Brand Acquisition Means Maturity Of Shoe Enterprises? Who Said That?

　　经融危机缩短了国内鞋业品牌与国际品牌的距离，国际很多鞋业品牌摇摇欲坠，让鞋商看到了这其中的机遇，也因此收购风潮被推到风口浪尖上形成了一股热流。有业内人士分析国内鞋企并购国际鞋业品牌，这将成为中国鞋业走向成熟的一个明证。甚至有人认为，实现了品牌向上走的鞋企在这一股收购热潮下，将拉响对外扩张品牌反击的号角。

At the early stage of the shoe brand acquisition, no matter from R & D, technology, brand, channel network to brand operation, many domestic shoe companies are still in the growth stage, and the realization of mature and perfect international operation is only a night talk.

Although many small and medium sized shoe enterprises are developing rapidly, although they occupy a favorable position in production and production capacity, brand building is still short board, and the accumulation of brand culture is also limited.

However, with the Chinese market becoming the world's largest market, many domestic shoe enterprises are growing faster. From the pursuit of simple sales volume to the breakthrough of brand to the current M & a boom, it has been proved that Chinese shoemaking enterprises have entered the era of brand marketing.

In October 2009, Anta spent HK $600 million to acquire FILA brand in mainland China, Hongkong and Macao, and seize the development potential of China's high-end sporting goods market.

The FILA brand will not only bring Anta new business growth point, but also complement the Anta local brand that is attacking the mass market.

Ding Shizhong, chairman and chief executive of Anta sports, has also said that he will make a solid foundation for the acquisition of FILA brand so as to benefit Anta's long-term development.

Obviously, Anta's acquisition of FILA brand is based on the environment of the international industry, relying on mature brand operation experience.

After the completion of the FILA brand redevelopment in China, Anta will be selected as a distributor in the high-end consumer market and plans to open up a new branch. It plans to have 200 FILA stores by the end of 2010.

This will further enrich Anta's brand connotation and consolidate Anta's leading position in China's sporting goods industry.

　　编者按：同样，品牌收购不是单纯的资本运作，一个企业的收购能力不仅包括前期的收购成本，更重要的是收购之后的品牌运作中的持续性投入以及企业文化的融合，企业运营各个层面的有效的支撑。另外收购占用的企业大量资金和精力，极有可能消弱在行业竞争中的优势地位。早前阿迪达斯稳稳占据了运动品牌的第一位置，但在阿迪以天价收购了美国品牌锐步后，却因消化不良，给竞争对手耐克可乘之机，耐克趁机将产品线扩展到了更多运动领域。这例子也证实了品牌收购后，企业消化、吸收融合的艰难。因此，在品牌收购鞋企需要保持冷静的头脑，更多去分析背后的不可行因素，三思而行，才会在品牌之路上走的更远。