What Strategic Concept Does Puma Use To Guide Enterprise Development

Puma has become one of the world's largest manufacturers of sports shoes, clothing and supplies after 60 years of development. In fact, its development has not been smooth sailing, and it has also encountered a survival crisis close to bankruptcy. The strategy of biao'an is to guide the development of enterprises. Looking at market development from a global perspective, Puma has become a very international brand. In order to successfully implement the global market strategy, puma adopts the guiding ideology of looking at market development from a global perspective. In order to truly implement this strategic intention, the CEO of the company should set an example first. "As a Global CEO, you must have an open mind and a good education. You need to take every opportunity to understand the different customs and customs of different countries, so as to better broaden our vision, adapt to the diversified cultural background and improve our own practices," Jochen Zeitz, CEO and chairman of the board of directors of puma, said in an interview. In this way, when the opportunity comes, you can seize it. " Puma has also made itself more international by integrating the strengths of its partners from all over the world. Because in different markets, the depth of brand development is not the same, and the challenges encountered are also different. Therefore, puma will take some regional ways to make appropriate adjustments to the strategic thinking, so as to better meet the needs of the local market. For this reason, Puma has achieved a stable growth rate of more than 300% in the global market from more than 1600 in 2008; puma has achieved a stable growth rate of more than 300% in the global market by 2008; puma has achieved a stable growth rate of more than 300% in the global market by 2008; puma has achieved a stable growth rate of more than 300% in the global market in 2008. "We will continue to increase investment in the Chinese market in order to seize the rare market development opportunities in China," said yohen zeatz In fact, many Chinese peers are also internationalizing, but they often do not have their own brands. What is the problem? "The success of an enterprise does not mean that its experience can be shared and successful by another enterprise," said Yohan zeatz. In fact, the path to internationalization is not the same. To be successful, you still need to spend a lot of time and investment, as well as the ability to understand consumers. " Since 1993, Puma has made great progress, in which the brand connotation, product R & D and channel development concept are repositioned, which plays an important role. In terms of brand, puma regards sports as a life attitude, always implements the concept of "sports life", integrates sports, leisure and fashion elements into the brand, and inherits many traditional elements, and finally forms a brand concept based on tradition, sports, scientific and technological innovation and innovative design. In the aspect of sports products, sports products should be integrated into sports life. At present, in addition to the core product lines of football sporting goods, track goods and slimming sports goods, new product lines such as golf series, motorcycle series, swimsuit series, sailing sports series and urban vitality series have been developed. In terms of product structure, shoes, clothing and accessories have been formed, accounting for 59.9%, 33.6% and 6.5% of Puma's total sales in 2006. Puma has now outsourced its products in more than 40 countries around the world. At present, China is Puma's largest production base in the world. In order to make the products personalized, "we are mainly like coaches, not athletes. To give R & D personnel enough creative space, so that they have a lot of freedom in the design, because our purpose is innovation. But we also want to make sure that they can carry out well to achieve our expected goals. However, our products are designed for consumers who are willing to try something new. " Said yohen zeatz. In terms of channels, Puma has established a huge sales network in more than 80 countries, including sporting goods stores, department stores and specialized stores. Now, Puma has increased cooperation in wholesale and retail fields, established subsidiaries, and adopted merger strategy in the world to establish new joint ventures and develop new partners. Puma adopts different sales channels for different types and styles of products to ensure its diversified product development. Puma has now established three regional headquarters in Germany, Boston, USA and Hong Kong, China. "Our goal is to have a first-class management team in every market in the world, and every regional team has a very good support team," said Yohan zeatz. The regional team can assist the global management team in strategic decision-making according to the characteristics of the local market, and ensure that the brand concept is effectively communicated to the regional markets. Local authorities report problems to the international headquarters. Our approach is to refine and solve the problems from the bottom up, and then from the top. " In order to adapt to the increasingly diversified and fast-paced industrial development needs, Puma has taken measures to gradually disperse the organizational structure to build a more flexible and efficient organization. For example, in order to broaden the leadership structure of the company and improve the decision-making efficiency of the company, Puma has set up a group executive committee, including members of the board of directors and directors of global functional departments. ? Accordingly, Puma has formulated a pragmatic four step enterprise development strategy: from 1993 on, it has restructured its global business and focused on improving the company's financial situation; since the autumn of 1997, it has intensified its marketing and product design efforts, increasing its R & D investment from 2% of its turnover to 4% and its marketing promotion cost from 10% to 15%; from 2002, it has strengthened its directors From 2006, we will further improve the company's management system and comprehensively improve the efficiency of enterprise management. But things don't change. In July 2007, puma was controlled by PPR (Pinot spring redu group). PPR held 62.1% of Puma's shares through public share acquisition. Therefore, the outside world is worried about puma's fate after its acquisition, such as whether it will abandon its original development strategy and take the high-end fashion route instead. "The positioning of leisure and sports will not change. Of course, it will balance the positioning relationship between sports and fashion, but it will not follow the path of high-end luxury consumer brands under PPR." In response to the M & a strategy, Yohan zeatz said: "Puma requires control of the core business. In the joint venture, puma should take the leading position and hold the controlling right. Of course, different markets have different situations, but to implement puma's strategy 100%, we still need to control market resources. Based on puma's growth in major markets, effective control of the core market is the key to long-term success. "