Domestic Sports Shoes Brand Set Off Marketing Revolution

　 Recently, Erke It is announced that the vision of "the world's leading tennis brand" will be revised to "the world's leading apparel brand" to fully integrate supply chain resources and enhance brand value. Anta introduced the Ecoms system in the first half of the year to promote the construction of e-commerce. How to reduce inventory and speed up the reaction to the market, the international apparel industry's rapid response to the market is increasingly attracting the attention of the leading sports brands in China.

　　 Order-placing meeting Refinement

It is understood that, in the fourth quarter of this year's order meeting, XTEP combined with the "annual expansion of internal tightening" annual policy to implement a meticulous ordering method, and no longer simply pursue the amount of orders, but more concerned about the reasonableness of the goods ordered. Ezi, vice president, points out that orders will need to be considered for franchisees and agents.

Ye Qi said, XTEP On the basis of constantly summarizing the industry and its own experience, based on the comprehensive analysis of the 4 regions of East, West, North and south, such as clothing, sports shoes, and so on, on the basis of many differences in style and time to market, we carried out the mode reform of 4 sub regions in the East, West, North and south. At the same time, the staff of the training department explains the knowledge and product mix in all weather and subregions, and gives scientific guidance to the agents ordering, helping dealers and agents complete the order. The new store product display and fashion trend guidance, as well as the head office equipped with a large number of corresponding modern hardware equipment, so that the efficiency of ordering greatly improved.

In fact, the domestic shoe industry's innovation in the mode of ordering has been in progress. The annual order system of two times is gradually replaced by four times a year. Even insiders told reporters that the order meeting of Zhejiang shoe brand AOKANG has been implemented 8 times a year. Not only that, orders will be divided into southern and northern regions, and even XTEP will be divided into four parts of the southeast and the northwest, and it will also become a new phenomenon in the industry. The industry believes that this will become a trend in the future. "Through the reform of the partition mode, enterprises can form targeted product development, display and order in various areas in terms of time to market, design style, price band", which not only can guide distributors and agents to complete the order, but also be conducive to the formulation and implementation of the product promotion plan and terminal promotion plan.

"There is a great difference from the previous futures ordering system. A large number of channels are stocked to reduce the ability to respond quickly, and to respond to the terminal is to sell and promote sales, because futures are too stressful for the channel providers, and the repayment of funds has become a top priority. In the future, selling shoes is like selling fruit. Insiders Luo Shijin told reporters.

　　 On-line electronic information system

Insiders believe that the innovation of the order only mode can not speed up the reaction of shoe enterprises to the market to a large extent. "The key lies in the rapid response of the entire supply chain, and information construction is the basic condition for rapid response of the supply chain." PEAK sports marketing director Cai Jinghai told reporters that in the past two years, PEAK has been committed to information system construction, from the supply chain evaluation system to the logistics system, PEAK's supply chain integration is constantly advancing, "we must let the enterprise have information system, now most of the enterprises have no information system, or the information system is not fully used. Through the supply chain information and information integration, we can increase the transparency of supply chain, break the barriers between each other, improve the reaction speed, adjust the procurement and production links in time according to the changes in the downstream market, and timely feed back to the market and adjust the market strategy according to the upstream raw materials.

In 2010, it was not easy for Anta, the leading brand of Quanzhou sports. In the face of Adidas and Nike continuing to sink to the two or three tier cities on the channel, Lining is trying to make full use of the potential of changing the label. How can Anta deal with it easily in this hard fought battle? Zheng Jie, executive vice president of Anta, revealed that in marketing, Anta's channel battle this year is to strengthen the exposure of the core cities and strengthen the coverage ability of low-level cities. Specifically, that is to enhance the quality of the shops in the core cities - optimize the location and expand the area, and increase the number and breadth in the three or four tier cities. Meanwhile, this year, Anta began to comprehensively promote the construction of e-commerce system ECOMS, from the initial attempt to Taobao mall, to scale into Ru Tao, and then to build e-commerce Ecoms system, Anta e-commerce roadmap gradually surfaced. "For Anta, this is a new path and new opportunity to occupy the first and second tier cities and strengthen the three or four line cities."

According to the introduction, Anta has been controlled by the vertical integration mode from production to brand to sale, and has been controlled by the enterprise itself or completed with a higher participation degree, so as to control the entire industrial chain and the thin production cost. At the same time, through the practice of "circulation driven sales" strategy, Anta has established warehousing logistics centers and operation divisions in major regions of the country, setting up hundreds of full-time teams to undertake logistics, brand and other services for distributors.

　　 The rise of ZARA mode

In fact, the fast response models of internationally renowned clothing brands such as UNIQLO, H&M and ZARA have attracted the attention of some leading enterprises. "Sports brands in China have made many achievements in the field of brand, but the integration of the whole supply chain needs to be improved.

Wu Rongzhao, vice president of Hongxing Erke group, told reporters that recently, Hongxing Erke Group officially revised its vision of brand development from "the world's leading tennis brand" vision to "the world's leading clothing brand". "Our brand's DNA is still a sport, it's a young, fashionable and Sunny Sport, but the overall value of the brand will be integrated into more aspects such as supply chain."

According to industry insiders, after reflecting on the massive inventory pressure brought before and after the Olympic Games, domestic sports brands began to pay attention to and build up a rapid response mechanism for enterprises to add points for the future development of enterprises.

And soon with Nike, ADI and other international giants in the domestic two or three line market to fight hand in hand, domestic sports brand must maintain the original channel advantage, improve the operation efficiency of the channel. However, according to the operation and sales mode of UNIQLO, H&M and ZARA, a large area of shops and a large number of different styles and hot selling products, "not only the integration of logistics and supply chain, but also the urgent need to strengthen the whole product R & D system according to the timely feedback from the market." Wu Rongzhao said.