhong led executives in hundreds of cities across the country in 2012 to do retail landing promotion and do research and understanding of all kinds of terminal problems.

Two years later, Anta finally pformed into a brand retail enterprise.

"This is a painful process."

Ding Shizhong said frankly, after the pformation, most stores realized the unification of information technology, realized the order of each store, and covered the retail standard to every store in the country, and reinvent the entrepreneurial culture.

361 degrees also promoted the pformation of the channel mode, gradually pformed the traditional wholesale mode to the retail mode, converged on its sports, children's wear and fashion brands, and put forward the single store mode of "fashion family", which has now become the mainstream retail mode of the industry.

Business is like sailing against the current.

Only by following the tide of the market and following the footsteps of the consumers, will we be able to move smoothly in the market competition and pform into growth.

In the cold winter, in addition to the channel reform, Quanzhou sports brand began to increase R & D investment, expand the brand matrix, and open up territory in the overseas market, and strive to get through the cold winter industry and realize the rebirth of nirvana.

The so-called wave of sand is true gold.

Data show that last year Anta group's revenue was 24 billion 100 million yuan, an increase of 44.4% over the same period, maintaining double-digit growth for 5 consecutive years.

Anta's R & D investment share increased from 1% of its initial sales cost to 5.2% last year, and the design center was also established in the United States, Japan, Korea and Hongkong, China.

Last year, Anta's first global limited basketball shoe KT3-ROCOO triggered a queuing rush in San Francisco.

In December last year, PEAK's first use of the "polar" midsole technology product - "polar 1" was first launched in Tmall, and the first batch of limited running shoes on the line were sold out in 51 seconds.

It is understood that the shoe can be self adaptable and resilient according to different motion states.

Brand merger and acquisition of four smoke.

In March this year, XTEP announced that the company entered into a joint venture agreement with Wolverine Group (WWW.N), and the joint venture company will launch Saucony (San Kang Ni) and Merrell (brand) business in mainland China, Hong Kong and Macau.

Released in May, the company's wholly-owned subsidiary Xtep Global Limited intends to buy E-land Footwear USA from the E-land group of Korea for 260 million US dollars (about 1 billion 750 million yuan).

In December last year, Anta sports joined the consortium of other investors including Tencent, announcing the offer of 4 billion 600 million euros (36 billion yuan) to the Finland sporting goods group and the Amer Sports.

With the strategy of "single focus, multi brand and all channels", Anta group has acquired FILA, Sprandi, DESCENTE, KOLON SPORT, Xiao Xiao cattle and other brands, forming a multi brand matrix.

In early 2018, Ding Shizhong proposed Anta enter the "new ten years of entrepreneurship".

He said that in the next ten years, the entire industry, the entire Chinese market and the world's development will continue to undergo disruptive changes.

With the rapid progress of the times and the rapid upgrading of consumers, Anta must use new thinking to see the future development, and use the initial "entrepreneurial spirit" to open up broader prospects for development.