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Transformation Trend Of OEM Enterprises

2012/3/11 21:12:00 6

There has been such a story in the bookstore that two years ago, Hu Guohui, the special assistant to President of Foxconn, the chairman of the channel business group, painted a "U curve" for the company.

What many people expected is that the bottom line of the U line, which represents the thinnest profit of enterprises, is Foxconn's most powerful foundry business.

In fact, even if it is "

The king of foundry

"Fuji Yasushiya, like all companies that are struggling with small profits, is eager for brands and channels with higher profits at both ends.

However, two years later, including flying tiger shopping and galloping horses, Foxconn's progress in channel and brand is not smooth.

Not only that, but the size of the "king of foundry" has made Foxconn worse.

The attempt to pform the channels of OEM giants is not a case of Foxconn. Baosheng International Holdings Limited is a relatively successful example.

Although the name sounds strange, but as the world's largest brand sportswear and clothing manufacturer Yuyuan Industrial (Group) Co., Ltd., a controlling subsidiary, it contracted most of the sports brands including Nike and Adidas.

At present, through direct operation and merger and acquisition, in 2011, Baosheng international direct and franchise stores reached 2765 and 3282 respectively, with 24 production lines.

The successful experience of Baosheng international is attributed to the outside world: "trust yourself, and at the same time let go of the regional chain retailers who are in the process of creating the successful mode of Gome expansion in sports products by integrating the latter's channel resources."

Trace back to

Chinese foundry

In the earlier stage of enterprise pformation, the name of Anta can not be ignored.

Before the Asian financial crisis, Anta and many shoe manufacturers in Jinjiang produced sports shoes for multinational companies, which is an ordinary OEM factory.

According to senior brand expert Chen Liang, when Anta boss Ding Zhizhong began implementing brand strategy in 1997, the market was almost monopolized by several strong brands in Europe and the United States.

Ding Zhizhong opened up a new path to take marketing as a breakthrough. First, he signed an agreement with the Chinese national table tennis team, and invited world champion Kong Linghui to become the spokesman of the brand image. Starting from the small and medium-sized cities in China, he set up his own brand and sales network.

Since 1999, TV ads with Kong Linghui as spokesperson appeared on CCTV. After two months of the advertisement, the ordering companies in the whole country began to swarm into Anta factory.

In 2000 Sydney Olympic Games, Kong Linghui won the table tennis men's singles champion, and Anta also won fame in this war.

Chen Liang believes that long-term foundry has accumulated product quality for Anta.

Technology

And the upgrading base of production equipment has gained the original accumulation of production management experience. The key to occupy the market is to create an independent brand and succeed in marketing.