The Secret Of Adidas'S Return To The Original Point You Don'T Know

Back to the origin.

It took seven years.

In 2008, the market share of Adidas and Nike in China was less than 1%, which is Adidas's closest to the first time.

Since then, Adidas has been steeply downward, and for a long time no longer qualify for "number one".

Back to the finals, it was 2015.

Sending Adidas back to this position is a five consecutive year of revenue growth.

"We have been close to Nike, and our brand has never been so strong."

Gao Jiali, the managing director of Adidas Greater China, was relieved when he said this.

When Gao Jiali came to greater China in 2010, Adidas ranked only fourth in China, with Nike in front.

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"At that time, we were losing momentum and many brands were emerging."

Gao Jiali has been sitting in this seat for four years, from fourth to the second night of the attack, led by him.

When he took over the stall, Adidas just got away from the whirlpool of inventory, trembling and weak, but decided to start catching up.

This is a military order. Gao Jia Li does not have much time to prove himself. In the past seven years, he is the third owner of this seat.

In 2011, the Gao Jia Li team made a long-term plan for five years, and the name was "2015".

Now, at the end of the last year, Gao Jiali wants to taste the sweetness of harvest with the speed of 100 meters sprint.

2014 fiscal year results show that sales in Greater China 1 billion 811 million euros, up 10% over the same period last year.

On the other side of the coin, Adidas's profits are still falling.

Net profit in 2014 was 564 million euros, down 27% from the previous year.

"This is a way of seeking change and pformation."

Gao Jiali said.

Adidas, who said goodbye to the hard times, welcomed a confrontation running, but fortunately Adidas was different.

Right river

When taking office, Gao Jia Li must first ensure that Adidas will not step into the same wrong river.

Herbert Heiner, chief executive of Adidas, said in early 2008, "the Beijing Olympics will be the best opportunity we have ever had."

He firmly believes that the Olympic Games will be a turning point.

Unfortunately, Haina's opportunity to show the world's products to the world has finally become a drag on several financial years.

Adidas, who has exerted too much effort after entering the Olympic Games, is unable to extricate itself from the stock vortex. Nike was also dragged down by inventory at that time, but the decline was not as fast as that of Adidas.

To sum up, Adidas has taken different approaches and strategies with Nike on how to maximize the value of Olympic Games.

At that time, Adidas invested about 80 million to 100 million dollars, and was awarded the sponsor qualification of the Beijing Olympic Games.

As a sponsor, it will provide uniforms and shoes for all the staff and volunteers of the Olympic Games to more than 10 people, and also provide the official uniform for the Chinese Olympic Legion.

It also has exclusive rights to sell exclusive licensed sports fans in China.

But this is a losing business. During the more than a year of preparation for the Olympic Games, Adidas invested a lot of money, high inventory, bad sales, and huge cash flow pressure.

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On the contrary, Nike attaches importance to the sponsorship of individual Olympic teams and athletes in China. Charlie Danson, former Nike president, said the strategy would be more effective in business.

"This is the best use of our resources, whether from the perspective of support campaigns or from the perspective of business and marketing."

In the future, Nike experienced a concussion in the economic crisis, but it was not hurt.

These two different directions directly determine the Adidas's steeper slope than Nike after the Olympic carnival.

The Olympic Games is a watershed, but Adidas missed the opportunity to climb the top, but it was not a day's loss.

According to Euro international, between 2008 and 2009, ADI's market share dropped by about 4%.

What's most frustrating is that at that time, it was replaced by Lining, a local rival, in the second place of the Chinese market, which was the first defeat of Adidas after catching up with Lining in 2004.

In the past year, Adidas has experienced "great sorrow and great sorrow".

"There is nothing to lose a battle," said Du Bairui, former senior director of the High Commissioner and the then managing director of Greater China. "The key is to learn lessons."

"To put it simply, our focus in the future is to shift from the previous emphasis on wholesale links, the increase of orders, to the increase in the sale rate of distribution links."

Gao Jiali said that before the dealer came to participate in the order meeting, they got the same product catalogue and chose their products at random. But now that the change is starting, Adidas will cooperate with the distributors, and help them classify and order according to the climate characteristics and crowd characteristics of each region.

About 5%-20% of the large dealers' orders are purchased by Adidas, packed to the warehouse, and told them not to open the packaging, to which city, which place to open again, through this form to achieve more accurate supply.

