Anta Tries To Enhance Brand Value And Step Through The Ten Billion Threshold

For Chinese sports enterprises, the bigger proposition outside the scale is always the advance of the brand itself.

Even after breaking through the so-called trillion curse, Ding Shizhong also knows that there is still a gap between Anta and Lining behind the brand recognition. Let alone Nike, the breakthrough of brands is more urgent than the breakthrough of scale.

To this day, domestic sporting goods companies also have a lingering fear of the stock crisis that almost destroyed industry confidence in 2012.

After ten years of golden age, domestic sporting goods companies have fallen from the high point. In 2012, Lining appeared on the market for the first time in eight years, which was close to 2 billion yuan.

In the same year, although Anta's performance was less than 1 billion yuan to catch up with Lining, it also appeared for the first time in five years.

Freezing is not a cold day.

Over the years, the neglect of terminal sales and dependence on wholesale mode made the inventory crisis of sports brand appear in 2011.

Zhang Qing, the founder of sports Consulting Co. Ltd., recalls that "the Chinese entrepreneurs" recalled that in the past, the brand dealers sold their products to dealers, and there were 4 quarters of orders in a year. Dealers completed their orders, and the brand's task was finished.

The direct consequence of this sales mode is that the branding is not sensitive to the change of market demand, nor can it perceive consumers' demand for products.

Against this background, Anta first proposed "

"The core of the pformation is to quickly collect customer feedback, develop products that are popular with the market, provide precise ordering guidelines, encourage dealers to flexibly take up refunds, keep the storehouse pressure level stable and prevent inventory backlog.

As a former employee of Anta, Ma Gang recalls that the reform is not easy.

If the annual increase of 2 orders is still relatively easy to promote, then the reform of the terminal store is not done by the brand business itself.

This requires more coordination between the dealers, and one of the details is the requirement.

All stores are equipped with ERP system to understand store sales information and facilitate timely replenishment and updating.

For poor stores, they were asked to close.

Dealers are reluctant to accept such monitoring. They do not want to share the true data with the brand.

When the reform encountered resistance, Ding Shizhong decided to help dealers in the main counties and cities in the country to set up flagship stores, to other dealers "set a model", after the key shops to make the effect, then push forward easier.

One of the details that can not be ignored is that at that time, the "light company" prevailed in China, and Lining's model was highly respected, but under the pressure of inventory, the disadvantages were obvious.

Dealers are not controlled, and channels are in disorder.

And Ding realized the "unsustainability" of this model. Anta asked dealers to change their past "joining the alliance and promoting direct operation".

Directly set up direct stores and strengthen channel control.

At the end of 2012, inventory disposal was basically completed at the end of.

The pformation of the retail links accelerated the average turnover days of Anta stock, which means the number of days that an enterprise has experienced from the acquisition of inventory to consumption and sales.

The less turnover days, the faster the inventory realisation.

In 2014, Anta's data was 58 days, compared with Lining's 109 days in the same period.