Who Is The Real Winner In The Upgrading Of Sports Brand Strategy?

Once in the traditional channel, the scenery is infinite.

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And other brands came out of the store last year.

Last year, the China Daily reported that nearly 8 clothing companies were listed, and Daphne became "Guan Dian Wang".

And the traditional shoe brand BELLE, which has spread all over the world, has sales of over 10 billion yuan, and its market share is rapidly squeezed by fast fashion and e-commerce brand.

What the industry is concerned about is the sporting goods set up in traditional channels.

But last year's earnings grew against the market and showed signs of recovery.

In the sporting goods city of Quanzhou, last week's annual meeting of individual sports brands passed a positive signal on the growth of online stores. For the sports brand, after a series of efficiency improvement reforms, the traditional offline channel is still a strong driving force to support growth.

Sports brand speed up shop

At the 2017 annual strategic meeting held last week, 31st degree announced that five major businesses have achieved remarkable results.

The strategic upgrading of the three major aspects of commodity system, channel combination and brand communication is a growth factor last year and a driving force for growth in the coming year.

Another sports brand "President jogging shoes" annual strategic meeting also announced that the brand has achieved good results in traditional channels in the past year.

In 2016, the president's jogging shoes were a year of terminal hurricane. By the end of the year, President jogging shoes had opened thousands of stores in major provinces of the country. Both the shop speed and the single store sales have doubled. In today's market, they have been singing the era of underestimation of the electricity supplier and the offline channel. The president's jogging shoes have become a dark horse of the Chinese sporting goods industry in 2016.

President jogging shoes related responsible person said that the company has initially completed the national market layout, in just a few years to complete the rapid growth of the number of terminal stores, the fundamental secret lies in the flagship store mode.

In the field of clothing, flagship store has a significant brand marketing function, not only embodies the spirit of brand, but also is the communication place between customers directly and brands, and focuses on brand experience. It is an important place to stimulate terminal sales.

It is understood that the president jogging shoes in the first tier and second tier cities in the special business district has set up a super large brand flagship store, such as Wuhan Optics Valley walking street, Chengdu Chunxi Road, the classic movement of the international terminal image successfully captured the hearts of consumers.

In addition, in the past year, the brand promotion platform covered the world women's Volleyball Grand Prix, the international men's basketball, marathon and other mainstream events, and also signed the Tunisian Olympic Committee, sponsoring the NBA's team arena and so on, to further enhance brand awareness.

Industry recovery is accelerating

In fact, even if the electricity supplier is in the era of popularity, it does not mean the decline of traditional marketing channels. On the contrary, the importance of offline experience and fast shopping is still an irreplaceable advantage.

The sporting goods industry, which has always maintained an absolute advantage in traditional channels, has experienced a high inventory of cold winter. Whether it is 2015's earnings or 2016's report, it is showing that the growth rate of sports goods industry is accelerating.

In the past year, these brands are doing the same thing under the traditional offline channels, that is, the "downsizing" of channels.

After a series of supply side "downsizing" reforms such as shrinking stores, inventory and channel flattening, sports brands experiencing performance decline, inventory crisis and large-scale closes have finally entered a new era.

Take XTEP as an example, improve and flatten distribution channels, strictly control retail inventory and a series of slimming reforms, so that XTEP's profit model is more efficient.

If the number of distributors is increased to 38, and the intention to continue to increase distributors gradually, the level of distribution channels will be reduced from multi-storey to two levels.

The total proportion of retail outlets owned by XTEP distributors has increased to more than 50% of the total retail stores, while the number of XTEP retailers covered by the real-time distribution resource system has exceeded 85% of XTEP's retail stores.

The total working capital turnover days decreased from 77 days in 2014 to 60 days, and the inventory level decreased by 30% to RMB 398 million 400 thousand yuan compared with 2014.

Similarly, 31st degree is also actively reforming the efficiency of retail channels, establishing a consumer oriented retail management system and a sustainable business profit model.

By increasing investment, building product research and development, subdivision of products and upgrading terminal payment methods, a series of measures to enhance the efficiency of single store have achieved remarkable results in the past year. In 2015, both the earnings and 2016 earnings showed a rise in same store sales.

At 360 degrees, it will continue to optimize the distribution of the channel around the user scene, improve the efficiency of the single store unit, enhance the core competitiveness and rapid response ability, in order to further expand the profit.

Anta's performance over the past two years has also represented the pformation of local sports brand from new store driven expansion mode to upgrading store efficiency.

It is these meticulous management capabilities and integration of supply chain that enable them to lead other competitors in a number of financial data.

The results of early 2016 showed that Anta's inventory turnover days in 2015 were 58 days, an improvement of 0.17 days compared with the same period of last year. The group accounts receivable also improved. The turnover days of accounts receivable decreased by 1.84 days to 33 days compared with the same period last year. Two data showed that the pressure of Anta and its distributors on inventory and repayment has stabilized.

In operation and management, Anta first cancelled the sales area, its organizational structure was flat, the proportion of Direct stores increased year by year, and category management improved from the classification of shoes and clothing to items, such as running, basketball, football and so on.

Anta has achieved ERP coverage in most stores across the country, pushing single store orders to shorten the shelf life of products.

Experts believe that at present, the competition of footwear enterprises in Zhuolu is becoming more and more obvious. Both traditional stores, shopping malls, shoes, supermarkets and other sales channels are under tremendous pressure. The online B2C mode is also facing a lot of crises. It is known as a feast of e-commerce. In fact, it is also a big gamble without burning smoke. From everywhere, "burning logistics" and "advertising", every electricity supplier wants to burn the scale first, then squeezes the opponent to make profits, but the real winner is the ultimate user experience.

More exciting follow-up reports, please pay attention to the world clothing shoes and hats net.