几家体育用品公司的战略比较资料ppt课件

1、RETAIL THEATRE:BRINGING THEBRAND TOLIFENIKE:WHO AREWE?WHO ARE WE?:Started in 1962 with $500Based on a handshake between two menAim to make running shoes suitable forrunnersNow has revenues of $11billionOperates in 160 countries with 24,300 employeesBrands including Nike, Converse and Cole HannIf You

2、 Have a Body You Are An AthletenNIKETOWN LONDON:WHAT DOWE DO?Opened 1999 by Michael JordanApprox 3million visitors per year68,000sqft over four floorsRunning club 200 per week attend160,000 units of stock260 staff1 in 5 through the door leave with a purchaseOur mission statement: Deliver premium con

3、sumer experiences at every touch pointNIKETOWN LONDON:WHY DO WE CREATETHEATRE?WHY DO WE CREATE THEATRE?:Create a destination drive footfallTell the Brand storyBetter understanding of the BrandEncourage loyaltyEncourage performanceRETAIL THEATRE:HOW DOWE DOIT?HOW DO WE DO IT?:In store-communicationHO

4、W DO WE DO IT?:Use athletes as heroes HOW DO WE DO IT?:Attract & engage through visualsHOW DO WE DO IT?:Make the Store an interactiveexperienceHOW DO WE DO IT?:Make the Store live through eventsHOW DO WE DO IT?:Remember the missionRETAIL THEATRE:IS THATENOUGH?HOW DO WE DO IT?:Our people are true to

5、the brandBRINGING THE BRAND TO LIFE:WHAT WOULDWE DO?WHAT WOULD WE DO? :Know our marketWHAT WOULD WE DO? :Know our marketUnderstand their needsWHAT WOULD WE DO? :Know our marketUnderstand their needsKnow the competitionWHAT WOULD WE DO? :Know our marketUnderstand their needsKnow the competitionUnders

6、tand your point ofdifferenceby Colin Trask, contributor * 03 Jan 2006 Although the number is dwindling, there are those who recall the days of milkmen, gas station attendants and bank tellers. Now, we take care of most of those jobs ourselves, and seem happy to do it. There are few areas of our econ

7、omy that havent been touched by the growing self-service industry. And, its not something thats being forced on the customer by budget cuts and lower overhead. More and more people just prefer to do it themselves.What has transformed the shoppers mindset from a desire to be waited on to a desire to

8、serve himself?Peter Honebein has made it his business to find out. As a learning psychologist and instructional designer, he has accumulated 10 years experience designing software products and training programs for customers and employees. Along with Roy Cammarano, he has written Creating Do-It-Your

9、self Customers: How Great Customer Experiences Build Great Companies.Honebein sees the self-service industry drawing on five types of do-it-yourself customers. The first is the transactional customer who is willing to carry out the transaction role of doing business. The next is the traditional cust

10、omer; this is the classic DIY kind of guy: he fixes it, builds it and renovates it himself. Third is the conventional customer. This customer is the co-creator of product value, where all products are viewed as services and through use of the product the customer becomes a co-creator of its applicat

11、ions. Fourth is the intentional customer who wants to be in on the design phase. This customer shops Build-A-Bear stores, designs his own basketball shoes at NikeID or builds her own Barbie online. Lastly, theres the radical customer. This type discovers new ways to use a product; ways that werent e

12、ven intended when it was designed. iPOD is one example; it was intended for music but those radical customers wanted more, so now we have pod casting.According to Honebein, the trick for businesses is determining what type or combination of types its customers are and to design a system that satisfi

13、es them. Look at your business through the eyes of your customer type and address operations to that type.Betting on self-serviceLooking at business through the customers eyes was the challenge facing Tim Yeltin, director of new development for Charlson Broadcast Technologies (CBT), a Northern Kentu

14、cky that has been bringing IT innovations to the horse racing industry since 1985.The psychology of self-service WHAT WOULD WE DO? :Know our mission statementWHAT WOULD WE DO? :Know our mission statementMake sure our people know it and believe in itWHAT WOULD WE DO? :Know our mission statementMake s

15、ure our people know it and believe in itDont fake itWHAT WOULD WE DO? :Know our mission statementMake sure our people know it and believe in itDont fake itDiversify and enhance but dont lose sight of your core purposeWHAT WOULD WE DO? :Create heroesWHAT WOULD WE DO? :Create heroesBecome relevant to

16、our marketWHAT WOULD WE DO? :Create heroesBecome relevant to our marketCreate a marketing calendarWHAT WOULD WE DO? :Create the right environmentWHAT WOULD WE DO? :Create the right environmentEmbrace technologyWHAT WOULD WE DO? :Create the right environmentEmbrace technologyMake it interactiveWHAT W

17、OULD WE DO? :Create the right environmentEmbrace technologyMake it interactiveBreak the barriers encouragetalk!Man Vs Machine What are the implications of a cyborg society?The psychology of speed dating the origin of magical beliefs and Londons first media-arts festival launches WHAT WOULD WE DO? :Focus on features and benefitsWHAT WOULD WE DO? :Focus on features and benefitsCommunicate them clearlyWHAT WOULD WE DO? :Focus on features and benefitsCommunicate them clearlyEnsure relevant contentWHAT WOULD WE DO?