Analysis Of Sports Brand Terminal Changes

China's apparel retailing industry has developed from the market demand stage to the full market stage.

In this stage, with the continuous input of enterprises and the increasing demand of market scale, the market structure has changed a lot since 80s and 90s twentieth Century and 2000.

In this process, 2007 is a year of great changes in the pattern of the whole market. Enterprises must rethink and pay attention to the market structure, and the intensification of various marketing strategies, so that enterprises can not just spell products and prices.

Most of the business ideas and business strategies have begun to focus on products and start to focus on brand promotion and promotion.

Finally, enterprises are paying more attention to management and internal soft construction.

Today, more companies focus their attention on channel competition.

Because any excellent brand must pass through distributors in channels and channels, so that products and brand ideas and products can be passed on to consumers' commitments, so as to keep consumers in a long term and make them a loyal consumer group of product brands.

Speaking from the Gome mode, the enterprises invested a lot of energy from 2007 to 2008 to spell the terminal channel.

Because an excellent brand and a strong strong enterprise must rely on excellent distributors and excellent channels to support the development of enterprises.

However, with the intensification of competition, channel resources have formed a specialized feature -- from the brand manufacturer to the manufacturer to the terminal market retailer, and the pattern of the market is gradually moving towards specialization.

This professional road is probably a process of professional division which has been completed between 1920s and 60s for European and American countries.

The change of China's current pattern is gradually taking shape.

First of all, the first change in the pattern is that retailers are becoming retailers of professional products.

Why do we say this?

China's clothing enterprises slowly develop marketing and manufacturing into separation of production and marketing.

This separation process can put more energy on more profitable marketing segments for many enterprises, and this makes the whole industry chain react faster to the market.

However, the terminal channel itself is also taking the essence of this kind of marketing. This divestiture will make the channel more professional, and has formed some effective distributors gradually becoming a force.

For example, the well-known Gome mode.

As early as many years ago, Gome was only a TCL agent in Beijing, Konka, Kelon and many other famous brand electrical appliances, and gradually developed into an agent in North China.

But until now, we have to say that Gome is not only an international agent, but a global ranking second, China's largest household appliance retailer.

The main characteristics of distributors from retailers to retailers are shown in the following aspects.

First is the operation of the company, through effective organization and resource allocation, and then through specialized operation, through effective organization and resource allocation, and then through professional management, the channel extends from its successful area to the whole country, and gradually becomes a certain product in the country's channel owners.

So far, TCL, Konka and Kelon Brand products want to enter the terminal, not how many terminals they have to build, how many provincial agents or regional agents to extend their products to consumers, but first consider how to enter the national channels.

Moreover, in the professional retail of this channel, Gome has copied its retail chain in large numbers across the country, and has provided a retail platform for all electrical appliances or electrical appliances manufacturers. Finally, it has completely formed the three party pattern of a manufacturer, the manufacturer and the retailer.

Then, clothing enterprises, have they formed such a professional retailer system?

First of all, the biggest difference between Western and European clothing distributors and Chinese distributors is that Chinese clothing enterprises are basically product manufacturers, and then gradually turn to product retailers.

Many enterprises start from the factory, the identity is the director of the enterprise, then become the retail manager, and finally do terminal retail.

Today, there are also many enterprises from manufacturing to retail, the whole is done by themselves, this is the biggest feature of China.

And our neighbors, Japanese and European and American clothing enterprises are all retailers, they will give many products to professional manufacturers to produce, and then product design and brand publicity will be completed by itself.

Even a lot of enterprises will turn the development of the brand in the world to the famous professional retail enterprises in the country or internationally, and bring their brands to all parts of the world, and then develop through joining and other ways.

This includes the division of labor in the process of data collection, management, product distribution and regular operation of the system, and then the outsourcing of brand promotion and staff training.

Therefore, to visit the European and American countries, we will find that many world famous brand enterprises, such as Nike, Adidas and so on, have very few employees, but they control the enterprises with an annual turnover of up to about 10000000000 US dollars, mainly with their operation and development.

Each enterprise only makes itself the best sector in its own industrial chain, but it makes it easier for the brand to develop faster and larger.

And Chinese enterprises are mostly "big and complete" "one-stop", that is, manufacturing - production - sales, each link is its own to control management.

This way, under the special circumstances of China's early economic system, can effectively control its own cost, strictly control the terminal, and make the brand more excellent development.

But with the development of today, this pattern has become increasingly difficult to manipulate.

No matter how big the enterprises are developing today, the most troublesome problem is the control and management of terminals, even the operation and manipulation of brands in the terminal, as well as the maintenance of the relationship with distributors, which will be a great cost to enterprises.

How to adjust this situation has become one of the difficult problems for enterprises.

