安踏品牌市场营销策略分析

IIIChapterTwoOverviewofAntaCompanyAsalocalprivateenterpriseinQuanzhou,Antamainlyoccupiesthesportinggoodsmarket,mainlyengagedintheresearchanddevelopment,manufacturingandsalesofsportswear,shoesandhats.After20yearsofdevelopment,Antahasgrownfromaregionalprivateenterprisetoamarketingenterprisegroupwithnationalinfluence,anditsannualsalesexceededLiNingin2011,rankingfirstinChina'ssportsfootwearmarketsharefor11consecutiveyears.Becomeaveritabledomesticsportsbrand"hegemon".Inrecentyears,Antahasgrownrapidly,thetotalsalesoftheenterprisehasincreasedyearbyyear,thesalesscopehasbeenexpanding,andtheenthusiasmofemployeesishigh,inthisperiodofrapidgrowthoftheenterprise,themarketingstrategyformulatedbytheenterpriseisrelatedtowhethertheenterprisecancreatebrillianceagain,relatedtothefutureandfateoftheenterprise,isamajorissuethatenterprisesneedtoconsider.ThisarticledescribesthedevelopmenthistoryofAnta,describesitsgeneraldevelopmentprocess,reviewsthedevelopmentofAnta,andcomprehensivelyevaluatesmultiplefactorsofAnta'soperationstatusaccordingtothemacroandmicrodevelopmentenvironmentofAnta.ThispaperfocusesontheanalysisofAntabrandmarketingstrategy,analyzesAnta'smarketingstrategyinfouraspects:productcategory,pricepositioning,channelmanagementandpromotionmanagement,andpointsouttheshortcomingsofAntamarketingstrategyandputsforwardcorrespondingsuggestions.IthasimportantpracticalsignificancefortheresearchofAnta'smarketingstrategy,andalsohascertainreferencesignificanceforChinesesportinggoodsenterprises.2.1GeneralSituationofAntaCompanyFoundedin1994,AntaiscurrentlyaSino-foreignjointventurecomprehensivesportinggoodsenterprise,consistingofAntaShoesCo.,Ltd.,BeijingAntaOrientalSportingGoodsCo.,Ltd.,AntaInternationalInvestmentCompanyandAntaShoesGeneralFactory.After22yearsofdevelopment,thecompany'sproductshavebeendiversifiedandthedegreeofcollectivizationhasbeencontinuouslyimproved.Anta'scorporatephilosophyis"Entrepreneurshipwithpeaceofmind,down-to-earthpeople,andcreatingacentury-oldbrand",andthebrandspiritof"neverstopping"advocatedbyAntaencouragestheentireAntacompanytocontinuetodevelop.Fromanordinaryshoeworkshoptoaninternationallargeenterprise,Antahasbeenabletohaveitsownplaceinthehighlycompetitivedomesticandeveninternationalmarketwithitsowndown-to-earthqualityanddevelopmentspirit.LookingbackonthedevelopmenthistoryofAnta,fromitsinitialestablishmenttobecomingthefirstsportinggoodscompanytoestablishasportsgoodsmonopolysysteminChinain2001,andthentothecompletionofitslistingintheHongKongmarketin2007,Antahasundergoneanear-perfecttransformation.Itsproductsareverypopular,andAnta'slogoisalmostalloverthecountry'slarge,mediumandsmallcities.Antahaslongsupportedhigh-leveleventssuchasCBA,NBAandmen'sandwomen'stabletennisinChina.Becauseofthis,Antaisknownasthe"engineoftheChineseleague"andhasmadesignificantcontributionstoChinesesportsevents.2.2AntaBrandDevelopmentProcessAntaisamulti-brand,comprehensivesportsgoodsgroupspecializingintheproduction,design,manufactureandsaleofsportsshoes,clothingandaccessories.Antahasacompletesystemcombiningmanufacturingandmarketingorientation,andhasalwaysadheredtothecorporatevaluesof"consumption-oriented,focusedandpragmatic,respectfulandinclusive,andbeyondinnovation".Duringthethreeyearsfrom1999to2001,AntarankedfirstinthemarketshareofsimilarbrandsinChinainthefieldofsportsshoes,andtransformedfromaprivateenterprisetoalargebrandenterprisewithmoderngovernancestructureandinternationalcompetitivenessinthepasttenyearsofdevelopment.Antahascontinuouslyexpandeditstargetmarketbrandstrategy,createdandacquiredinternationalprofessionalbrands,andhasbecomeamulti-brandandmulti-marketcomprehensivesportsenterprise.Anta'sbrandsincludeAnta,AntaChildren,Philo,Spandy,Descente,Kolon,Xiaoxiaoniu,etc.,involvinggeneralsportinggoodsbrandstargetedatmassconsumergroups,healthandcomfortbrandsspeciallycreatedforchildren,advancedsportsbrandswithprofessionalsportsfunctions,sportscomforttechnologybrandsforurbanwalking,andcasualfashiontrendbrandsco-brandedbythesportsindustry.BranddiversificationenhancesAnta'smarketshareintheinternationalmarket,helpsAntadevelopconsumermarketdemand,andthusimprovesAnta'scompetitivenessindomesticandforeignmarkets.AsthefirstbrandinChinatoimplementthemarketingmodelof"CCTVadvertisingsportsstars"inChina,AntasignedChina'stabletennisGrandSlamwinnerKongLinghuiasanimagespokespersonintheearlydaysofitsestablishmentin1991,andthenbegantoaccuratelysponsorsports.Duringthetenyearsfrom2004to2014,AntaestablishedthefirstsportssciencelaboratoryinChinaforindependentresearchanddevelopment,launchedtheAntachildren'ssub-brand,acquiredtheoperationrightsandtrademarkrightsoftheItalianbrandPhiloinChina,positioneditinthedomestichigh-endmarket,andgraduallyoccupiedthemarketingchannelsofmajorhigh-enddepartmentstoresinChina.Atfirst,Antaadoptedthestrategyof"productionandmanufacturing",graduallyformedabrandandbeganto"single-brandretail",andnowimplementsthe"single-focus,multi-brand,omni-channel"strategy,whichistheresultofconstantlyadjustingitsdevelopmentstrategyaccordingtothemarketenvironmentandthebackgroundofthetimes.Inrecentyears,Antahasputitsbusinessinsalesservices,launchedapersonalizedbrandcustomizationservicesystem,andbasedonthedevelopmentoftheInternetera,Antahasenhanceditspositionasthemainbodyofconsumersandfurtherexploredconsumerneedstoachieveself-transformation.ChapterThreeDevelopmentEnvironmentofAntaCompanyAntaneedstomaintainpositiverelationshipswithitsstakeholdersbybeingtransparentaboutitsoperationsandcommunicatingeffectivelywithemployees,shareholders,andpartners.Thecompanycanalsoengageincorporatesocialresponsibilityinitiativestodemonstrateitscommitmenttosocialandenvironmentalissues.Overall,Anta'smarketingenvironmentisinfluencedbyarangeofexternalandinternalfactors.Toremaincompetitive,thecompanyneedstoadapttochangingtrendsandpreferences,navigatepoliticalandeconomicchallenges,differentiateitselffromcompetitors,andmaintainpositiverelationshipswithstakeholders.3.1Macro-environmentalAnalysisWiththeadventofthepost-pandemicera,themarketingenvironmentfacedbyChina'ssportswearbrandshaschanged,andthedevelopmentpatternofsportsenterpriseshasalsopromotedtheadjustmentoftheenvironmentinthedomesticmarketandtheinternationalmarket,andlocalenterpriseshaveusheredinnewopportunities.Theauthoranalyzesthedomesticandforeignmarketenvironmentfromtheaspectsofpolitics,economy,societyandculture,exploresthechangesinthemacroenvironmentfacingthedevelopmentoftheAntabrand,andprovidesstrongsupportfortheoptimizationsuggestionsofmarketingstrategiesbelow.3.1.1PoliticalEnvironmentTherelevantpoliciesandlawsandregulationsissuedbythegovernmenthaveadirectimpactonthedevelopmentofthesportinggoodsindustry,andthemainaspectsthatwillbeaffectedinclude:productoperations,productionactivities,marketingactivities,etc.Chinastronglyencouragesthelong-termdevelopmentofthesportsindustry,introducesavarietyofpoliciesconducivetothedevelopmentofsportsenterprises,theStateGeneralAdministrationofSportsorganizesandholdsvarioussportsandfitnessactivities,sothatmoreandmorepeopleareawareoftheimportanceoffitnessandactivelyparticipateintheupsurgeoffitness.ForAnta,thegoodpoliciesimplementedbythegovernmentcanpromotetheproductionofsportinggoodstoacertainextent,andthesalesvolumeofrelatedstoreswillgraduallyincrease.ForAnta,thisisacriticalperiodtooccupymoremarketshare.3.1.2EconomicEnvironmentAfterthereformandopeningup,thelivingstandardsofourpeoplehavebeenshowinganupwarddevelopmenttrend,andatthemacrolevel,China'smarketeconomystructureandpercapitapurchasingpowerhaveundergonetremendouschanges.Inrecentyears,Chinahasmaintainedwarminflation,andChina'sconsumerpriceindexincreasedby2.0%inthefirsthalfof2018,andChina'stotalretailsalesofconsumergoodsincreasedby9.4%.Atthesametime,China'sMinistryofFinanceissuedanexplanationonthedraftamendmenttopersonalincometax,reducingnationaltaxesandobjectivelyhelpingtostimulateconsumption.Astheworld'ssecondlargesteconomy,China'seconomicdevelopmentcontinuestomoveforwardinreform.AccordingtodatafromtheNationalBureauofStatistics,China'sGDPincreasedby6.8%year-on-yearinthefirsthalfof2018,exceedingmarketexpectationsof6.7%,maintainingastableandpositivemomentum.Especiallysince2018,Chinahasdeeplypromotedsupply-sidestructuralreform,activelydevelopednewindustries,newformatsandnewmodels,deepenedthereformofgovernmentfunctions,promotedthedevelopmentoftherealeconomy,furtherstimulatedmarketvitalityandoptimizedthemarketenvironment.Antashouldfullyseizethisopportunity,combinethecompany'sdevelopmentwitheconomicdevelopment,transformthecompany'sinternalmanagementmodeandbrandstrategyinthisspecialperiod,continuouslyincreasemarketshareandbrandawareness,andfurtherenhancethecreditandimageoftheenterprise,layagoodfoundationforlong-termdevelopmentandneedtochangetheoperationandmanagementmodewiththechangesofthemarketeconomy,seizetheopportunityoftransformation,andprovideabetterenvironmentandopportunitiesforthedevelopmentofAntaSportingGoodsCompany.3.1.3SocialandCulturalEnvironmentAmongthenationalpopulation,thepopulationaged0-14is264.78million,accountingfor20.27%ofthetotalpopulation;Thepopulationaged15-59is897.42million,accountingfor68.70%ofthetotalpopulation;Thepopulationaged60andaboveis144.08million,accountingfor11.03%ofthetotalpopulation(including100.45millionpeopleaged65andabove,accountingfor7.69%ofthetotalpopulation).Thedistributionofsportspopulationamongpeoplewithdifferentacademicqualificationsaccountsforthefollowingproportions:graduatestudentsaccountfor26.3%;Collegestudentsaccountfor35.9%;Seniorhighschoolstudentsaccountfor27.4%,juniorhighschoolstudentsaccountfor16.6%andprimaryschoolstudentsaccountfor9.0%.Inthisstatistic,exceptfortheproportionofsportspopulationwithjuniorhighschoolandprimaryschooleducationinthisgroup,whichdecreasedslightlycomparedwith1996,othersincreased,especiallytheproportionofsportspopulationwithgraduateeducationinthisgroupincreasedby20.2percentagepointscomparedwith1996.AstheenthusiasmofChinesepeopleforsportscontinuestorise,sportsconsumptionisevenhigher.Fromtheinhabitantscanbesupported.Fromtheperspectiveofconsumptionofsportinggoods.Theperconsumptionofsportinggoodsbyurbanresidentshasreached2,365yuan,accordingtoareportreleasedbytheStateGeneralAdministrationofSports.WiththegradualgrowthofurbanizationinChina,theincreaseinthenumberofurbanresidentswillalsostimulatetheresidentsofthiscity.3.2Micro-environmentalAnalysisAfterunderstandingthemacro-levelmarketenvironment,theauthorwillanalyzethemicro-environmentoftheAntabrandindomesticandforeignmarketsfromthreeaspects:marketingmanagement,productdevelopmentandfinancialstatus,andexplainthestatusandadvantagesofthemicro-environmentoftheAntabrand,whichpavesthewayforthefollowingtobetterunderstandthemarketingstrategyoftheAntabrandandtheproblemsitfaces.3.2.1MarketingManagementAccordingtothemarketdemandandtheenterprise'sowndevelopmentlaw,Antafoundoutthesystemadvantagessuitableforitsowndevelopment.Unlikethe"lightassets"modelofotherforeignbrands,Antaadoptedthe"verticalintegration"businessmodel.Fromupstreamprocurement,researchanddevelopment,technologyandproductiontodownstreambrandmarketing,theproductdevelopmentprocessisshortenedthroughoptimizationtoachieveabetterresponsetomarkettrends;Inproduction,weshouldpayattentiontothecontrolofrelatedactivitiesandimprovetheflexibilityofproductiontocopewiththeuncertaintyofthemarket.Thirdly,understandingandsensitivityofpricescanfacilitateAnta'sreasonablecostcontrol.ThemanagementofAntaisverysensitivetothewholeindustrialchain,withaccuratesenseoftouchandcontrolability,whichformsastrongcompetitiveadvantageofAnta.3.2.2ProductDevelopmentIndifferentstagesofdevelopment,Antahasformulatedcorrespondingstrategies,asfollows:from1991to1999,intheearlystageofenterprisedevelopment,Antaadoptedtheagencysystemmodelinordertoexpandbrandawareness;from2000to2003,afterthepreviousaccumulation,itbegantocomprehensivelyinnovatethesalessystem,launchedthe"ordercertificate"system,andupgradedthesalesterminalstoimprovethechannelquality.From2006tonow,ithasenteredthestageofsportsculturehypermarket,andthenumberofbrandflagshipstoreshasincreasedyearbyyear,establishingabrandretailnetworkcoveringthewholecountry.Sinceitsestablishment,Antahasintegrateddesign,development,manufacturingandmarketing,andhasobviousadvantagesinmanufacturing.Atpresent,theworkshopareaofAntaismorethan120,000squaremeters,andtherearesixmodernmanagementproductionlineswithanannualproductioncapacityofmorethan6millionpairs.InAugust2009,thesuccessfulacquisitionofFlaenabledAnlutoopenupahigh-endmarketsegmentoutsidethemassconsumermarket,complementingtheoriginalbrandandopeningupabroadermarket.3.2.3FinancialSituationIntermsoffinancialandperformance,Anta'stotalrevenueachievedsustainedgrowthwithinfiveyears,reaching35.512billionyuanin2020,up4.7%year-on-year;Theoperatingprofitwas9.15billionyuan,up5.3%year-on-year;Theprofitattributabletoshareholderswas5.162billionyuan,aslightdecreaseof3.4%year-on-year.OnMarch10th,the2020financialreportreleasedbyAdidasshowedthatin2020,thecompanywasbadlyhurtbytheepidemic,withanetprofitof429millioneuros(equivalenttoRMB3.314billion),andAnta'snetprofitexceededthatofAdidas.Whilepromotingthemulti-brandmatrix,thefinancialreportmentionedthatin2020,bydeepeningthetransformationofDTC(DirecttoConsumer)mode,Antarealizedtheopeningof"people,goodsandfields"toacertainextent.ItisreportedthatAntastartedthetransformationofDTCmodeinAugust2020,andlaunchedamixedoperationmodein11regionsofChina,includingChangchun,Changsha,Chengdu,Chongqing,Guangdong,Kunming,Nanjing,Shanghai,Wuhanandotherpopularcities,involvingabout3,500Antastores,ofwhichabout60%willbedirectlyoperatedbythecompanyand40%willbeoperatedbyfranchiseesaccordingtoAnta'snewoperationstandards.ChapterFourAntaBrandMarketingStrategyThe4Ptheoryisatraditionalmethodofanalyzingthemarketingstrategyofacompanyorbrandinmarketing,includingfouraspects:productstrategy,pricingstrategy,channelstrategyandpromotionstrategy.Theauthorwillusethe4PtheorytoanalyzetheexistingmarketingmixstrategiesoftheAntabrandindomesticandforeignmarkets,andunderstandtherelevantmarketingstrategiesformulatedbyAntabrandsfortheproductionmarketandtheconsumermarket.4.1ProductStrategyofAntaCompanyAntahaslongadheredtothevaluesof"consumptionorientation",paidattentiontomarketdemandandconsumerpreferences,andproduceddifferentiatedproductsandformulatedproductstrategiesaccordingtoseasonalneedsandagegroupneeds.Ontheonehand,developnewproductstoenhancetheAntabrandimageandgraspthedifferentconsumptionneedsofyounggroupsandmiddle-agedandelderlygroupsforsportsshoesandclothing;Ontheotherhand,transformandsortoutoldproductstoupgradetheusevalueofoldproducts.Atthesametime,Antadeeplyconsiderssuppliersintheproductproductionprocesstoensurethatsuppliercapabilitiesmeetindustrystandardsandcaneffectivelymeetthedifferentneedsofconsumers,combinesupplierperformancewithperformance,strengthensupplychainandmanagement,andencouragethedevelopmentofnewproducts.Since2017,Antahasimplementedthebrandconceptof"consumer-oriented",strengthenedsupplychainmanagement.Customizedserviceshavehighrequirementsforthebrandsupplychain,soAntahassetupaseparatesupplychainteamforthecustomizedbusiness,includingdesign,researchanddevelopment,marketing,sales,production,etc.,toformacompletesystemtoensurethateveryconsumerreceivescustomizedproductsintheshortesttime.Atthesametime,Anta's"self-produced"and"OEM"hybridproductionmodelallowstheorganizationtohavestrongintegrationcapabilities,furtherstrengtheningthesupplychain,soastomeetdifferentconsumergroups.4.1.1Product’sAdvantagesMaximizationAntashouldbeabletoeffectivelymeetthedifferentneedsofconsumersintheproductionprocess,combinesupplierperformancewithperformance,strengthensupplychainandmanagement,andencouragethedevelopmentofnewproducts.Since2017,Antahasimplementedthebrandconceptof"consumer-oriented",strengthenedsupplychainmanagement,andreleased"AntaUNI"personalizedproductcustomizationservicetomeetthestrongdemandofyoungconsumergroupsforpersonality,trendandhigh-qualityproducts.Customizedserviceshavehighrequirementsforthebrandsupplychain,soAntahassetupaseparatesupplychainteamforthecustomizedbusiness,includingdesign,researchanddevelopment,marketing,sales,production,etc.,toformacompletesystemtoensurethateveryconsumerreceivescustomizedproductsintheshortesttime.Atthesametime,Anta's"self-produced"and"OEM"hybridproductionmodelenablestheorganizationtohavestrongintegrationcapabilities,furtherstrengthensthesupplychain,soastomeetdifferentconsumergroupsandmaximizetheadvantagesofAntaproducts.4.1.2ProductsEndorsedbyCelebrityAntaisthemostcommonandsuccessfulsportinggoodsbrandinChinausingcelebrityendorsements