Strategic Thinking Of Wenger Brand (Shoes) In Switzerland

The core of Wenger's brand strategy management is to create and maintain a sustainable competitive advantage for Wenger.

In every market environment, enterprises can implement corresponding strategies to create high market value at the right time. However, any other existing and potential competitors can not successfully implement these strategies at the same time, and lack the confidence and ability to imitate or copy Wenger strategy.

Then, what is the competitive advantage of Wenger shoes in China? What is the competitive advantage of Wenger's brand in the "multi category and fast fashion" mode to promote the Wenger brand's success and sustainable development? Wenger believes that the sustainability of the competitive advantage of Wenger shoes is mainly reflected in the following aspects:

First, continue to lead the business mode of the industry.

In 90s, the founder of Guangzhou Heng Pin Trading Co., Ltd. began to introduce most of the international first-line sports brands, including dozens of international first-line brands such as CONVERSE, Nike, Adidas, Reebok, Newban, hush, Puma, assex, Lois, Lining and so on. This multi brand collection mode has made Heng pin one of the biggest sports brand operators in the country overnight. But in a few years, the founder of Hang pin company once again subverted the business mode of the sports brand industry, and set up a sports brand collection shop with a single shop area of 5000 or more in the whole country, with nearly 200 YY winning Road, and "YY wins road" almost covered all the famous sports brands both at home and abroad.

This completely ahead of the business mode quickly subverted the sales pattern of domestic sports brands, and the position of the leading brand operator of Heng pin sports company again impressed the industry again.

The shoe and garment industry has been sluggish in recent years, and its sales performance has declined sharply every year, which indicates that industry change is coming.

The new generation of consumption preferences and consumption patterns are undergoing great changes. "Many styles, new styles, good quality, low prices and convenient purchase" have become the mainstream.

Appeals.

In 2013, hang pin company, with the international brand Wenger Wenger, entered the domestic market with the business mode of "multi category and fast fashion". Once again, it led the change of business mode of shoes and clothing industry again as the leader of industry change. Heng pin positioned the business goal of Wenger Wenger shoes as "the first fast fashion brand in the international brand".

Two. Strategic capabilities of enterprises

The organic integration of the three resources, capabilities and strategies constitutes the strategic capability of Hang pin company.

The strategic ability of Heng pin company is mainly accumulated from the growth of the company, and the experience of international brand operation has been accumulated for decades. The industry's strategic vision, accumulated brand operation experience, industry resource integration and industry pre judgment ability have made it difficult for other enterprises in the industry to look forward to it. Wenger Wenger brand, the international century brand, has profound historical and cultural background and enjoys high international prestige. Its military knives, watches, bags, backpacks, shoes and outdoor products are of excellent quality, and the brand sales outlets cover 135 countries in the world.

Having a certain amount of resources is conducive to brand building competitive advantage, but the key lies in the quantity and quality of resources that enterprises can make use of, and the way and efficiency of utilizing resources.

Heng pin company is committed to becoming the strategic thinking of international brand entry into the domestic market brand incubator. It has carried out an effective "strategic fit" to maximize the resources, capabilities and Wenger brand effectiveness of the brand, and created an enterprise strategic capability that Wenger brand can not imitate. This strategic capability is difficult to replicate the foundation of Wenger's brand sustainable competitive advantage.

Three. Core competence of enterprises

The main source of competitive advantage of Wenger shoes is the core competence of Hang pin enterprises.

It includes: 1, enterprise's outstanding ability, constant product.

2 years ago, the unique international vision and unique resource integration capabilities are the foundation and source of sustainable development for Wenger shoes. The international product supply strategy, Wenger shoes products, led by the European cooperation team, has ensured the absolute advancement of Wenger's product style and performance. 3, as a leading brand operator in China, the integration ability of Heng pin to the market channel surpassed the general commercial department stores in the country.

Since core competence can promote the competitive edge of Wenger brand, it is essential to establish a core competency that is more competitive than competitors, which will have a fundamental impact on the long-term development of Wenger shoes.

Only by establishing and maintaining core competencies can we create sustainable development of competitive advantage in order to ensure the long-term existence of Wenger brand.

Four, continuous innovation

The market environment we are in now has reached a level of dynamic or dramatic change.

In a dynamic environment, if an enterprise has only one competitive advantage and is unable to create new competitive advantages, it will be very difficult for enterprises to survive in a turbulent environment.

In a dynamic environment, if an enterprise wants to be able to gain sustained competitive advantage, it can not only passively adapt to the environment with its strategic resources and core competencies, but requires enterprises to profoundly foresee or observe the changes of the environment and react accordingly quickly.

The best way to compete is to subvert the existing structure so that we can monopolize a whole field. Without exception, hang pin company will quickly change its industry pattern by using disruptive means in the industry sluggish or ready to enter new fields. It will quickly change from the existing competitive advantage to the new competitive advantage, and the enterprises that outnumber competitors will become the industry ahead of the competitors overnight, so as to win the brand's sustained competitive advantage based on its overall development.

Wenger believes that the real competitive advantage lies in the fact that there is no competitive advantage. The best way to avoid competition is to create and monopolize an area. Therefore, continuous innovation is the only way to create and maintain Wenger's competitive edge.