In the whole process of strategic choice, there may be four dimensions to be considered, that is, all enterprises have the concept of boundary. We should set our own boundaries and give full play to our advantages within this boundary.

Enterprises should comprehensively consider the boundaries of these four dimensions in the process of formulating their vision:

So, how did Anta choose?

Anta's single focus strategy is to focus on sports shoes and clothing from the category dimension; Our regional border used to be China, but now it has become global; The consumers we serve are sports people, and because we are a multi-brand company, consumers will buy corresponding products in different sports scenes; From the perspective of value chain and supply chain, we can give full play to our scale advantage and get the best cost performance.

In Anta's strategic thinking, there are several dimensions to choose a single focus strategy.

(1) The track is big.

First of all, from the policy level, the country hopes that the sports industry in China will reach 5 trillion by 2025, and even has confidence to approach 7 trillion. China sports industry will flourish in 2025.

Second, let's look at the proportion of sports industry in GDP in other countries. Generally, it will be 3 to 4 percentage points in developed countries, and only 1% in China.

From the third angle, let's take a look at the main track sporting goods selected by Anta, which exceeded 300 billion yuan in 20 19 years. In the next five years, that is, almost to 2025, the annual growth rate of 10% or even 12% can be guaranteed.

(2) the growth rate is fast.

First, the national average leisure time in 20 19 is about 4 minutes longer than that in 20 12.

Don't underestimate these four minutes. What will people do when they have more leisure time? I will spend money and pay attention to physical and mental pleasure. In the past, due to the rapid development of China, only 30% of the sports population in China could exercise regularly twice a week. In some countries with high GDP, the sports population usually exceeds half, so our penetration rate will increase rapidly from 30% to 50% in the future.

Second, the popularity of various sports is also pushing people to consume more sporting goods with higher frequency and more sense of presence.

For example, 20 19, the total number of marathon official applicants is 7120,000. Many people run marathons not only to exercise, but also to think about what clothes I should wear first. What equipment should I buy?

The market is more and more subdivided, which makes the whole sporting goods industry have the potential of heavy volume.

(3) Anta's long board of ability

The market is big enough and the growth rate is fast enough. Can you really bet on this fast lane? There is a core factor, which is to look at yourself.

Anta is also introspecting. What are our long boards and short boards?

Can I make up the short board? Sometimes we usually feel that everything is fine, but when everything is fine, the result is not good. Enterprises always have resource constraints. How to make the best strategic choice with limited resources?

What are the advantages of Anta?

We will find that, compared with our competitors, first of all, we are a China company, and we know more about the channels of China market, especially the channels that sink the market.

Who is the brand with the highest sales volume in China sporting goods industry for many years? It's Anta.

What does it mean to be the first in sales? It means that more scale advantages can be obtained from the perspective of supply chain production.

In addition, there is a high standard of target culture inside Anta.

First, compare with the brother units, and then find the benchmark enterprises in the consumer industry to continue the comparison. Under such a high-standard benchmarking culture, every brand, every functional department and even every employee has developed the best working habit of pursuing all aspects.

As a brand in China, Anta can provide professional sporting goods that are more in line with the needs of the public, not necessarily expensive, so that the public can afford it and enjoy some fun in the process of professional sports. This is the accurate positioning of Anta.

Therefore, as a single-focus strategy, we need to know the general trend under the condition of limited resources, make strategic choices according to the general trend, and be sure of the strategy, so as to have a miraculous effect.

Speaking of multi-brands, the topic that everyone may be most interested in Anta is Fila.

After the acquisition of Philo in 2009, we were thinking about one thing. At that time, Philo's position was professional. Anta is a major, Nike is a major, and many brands are doing majors. Why can fila succeed as a major?

Choice is more important than hard work. Can you find a small blue ocean in the big industry of sporting goods and reposition Philo?

Sports is also divided into several sub-fields. From the price point of view, there is actually a small blue ocean called sports fashion between professional sports and leisure sports. For example, leisure brands such as Lacoste and Tommy can wear them to do sports or enter office buildings. This blue ocean field is called sports fashion, which repositions the future direction of Philo.

Find the track of sports fashion, how to make the brand present fashion and elegance?

It is presented from three aspects.

First, when we choose a spokesperson, we all emphasize that he can represent Philo's elegance and fashion.

Second, what kind of products represent elegance? In general consumer cognition, we think tennis, golf and yoga represent elegance. If the high quality of these products is introduced rhythmically, everyone will think that this brand represents elegance in terms of products.

The third is the channel. The potential customers of Philae are the high-end privileged people. Where he will go, where he will come into contact with such marketing information, and where he will buy related products are all things that brand companies need to think about.

Therefore, in the process of brand expansion in Le Fei, we insisted on staying in the shopping centers in the first-and second-tier core business districts, instead of sinking rapidly, but growing with relative restraint.

After solving the problems of brands, commodities and channels, can we go on the road? Actually, there is still a small problem that has not been solved.

The best team is sitting on the racing car, and the best people in their respective fields, how to exert the synergy efficiency and reach 1+ 1+ 1 greater than 3?

There are three points at the core.

First, we have the same beliefs and the same certainty about what we stand for.

Second, we need to know what we will achieve in the future. From the perspective of rational analysis, it should be executable.

Third, the core of a cohesive team is to keep winning small victories.

When Philo was just acquired, it had been losing money from 2009 to 20 12.

At that time, Anta was a listed company and promised to repay shareholders, so the management team at that time was under great pressure. Should we stick to it or stop loss in time?

