Reebok New Dance Steps

After the offline retailing is authorized to Baosheng,

As a world-famous sports brand in China, Bill Doyle is somewhat different from his colleagues.

He doesn't have to rush to open his own shop, just take care of Taobao's official flagship store; others only need to persuade individual consumers to buy their own brand products, and he needs to take care of business customers besides individual consumers.

The sports brand he is responsible for is

In the first few years after the acquisition of Reebok in 2006,

In this subdivision market, Reebok's sales reached US $1 billion quickly, and achieved success in the US and Southeast Asian markets.

The Sports One Source report of the market research firm showed that in the global market, Reebok realized its first digit turnaround in four years in 2010, achieving a single digit growth.

The Chinese market has also been dragged down by unclear positioning.

Ye Qi, vice president of XTEP, said that at the beginning of 2000, Reebok ranked first tier with Adidas and Nike. After being bought, Reebok went from bad to worse, and was gradually surpassed by Lining and Anta.

Reebok China is also trying to cheer up.

During the 2008 Beijing Olympic Games, Reebok had to expand the Chinese market in large numbers, but it didn't work well. In 2009, there were only more than 300 stores, with sales less than 1 billion yuan, which was about 1/8 of Lining's sales. In that year, Lining's sales in China exceeded Adidas.

Bill Doyle came to China at this time and assumed the role of Savior.

Bill Doyle grew up from Reebok, and served as an executive of Adidas Japan and Reebok Japan.

In the 9 months after Bill Doyle came to China, Reebok's expansion and advertising began to slow down, and the ad endorsed by Yao Ming was almost invisible.

Bill Doyle said he had to think about Reebok's position in China.

And Yao Ming's endorsement image has not been consistent with Reebok's repositioning strategy. Reebok should become a fitness brand rather than a professional sports brand.

Subsequently, under his leadership, Reebok China began to let go of its channels and specialize in marketing and marketing.

In January 2010, Baosheng, one of Reebok's largest distributors in China and Adidas, signed a cooperation agreement to design, produce and sell clothing with the latter.

The latter also squeezed BELLE to become the exclusive agent of Reebok in the mainland of China, and has the right to design, develop, manufacture, promote and make flexible pricing. Reebok does not own direct stores anymore.

The duration of cooperation between the two sides is from April 1, 2010 to the end of 2015.

Beijing CEO Zhang Qing, a key sports consultancy, said this is the beginning of Reebok's positioning.

The former Li Ning Co marketing director believes that this means Reebok is becoming more localized.

After that, Reebok began to realize local design and local production, and the reaction speed was also accelerated. Before, Reebok's product speed was 12 months from the us to the Chinese retail store, and shortened to 6 to 9 weeks after localization.

At the same time, Reebok's product prices also began to close to Lining and other local brands.

Reebok China said Reebok will continue to focus on a second tier city in the future.

According to the link of Reebok's official website, Reebok now has only more than 100 stores in China.

But Baosheng has more than 6000 stores in China, which also gives Reebok a lot of room for imagination.

In May 6, 2011, Reebok Taobao flagship store opened to sell products from headquarters in the United States.

However, the revenue generated by Taobao and Baosheng can not be compared at the moment, because brand positive prices are still facing difficulties in this channel.

At this time, a brand new market area also appeared in the vision of Bill Doyle - enterprise promotional products business.

For activities or purposes, enterprises sometimes need sportswear and clothing with special logo, and Reebok has been doing this business in the United States for many years.

In July 22nd, Reebok China announced its cooperation with de Bo Luke in developing the business.

"In China, this is a blank market, and no one else is doing the same thing with us."

De Bo Luke President Larry Ramirez said.

In bilateral cooperation, Reebok is responsible for brand licensing, product standards regulation and marketing. Reebok and de Bo Luke are jointly responsible for customer development and sales.

In the United States, Reebok has cooperated with the manufacturer for 7 years, and Reebok has become the third largest brand in the United States after Nike and Adidas.

Zhou Long, director of Metersbonwe brand, said that the market of uniforms for professional uniforms is dominated by clothing companies such as red beans and YOUNGOR. The key to getting orders is to maintain a long-term relationship with big customers such as big enterprises, while the sales of leisure products in the promotional products market are relatively random, and there is no player who dominates the market.

The largest rival, Nike, has not come in yet.

De Bo Luke believes that his core strength is that there is no minimum order limit, 7 days delivery date and many production experience.

There is no minimum order limit, which means that the production line combination is very flexible, even if it is just to customize a golf jersey for the boss. In the past year, they have changed their specifications in the US production line to adapt to the Chinese market. The 7 day delivery date means that the order from the customer to the finished product is only one week, and the same industry standard is one month, because the control of the peer is limited, and de Bo Luke has stable supplier. In the process, de Bo Luke can produce parts, then add the functional pocket in the designated place, and use the special machine to stretch the Logo between the two layers of fabric, so as to ensure the delivery time, and ensure the Logo isolation body is comfortable.

Of course, this does not mean that there is really no competition.

Now, if you want to customize a number of sportswear, the administrative departments of Chinese companies can easily copy the phone and find cheap producers.

Whether it is Baosheng, Taobao or enterprise channel, Reebok has changed its way of playing and has spread its products to various channels.

The products of these three channels overlap partially, but they are also different.

The products of wholesale channels are mostly designed by Baosheng, a rich local experience. Most of the products from Taobao stores come from the US headquarters.

At the same time, the structure of Reebok China is changing.

In the past, the structure of general sportswear companies was divided into product department and marketing department. The production and logistics functions were fully outsourced, and Reebok China changed its team to three main business departments, mainly by market functions.

Today, although the uniform business is still in the "temptation" stage, the previous attempt to change has already achieved results.

Reebok China said that Reebok gained 24% of its business growth in the first quarter of 2011, while Reebok's performance in China also increased.