Sports Shoes Enterprises Compete For The Terminal Market

Last year, Anta sold nearly forty million pairs of shoes and more than 5 million pieces of clothing. It shared a Anta product for every fifteen Chinese people.

Huge store clusters support such figures.

"This year, Anta plans to widen Anta stores, children's stores and sports life shops to 8200, five hundred and one thousand respectively, and the store is expected to increase to three hundred by the end of this year.

Channel construction into sports shoes enterprises profit growth point

Not only Anta, but also the same performance of Fujian sports shoes enterprises, the total number of stores in the first half of 2011 will reach 7263, Future Ltd will maintain its annual expansion rate of six hundred to eight hundred stores. From the current shop opening situation, the company believes that the target can be achieved by the end of the year.

In addition, the company's management plans to open three hundred children's clothing stores every year, and plans to increase the sales of children's clothing to 10% in 2012.

From the above data, we can see that by the end of 2011, the total number of shops opened at 31st level was eight thousand.

Closely followed by many domestic sporting goods brands, Lining, PEAK,

Channel construction is becoming the focus of future expansion of sports shoe enterprises.

Due to the fact that there are thousands of stores in sports goods companies, the number of stores will still have room for growth in the future. "We expect that in the next three years, their sales revenue and earnings growth will still come mainly from the rapid expansion of channels."

The closer the consumer is, the more valuable it is.

"Pure circulation link"

Expansion and risk should be cautious.

"The consequences of blind expansion are excessive burning, unrealistic shops and crazy advertising, which increase operating costs and make them indebted."

Brand strategy expert Li Guangdou said.

The retail chain industry must maintain enough cash flow to maintain its high-speed normal operation. "The faster the expansion, the greater the external impact of the capital, it is very difficult to fundamentally control the risk". "If too much money is used for expansion and then the demand is sluggish, it will easily suffer the worst."

Behind the "horse race enclosure", the market accommodation limit, marketing management level and so on are all interrogation about the terminal expansion of sports shoes enterprises.

In the short term, large-scale expansion of terminals will bring more cost burden to enterprises and bring more challenges to management and management.

The "Wan shop era" reflects not only the expansion of market capacity and the enhancement of brand strength, but also the acceleration of market integration and the amplification of operational risks.

Li Kailuo, director of the International Institute of industrial economics, said.

"Brand operation ultimately needs to talk about the profitability of a single store."

Li Ning Co said it will integrate some of its poor stores in the future to increase its sales performance by increasing the sales revenue of single stores. The number of outlets may be as high as five hundred to six hundred.

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By comparing the number of Lining stores and revenue growth in recent years, sporting goods observer Ma Gang believes that there is still room for improvement in the sales revenue of Li Ning Co's existing stores.

This approach is in line with the view of Zhou Kaiqing of the industry. "The size of the shop is eight thousand or ten thousand, which is just a figure. There is no essential difference for the businessman.

Even if these brands can develop into a "Wan shop" scale as scheduled, it is still a regular profit model. He said, "to seek better profits and raise single store profits is a matter for the brand to consider."

Learning Decathlon: steady, steady and orderly expansion

Among the 100 most favorite French companies, Decathlon, the largest sporting goods chain in Europe, surpassed IKEA and Coca-Cola. After 12 years of formal entry into China, Decathlon, who had been steadily gaining stability, began to expand: nearly 20 stores opened in the mainland of China.

Decathlon has also done a lot in improving the profitability of single stores.

Decathlon's stores in China are also developing towards self built places.

Liu Linfeng, director of Decathlon development in China, said that at present, 4 of Decathlon's 23 stores are self built projects.

Land acquisition projects are generally funded by headquarters, while other expansion costs are borne by Decathlon Chinese companies, which are already profitable.

"We will take out the profits and expand the stores as soon as possible.

This is also due to long-term development considerations. "

Decathlon stores are rarely located in the urban area, but are located in the suburbs where pportation is relatively convenient and rents are cheaper. They are set up near the large retail brands such as IKEA and B&Q, ranging from 2000 to 8000 square meters.

Take Decathlon's 4000 square meter store as an example, there are only more than 30 full-time employees and 100 part-time employees.

Even on weekends, a row of shelves will only be equipped with one to two front-line sales assistants, and almost half of these sales assistants are part-time workers.

In order to expand, Decathlon doubled its number of developers in 2008 and provided some 3 to 6 months of French training for some expanding employees.

This business operation system has become the competitiveness of Decathlon, and has become a threshold for peers to imitate.

"When Decathlon opens 30 stores a year, it is the stage of qualitative change."

Now, everything is on the road to qualitative change.

An expert analysis said: "if Decathlon's expansion goals are realized, it will be possible to monopolize the outdoor market."