In fact, an excellent enterprise does not need too many people to operate. As long as he works well in the industry chain, he can make greater profits.

In the process, if a pair of shoes can be sold for 100 dollars, then Nike and Adidas control the part of the design and retail of shoes, and it does not directly participate in retail sales. In the middle, the $100 product can get a profit of 40-60 dollars, because he does not have substantial production and sales operation links to increase the cost too much, which is the success of it.

Editor's note: "take the bull to the nose" -- to gain the greatest benefit with the least energy, we must know where the profit point is and whether we have the ability to do the relevant link.

Another popular explanation is, on the other hand, "specializing in the industry". If the design is long term, it will focus on product development and marketing, and the mayor will focus on brand operation.

If the enterprise itself is limited, ask professional people to do professional things.

In the terminal channel, dancing with wolves, for example, the famous brands of Nike and Adidas in sports brand have achieved two advantages in terminal construction and brand management: first, they have realized the group like enterprises without factories, and they have invested all the factories in the world, so they have become the largest garment manufacturers without factories.

This way of operation can make Nike and Adidas focus on brand promotion and operation, brand strategy and development, which is why they are so successful.

Today, South East Asia and all over the world, including many parts of South America, have their factories, and there are no workers at headquarters, but they do global industrial trade.

Two, they do not participate in the direct operation of products. For them, there is no need to develop many companies around the world, and their so-called branches do not directly participate in the operation and sale of products. They only seek excellent agents in various countries, and then cooperate closely with the agents in accordance with the strategic layout of the company, and provide them with strategic guidance and policy support.

And then provide professional training and product promotion services.

Then agents from all over the country come to develop and operate.

The simplest way is to cooperate with different customers throughout the country.

Let me give you a few more examples.

It may be very clear that the company is a well-known enterprise of leather shoes, but how many companies know that Baili is the biggest shoe dealer in Nike, Adidas and Puma in China.

Therefore, it not only makes its own product, but also is the owner and manufacturer of its 16 brands, and is also their seller.

These brands have been extended to the world and have achieved considerable success.

Also, as we know Anta brand, they have their own brand, Anta, and their ability to operate and sell in the second and three tier markets is the same as Lining.

But who knows, Anta is also an agent for Adidas in China. It may be hard to understand why Anta is going to represent the brand of their competitors.

There are two starting points: first, cooperation with top brands in the world can learn more business skills and skills, which is also inevitable for Anta.

Because, knowing how to dance with wolves can surpass wolves, which is their way to success. Secondly, through cooperation with Adidas, Anta can enter another brand's primary market, and at the same time, it can accumulate customer resources and brand resources. This is an important asset for Anta's future development.

Similarly, the purpose of Adidas and Nike's choice of competitors is very simple. Their market is quite strong, which is unmatched by all domestic sports brands. But they do not have much offensive ability to the second and three tier markets because of their own product positioning and price factors. Their influence is far less than that of Fujian enterprises headed by Anta, including some domestic sports brand enterprises headed by Lining.

As a result, they will be able to enter Anta's terminal market through the two or three terminal market.

Therefore, such cooperation is a win-win situation.

Through the above cases, we can see a feature that Nike and Adidas cooperate not only with non rivals, but also with direct competitors.

For him, through all kinds of advantage channels, he is able to compete with all competitors in all the markets of China, and firmly control his brand.

So Nike and others are doing brand control and management in China instead of terminal operation, store management and product operation.

It's a very successful strategy to copy these jobs to their distributors and agents.

Therefore, the professional operation of the terminal retail channel in the future is commendable.

Editor's note: in this process, "sharing" and "win-win" are very important.

In this article, "to know how to dance with wolves, to surpass wolves" is a wonderful thing. No enterprise can "get" all the links, let alone develop such a high-risk action as an unfamiliar market.

Therefore, it is wise to take advantage of others and make up for their shortcomings.

Professional channels continue to shuffle and integration has been reported recently. Nike, Adidas and even Lining and many other sporting goods agents, such as the alliance formed by agents in Sichuan, Guangdong and Hubei, have merged the achievements of the three companies, and will break the sales volume of 30 to 5 billion.

The bundles of these three companies have been consolidated by listing, and they have been re built to form a new Limited by Share Ltd.

With this platform, we will continue to make sporting goods and build a wider platform for sporting goods.

Therefore, retailers not only represent one or more brands, they have already seen the prospect and needs of China's entire market. Under the strategy and acquiescence of Nike and Adidas, they realize that they must be the biggest distributors.

In the future, there will be more large-scale distributors in China. They will control the most advantageous areas and pavements of future terminals on the sales platform, or even control the most massive and capable dealers on the second tier.

In this case, the platform they build will be like a fly.