The trend of industrial growth is at the forefront, which shows that the use of sportswear in China is becoming more and more fashionable. At present, the scale of China sportswear industry is about 200 billion yuan, ranking second in the world.
Li Ning's brand has gone up with "China Li Ning", while Anta, another domestic sports brand, is unwilling to show more concessions. What has Anta done to improve their brand in the past two years?
In 20 19, Anta's share price rose by 100%, with remarkable achievements. Although the turnover of Anta's main brand only increased by 18%, Fila, another leisure sports brand, increased by 80% in 20 19, with outstanding performance. Sales in the first half of the year alone exceeded 6.5 billion yuan, and the annual sales are expected to exceed 654.38+0 billion. It is the single domestic brand with the largest sales volume in China.
The reason why we can achieve such good results is that Phila's customers are mainly young people. There are 27 million college students in China. According to the average price 1000 yuan, one out of every three college students wears FILA on average.
In the previous domestic sports brands, the first single brand was Anta itself. In 20 19, two brands of Anta ranked among the top three in the market, with sales exceeding 10 billion. This volume is not only among the best in China, but also the third largest sports brand in the world after Nike and Adi in Anta Group.
Like Li Ning, Anta used to start with high cost performance, mainly targeting consumers in fourth-and fifth-tier cities. Price and positioning prevent brands from entering the high-end market. However, 20 19, Anta did it.
Different from Li Ning's special historical accumulation, Anta's single brand value is not so high. Anta chooses merger and acquisition and multi-brand strategy.
Anta's acquisition targets all have such characteristics: high-end brand positioning, good historical accumulation, strong professionalism and loyal users.
With such a goal, after the acquisition, Anta will use its operating ability in China market to re-build these brands in front of China consumers.
Anta now has 23 brands, of which Fila is the most worth mentioning. Philo can be said to be a phenomenal performance of 20 19.
Feile is a mid-to high-end brand. 19 1 1 was founded in Italy and designed products around tennis, golf, sports life and other scenes, which was sought after in the 1990s. However, in the years before the acquisition of Anta, Philo's performance in China was not good. In 2009, Anta acquired Fila for HK$ 600 million.
After the acquisition of Fila, how did Anta operate this brand into a head brand with sales exceeding 10 billion?
It turns out that the main brand of Anta adopts wholesale mode, and managing wholesalers is the best way for Anta. However, from the very beginning, when operating Fila, Anta was determined to do direct sales. 20 19 In the first half of the year, Philo opened 1788 direct stores around the world. Lean management brought by direct selling has laid a solid foundation for the rapid growth of Fila in China.
The spokesperson of FILA brand, Anta invited pop stars like Gao Yuanyuan, Sandra and Johnny, instead of professional sports stars. The unit price of Philo is 500- 1000 yuan, which is one grade higher than that of Anta. The gross profit margin of over 70% also proves the high premium of Feile brand.
For example, Fila's most popular explosion of old shoes subversive 2, inspired by Fila 1996 classic shoes. The heel of this shoe is more than five centimeters, thick and big. Once this shoe was introduced, many European and American stars were wearing it, and it was also rated as the 20 18 shoe model by Footwear News.
Compared with luxury brands such as Balenciaga, the price of Philo is only one tenth, which is the choice of more young people. The popularity of these shoes directly promoted the brand awareness of Fila, and its sales in the world and China rose rapidly.
After tasting the sweetness of multi-brand development, Anta 20 19 spent 4.6 billion euros to acquire Amafen Sports in Finland. This has brought 13 high-end sports brands to Anta, such as Archaeopteryx, a luxury outdoor equipment brand, Wilson, a top tennis racket brand, Atomic Ski Equipment and Solomon, etc.
The acquisition of Anta has improved its brand matrix: mass brand Anta, high-end fashion brand Phila and high-end professional brand Archaeopteryx. With different positioning brands, we have contracted various usage scenarios of consumers.
Sharing the risk of fashion with multi-brand strategy is nothing new in the clothing industry. Nike, Adidas, Li Ning, Xtep and Peak all bought new brands. But the difficulty is, how to operate to achieve high growth like Philo?
The answer given by Anta is: to operate three major brand business groups with five big middle stations. Anta divides the company into two parts: brand and intermediate platform.
First of all, China Taiwan Province, who is similar to the internal service provider of the group, helps the brand to avoid worries.
On the intermediate platform, Anta has built five intermediate platforms: production, procurement, function, retail and e-commerce. These are the capabilities that different brands can use, and they can work together at the group level and enjoy the scale effect of a single brand.
Functions: Taiwan Province is mainly responsible for the basic functions of the company such as human resources, finance and legal affairs. Anta puts the accumulated capabilities in the process of brand operation, such as wholesaler management, physical store operation and e-commerce channel operation, on the intermediate platform of retail and e-commerce to empower all brands.
Archaeopteryx, for example, doesn't have much expansion experience in China. Through these two intermediate platforms, Anta can quickly help brands to do a series of operations such as site selection, docking shopping malls, and designing e-commerce delivery strategies.
But the production and operation of these functions in central Taiwan Province are not the core functions of the brand. Whether consumers can like and buy the products of this brand is the core competitiveness of the brand.
It depends on the brand. The 23 brands of Anta are planned under three major business groups: professional sports business group with Anta as the core, fashion sports business group with Fila as the core, and outdoor business group with Amafen sports brand as the core.
Why should 23 brands be classified into three business groups? There are two advantages:
First, similar brands are more synergistic with each other;
Second, the head brand can drive the waist brand, and the waist brand can win more resources than a single brand.
What is the core function of brand business group? They are product design, brand and marketing. These core functions define "Who is the brand?" "How do users understand you?" And other key issues.
After the company grows, it is easy to become rigid and slow to adjust. The intermediate platform model can solve this problem to a certain extent, and each brand can concentrate on designing products from the needs of users and maintain the vitality of the brand.
The organizational structure adjustment of Anta is very important for the development of this multi-brand and will affect the development of this brand in the next decade.