The most important thing at this time is strategic determination. Adjusting the strategy in order to make a sum of money is often a sign of no strategic determination. Only when you know what you are doing this for will you have strategic determination.

Anta gained confidence through small victories again and again, and moved forward firmly. 20 12 team runs in, the commodity system comes out, consumers know something in the process of brand marketing, and the channel system is established. In 20 12 years, Le Fei brand achieved breakeven. This is a very important moment. From 20 12, Philo made great strides. 201will reach 1 1 in February, and will be close to 20 billion in 2020.

However, in the prosperous period, we should think calmly about possible strategic myths or huge strategic risks, because the strategic risks are often hidden behind prosperity.

1. Where is the ceiling of the brand?

Secondly, Philo is an Italian brand with a history of more than 100 years. It only took us five or six years to achieve what this brand failed to do in the past 65,438+000 years, which is worthy of pride. But is there a risk of a cliff-like decline? What could it be?

Anta Group is a team that is particularly good at summing up and learning. At that time, relevant research was done and several measures were put forward.

First, horizontal brand expansion. So now you will see Phila KIDS, and now it is also a revenue scale of billions; There are Le Fei street brands, which are also billions of income scales; Then hatch more sub-brands.

Second, small stores become big stores. Because there are so many brands now, the product line has expanded, and there are more things that need more places to present. One shopping can meet all the consumption needs of the whole family in the whole scene.

Through the deconstruction of Philo's case, we need to understand how multi-brand works.

First of all, we must find the right position, because choice is always more important than hard work.

Second, build a team. If you want to find a leader in core areas or functions, you should always be forward-looking and not just serve this year or next year.

One more thing, keep enough rationality at all times, which is the role that business leaders need to play. We should be able to maintain enough rationality during the carnival time, identify the possible ceiling and cliff-falling risks of enterprises, and solve this problem after identification. After identifying the risks, we found a solution, which made it possible for Philo to grow for the second or even the third time.

Philae's successful experience can also empower other brands of Anta. Since then, Anta acquired Disante, Kelon and Amafen on 20 19. It took only three and a half years for Desante to go from 0 to 654.38+0 billion.

Anta's multi-brand strategy has achieved great success, so how can the main brand change itself and usher in the second growth?

The most important question is to answer, in the era of stock competition, more is how to enter the minds of consumers? And how to improve operational efficiency and user experience.

Who are the new consumer groups?

Generation Z, that is, people born after the Millennium, are not only more economically secure, but also more objective and have a sense of self-exploration.

This means that on the one hand, they will pursue individuality and will not follow suit.

Second, they are a generation that grew up under the rise of China, and they have a strong sense of national pride and a strong desire to buy domestic products.

At the same time, Generation Z will attach great importance to sustainable development, environmental protection and public welfare.

Fourth, we can think that they are holographic people, and there is no distinction between online and offline, public domain and private domain. Any time, any scene and any purchase link can be assembled at will. Therefore, improving operational efficiency and user experience is very important to occupy consumers' minds.

Since the previous year, Anta has been doing two things continuously, one is DTC (face to face with consumers) and the other is digitalization. The goal of these two things is to improve efficiency and experience.

The transformation of DTC began in September last year and is scheduled to be completed in the second quarter of this year. After the renovation, about 3,500 stores will become DTC stores, that is, direct stores. All operating standards, goods systems and service systems will be consistent.

What challenges will you encounter in the process of change?

The first question is, what should be DTC and what should not be DTC. Do I have to always do DTC?

Our choice is to rationally restrain ourselves from doing it. We will do things that can improve efficiency and user experience. There are also some open franchise stores, because if we control the fourth-and fifth-tier cities for brand companies, the efficiency will be lower than theirs, and there is no good control by local distributors and franchisees, then we will authorize them to control them.

Another point is digitalization, which is also called knowing the big picture. The future enterprises must be digital, but how to build a digital system?

The core is to improve three places.

First, the refinement of user management. In the past, e-commerce was a big platform, and it was unclear who the consumers were. But now I need to know who the end consumer is and match it more finely.

The second is the refinement of commodity management. In the era of stock competition, it is over when wholesale goods are included in income. Now, we need to know every store, category and shelf of the terminal, what the whole distribution and warehousing system is like every day and every moment, so the intelligence of goods is also the core point in digitalization.

Third, the current business competition environment is very dynamic and diverse, so we must ensure that technical support is efficient. How to establish our private domain? How to do e-commerce strategy? What should the user portraits of all brands look like? Can our products match all labels and users? What is the matching relationship between public domain and private domain? These are the problems that the group is solving.

Today, Anta is a global sporting goods company with assets exceeding $40 billion. We started from scratch and spent 29 years. Our vision is to become a respected world-class multi-brand sporting goods company.

On the one hand, this achievement stems from the dream and pattern of entrepreneurs.

As Ding Shizhong, Chairman of the Board of Directors of Anta Group, often said: I want to be the world's Anta, not China's Nike.

On the other hand, it also conforms to the trend of industry development and the rise of China.

In the future, the leading enterprises in China must be the leading enterprises in the world, which is the good fortune of China as a rising power.

The world's leading enterprises have arrived, what should we do? What kind of attitude should it be presented to the world? At this time, we need to have good behavior and altruism in business, and pay attention to every stakeholder and every user. What contribution is this commercial organization making to the whole world and mankind? This is a problem that we need to continue to think about in the future.

& lt& lt& lt Chaos University WeChat official account study notes.