.WhenmanysportsmanufacturersinJinjiangwerestillsatisfiedwithearningOEMfeesforinternationalbrands,AntatooktheleadinsigningKongLinghui,thefirstbrotheroftheChinesemen'stabletennisteam,in1999,andcarefullyproducedaTVcommercial"Ichoose,Ilike"tobelaunchedonCentralFive.KongLinghui'ssuccessmadeAntafamousthroughoutthecountry.Subsequently,Antacontinuedtoworkhardtoproducethe"GoForward,NeverStopAdvertising"starringpopularstarsBartel,WangHaoandFengKun,whichfurtherexpandedthebreadthanddepthofAntabrandcommunication,successfullyrealizedthetransformationofthebrandspiritconnotation,andinjectedvitalityintotheAntabrand.AftertheBeijingOlympicGames,Anta'sstarendorsementlineupwasfurtherexpanded,andtheChinesebadmintonteam,ChinesetennisstarZhengJie,andtheChineseWinterOlympicgoldmedalteamshorttrackspeedskatingteamhavesuccessivelyendorsedtheAntabrandandbecometheheroesofthegrowthoftheAntabrand.Inthepasttwoyears,AntahasbeenthemostsuccessfulinitstacticsoffollowingtheLiNingbrand,andnow,manyendorsementstarssignedbyAntahavespreadtheAntabrandtoawiderrangeofsportsfieldsthroughtheiroutstandingperformanceinvarioussportsfields,achievingAnta'sstrongbrandwiththesecondlargestsalesvolumeinthecountry.ItnotonlydoesnotfallbehindinthecompetitionwiththemarketbossLiNing,butalsohasformedabrandadvantageover361degreesandotherenterprises.4.1.3ImprovementofAntaProductBrandPlanningAntahasavarietyofbrandsandmultiplemarkets,anditsproducttypeshavecertaindiversityandcomplexity,soAntaimplementsthestrategyofsimultaneousdevelopmentofnewproductdevelopmentandtransformationandeliminationofoldproducts.Professionalmid-to-high-endsportsproductsenhanceAnta'sbrandimageandtechnicalcapabilities,andproductswithhighercostperformanceareaimedatmassconsumergroups,vigorouslydevelopmediumandlow-endsportsshoesandclothingwithlargedemand,andimproveproductseries.Atthesametime,Antahasbrokenthroughtheaestheticsofoverseasproductsinrecentyears,andhasindependentlydesignedanddevelopedproductstopayattentiontobrandcultureandproductdesign,whichnotonlyensuresthattheappearanceofproductsmeetstheaestheticneedsofconsumers,butalsoensurestheuniquefunctionalneedsofproducts,andmeetsconsumersinmanyaspects.4.1.4ProductCompetitivenessAntahasavarietyofbrandsandmultiplemarkets,anditsproducttypeshavecertaindiversityandcomplexity,soAntaimplementsthestrategyofsimultaneousdevelopmentofnewproductdevelopmentandtransformationandeliminationofoldproducts.Professionalmid-to-high-endsportsproductsenhanceAnta'sbrandimageandtechnicalcapabilities,andproductswithhighercostperformanceareaimedatmassconsumergroups,vigorouslydevelopmediumandlow-endsportsshoesandclothingwithlargedemand,andimproveproductseries.Atthesametime,Antahasbrokenthroughtheaestheticsofoverseasproductsinrecentyears,andhasindependentlydesignedanddevelopedproductstopayattentiontobrandcultureandproductdesign,whichnotonlyensuresthattheappearanceofproductsmeetstheaestheticneedsofconsumers,butalsoensurestheuniquefunctionalneedsofproducts,andmeetsconsumersinmanyaspects.Afterclarifyingthetargetconsumersthroughmarketsegmentation,Antaalwaysgraspsconsumerpsychology,focusesonthepersonalizedneedsofconsumers,andcooperateswithsportsstars,filmandtelevisionstars,animationIPs,etc.thatyounggroupslike,effectivelyavoidingproductdesignfromdeviatingfromconsumerexpectations,andstrengtheningthepersonalityshapingofAnta'sownbrandindomesticandforeignmarkets,givingthemassconsumergroupauniquememory.Comparedwithinternationalhigh-endbrandsthattriggerconsumers'collectingpsychology,Anta'sgoalfortheconsumermarketistoconsumersrationallyapplytheirproductstotheirdailylives,ratherthanbecomingacollectionsimilartoNIKE'sAJseries,whichgreatlyenhancesthecompetitiveadvantageoftheAntabrand.4.2PriceStrategyofAntaCompanyThepricingstrategyisanessentialcomponentofAnta'smarketingstrategy.Bysettingcompetitivepricesforitsproducts,Antacanattractcustomersandincreasesales.HerearetwoimprovementmeasuresthatAntacouldconsidertoimproveitspricestrategy:Inconclusion,Antacanimproveitsmarketingstrategybyfocusingonitsproductstrategy.Antacandifferentiateitselffromitscompetitorsandappealtoawiderrangeofconsumers.4.2.1PricingTargetofAntaInmarketing,productpricingusuallyconsidersthecostoftheproductitself,thecostofpurchasebyconsumers,thepriceexpectedbyconsumers,andtheaddedvalueinthemarketingprocess.Productpriceisdirectlyrelatedtomarketdemandandprofit,anditisthemostactivefactorinthemarketingmixtoconsiderproductmarketshare.Asanationalbrand,Antahasalwaysbeenknownforitshighcostperformance.Intermsoftheproductioncostoftheproductitself,runningshoesarebetween40-80yuan,andbasketballshoesareupto120yuan,whichisbecauseAntaitselfhasitsownmanufacturersandchoosestoproducesportsshoesandclothinginlabor-intensiveareas,andtheproductioncostiswidelycompressedandcontrolled.Underthepremiseofalsocooperatingwithwell-knownstars,althoughtheproducthasaddedvalueandadditionalcost,comparedwiththeinternationalbigbrandsforsuchsneakerproductspricedat1200-1800yuan,Antahasalwaysmaintainedalowpriceandhighqualityadvantage,controlledconsumerpurchasecostsinacertainprofitmargin,sothatenterprisesthemselveshaveprofitmargins,andreducedmonetaryexpenditureinconsumerpurchasecosts.SinceAntahasavarietyofbrands,differentbrandsenterdifferentmarketsandfacedifferentconsumergroups,andtheirfunctionality,technologyanddesignhavedifferentlevelsanddistinctions,sobasedonthecharacteristicsofdifferentstoresofdifferentbrandsunderAnta,pricingdifferentiationiscarriedout,brandsandproductcategoriesaredistinguished,anddifferentoperationmanagementismade.Forexample,Anta'smainbrandsAntaandFILAarepositionedinthemassmarket,consumerspaymoreattentiontocost-effectiveness,functionalityandfashionthanspecializedtechnology,coveringavarietyofbasicconvenientsports,theaudienceiswide,itspricerangerangesfrom200-500,afewseriesendorsedbyinternationalstarKlayThompsonandFILAtrendnewproductsaremoreexpensive,butalsobasicallywithin800yuan.4.2.2TheRelationshipBetweenProductPricesandMarketFluctuationsAntaadoptedapricingstrategyofoccupyingthemarketatlowprices,climbedallthewayfromthelow-endmarket,andnowhasbecomealeadingbrandinthemid-to-high-endmarketathomeandabroad.Whilepursuingmarketshareandproductprofits,Antaneedstoconsidercompetitiveproductpricesandconsumerdemand,soitsetsdifferentpricesfordifferentmarkets.Antacoversmultiplemarketsegmentsofavarietyofbrands,satisfiesthehigh-end,mid-rangeandlow-endmarketsatthesametime,organicallysynergizesthebrandvalueofconsumerswithcompetition-oriented,andhasbeeneffectivelysubdividingthebrand'spricewiththechangesinthemarketandformulatingatargetedandhierarchicalpricerangetogiveconsumersthemostsuitablepricechoice.Inaddition,sportsshoesan