At the same time, Adidas can also get the sales data from 80% of the stores, including the sex of consumers and the products and prices they choose.

All these efforts, Adidas wants to achieve is to better understand what consumers want most, what is the most popular in the market.

2014 fiscal year,

The Greater China region recorded a revenue of 2 billion 602 million US dollars, and Adidas Greater China 1 billion 811 million euros.

But Gao Jiali prefers to evaluate his position from the perspective of consumers, "to see where consumers are more willing to shop."

There are two angles to investigate market share. One is the order quantity of wholesale suppliers. This is the data used by many official data or companies to make financial reports. The other is to see where consumers are willing to buy, that is, the rate of selling out.

"In the past, some brands met the problem of high inventory. Although many orders were placed, they could not deliver goods at last."

This is a wrong river that Adidas has eaten.

This is Gao Jiali's intention to pform the target from wholesale to sold out.

In order to monitor the rate of selling out, Adidas conducts a large-scale market survey every year, looking for ten thousand consumers, offering a large number of products and asking which products they are most willing to buy in these products.

The survey results in recent years show that Adidas and Nike are basically neck and neck.

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Beat Nike?

Nike founder Phil Nate once said: "the only way to defeat Nike is to imitate us in a comprehensive and accurate way, and then find different points to break down."

The key to Nike's continued competitiveness is to pay more attention to market segmentation and better product mix.

In 2011, Gao Jiali took over the "revival plan" and started to focus on market segmentation and product mix.

Of course, this is not based on imitation, but on the basis of large-scale market research.

His goal is very simple, that is, by 2015, he became the most advanced sports brand in Greater China.

In the "road to 2015", he designed 15 modules, 5 of which were business growth modules, 7 were internal capacity growth modules, and 3 were capacity growth modules for customers or distributors.

The Chinese and British mixed professional managers are not only Germans accustomed to careful thinking, but also more flexible.

"Just like sports, if you sweat hard to train, you may improve your performance, and you may even win in the competition."

What Gao Jiali wants to do is to pform the footwear industry from wholesale to sell out rate, and then focus on how to add new facade.

The first is the attack by category, and the promotion of market is faster through various combinations.

Astasi's competitive advantage in China and even in the world is the breadth of its products, but they also know that their core business is sports products, because 70% of their sales come from sports products.

So in addition to professional sports products, Adidas must have a layout for sports and leisure products.

The second is to expand small and medium-sized emerging cities. They are future growth engines. "We call them future cities, because they will be the fastest growing areas in 2015."

By the end of 2014, Adidas had covered more than 1000 of the 2279 cities in China, and there were more than 8000 stores in the Chinese market. In 2014, the number of "future" small and medium-sized cities accounted for half of the newly opened stores.

The next is the differentiation of retail stores, and the form of retail for different types and preferences of customers, such as women's stores for women, NEOStage, Original flagship stores, outdoor franchised stores, football clubs and basketball shops.

Prior to that, Adidas also had sports shops of various brands, but there was no mode of subdivision based on category.

In order to decide what kind of shop to open in what city, Adidas has a special shop opening Committee, and Gao Jia Li is one of them.

The committee meets once every two weeks. According to the local population, the level of economic development, and the opening of the competition brand, it decides what kind of shops it needs to open in a certain area or city.

For example, women's stores are currently only open in the first tier and second tier cities, while the parity NEO products are sold in the first tier to the six tier cities. The products of the sports performance series are also different in terms of price differences. For example, the most high-end StellaMcCartney design cards can only be found in the first tier and second tier cities, as well as some high-end sports brands for running.

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The last two strategies are to rapidly expand the classic series of Origi-nal sports and the successful positioning of the low-end NEO brands. We hope that consumers will have a better understanding of the difference between our NEO brand and other sports performance brands.

In short, Adidas wants expansion.

Now, ADI has penetrated into the vast hinterland of China's four line to seven line cities.

Entering these towns that "never even heard of names before" means that they need more flexible tactics, lower internal communication costs and higher cooperation efficiency.

In 2012, Gao Jiali adjusted the organizational structure of Greater China, formed a new team, reorganized both capability and leadership, focused on building internal quality and capability, and implemented 5 business growth module projects repeatedly.

Every year, Gao Jia Li will let his colleagues take a picture of himself.

Looking over the photographs of the past few years, he sighed that he was getting older and more gaunt.

In 2014, my colleagues asked Gao Jia Li to make up her face for the first time. "She asked me to paint some powder so that I could look younger.