If Sports Brands Need To Grow &Nbsp, They Must First Change Their Sales Routines.

Jordan sports was formally founded in June 2000 in Jinjiang, Fujian. This is the best time to appear in the most suitable place. In addition to Jordan sports, there is China. shoes Jinjiang is known as a group of sporting goods brands such as Anta, 31st degree, and del Hui. These brands have similar genes, mostly family businesses, and seize opportunities by imitation. But now they are facing the bottleneck of the industry.

Shao Ligang, general manager of the nine party service organization in Beijing, said: "many domestic sports brands were originally only foundries of international sports brands such as Nike and Adidas. When they saw their substantial profits, they began to try to create their own brands."

Apart from imitating international brands and domestic competitors in the style of products, there is a striking similarity between domestic sports brands in marketing and channels. "After signing Anta, Kong Linghui, other sports brands began competing to invite athletes. Spokesman Carry out a lot of publicity. " Shao Ligang said. In addition, in the channel development, most domestic sports brands rarely own their own direct stores, but rely heavily on agents and distributors.

Take Jordan sports as an example, according to its prospectus, by the end of 6 last year, the total number of shops in Jordan sports in China was 5715, of which 5561 were franchised stores, and 154 were direct shops (including shopping malls).

Although with the help of distributor's sales network, the brand can expand rapidly, but at the same time, the brand can not effectively control the sales risk. Once the agent fails to do so, the market share of the brand will shrink rapidly.

"After experiencing the golden period of the past ten years, China's sports industry has reached a certain degree of saturation." CEO, Zhang Qing, a key sports consultant in Beijing, said in an interview with the Morning Post reporter. In the past 2000-2010 years and ten years, more than 10 listed companies have appeared, and each company has 5000-10000 stores. However, the domestic brands have not been promoted in terms of personalization and specialization. With Nike, Adidas The settlement of international brand channels not only aggravated the saturation of the market, but also made the domestic brands entrenched in the two or three tier cities face more powerful rivals.

Shao Ligang and Zhang Qingjun said Lining's inventory backlog problem in 2011 was not an isolated case, but an industry phenomenon. "Some brands are worse off than they are, and some shops are at a loss, but these pressures are still not being returned to Brand Company by agents and dealers."

Zhang Qing believes that the era of sports brands relying on vertical growth has passed. If we want to grow again, the brand must be upgraded, and we should pay more attention to personalization and specialization. Shao Ligang believes that in the bottleneck period of industrial development, for a homemade sports brand with serious homogeneity, which can bring forth new ideas and become more sophisticated and scientific in operation and management, it will be able to take a lead in the integration of industries.