The core of the strategic management of the Vigo brand is to create and maintain a sustainable competitive advantage for Weige. In each market environment, companies can implement the appropriate strategies to create high market value in a timely manner, while any other existing and potential competitors cannot successfully implement these strategies at the same time, and lack the confidence to imitate or duplicate the Vigo strategy. With the ability, it can be considered that the brand has a competitive advantage and sustainability.
So, what is the Swiss Weige (shoes) brand's “multi-category, fast fashion†model for the Chinese market, and what is the competitive advantage of the sustainable and sustainable development of the Weige brand? Wei Ge believes that Wei Ge shoes The sustainability of competitive advantage is mainly reflected in the following aspects:
First, continue to lead the industry business model
In the 1990s, the founder of Guangzhou Hengpin Trading Co., Ltd. began to introduce most of the international first-line sports brands, including “Converse, Nike, Adidas, Reebok, New Balance, Hush Puppies, Hummer, Axel, Les Fez Li Ning" and so on dozens of international first-line brands, this collection of multi-brand agency model, making Hengpin company become the largest sports brand operator in China overnight; but in a few years, the founder of Hengpin company once again subverted the sports brand industry The business model has rapidly established nearly 200 sports brand collection stores “YY Shengdao†with a single store area of ​​more than 5,000 square meters. “YY Shengdao†covers almost all well-known sports brands at home and abroad. This completely advanced business model quickly subverts the sales pattern of domestic sports brands, and the status of Hengpin's leading sports brand operators once again convinced the industry!
The shoe and apparel industry has been sluggish in recent years, and sales performance has fallen sharply every year, which indicates that the industry changes are coming. The new generation of consumer preferences and consumption patterns are undergoing tremendous changes. "There are many styles, new styles, good quality, low price, and convenient purchase" have become the current mainstream consumer demand. In 2013, Hengpin Company brought the international brand Wenger Weige to enter the domestic market with the business model of “multi-category, fast fashionâ€, and once again led the change of business model of the footwear industry as the leader of industry change. Hengpin will be Wenger Wei The business goal of Go Shoes is “the first fast fashion brand in the international brandâ€; this kind of continuous business thinking is one of the main sources of sustainable competitive advantage for Hengpin.
Second, the strategic ability of the enterprise
The organic integration of resources, capabilities and strategy constitutes the strategic capabilities of Hengpin. Hengpin's strategic ability is mainly generated from the accumulation of the company's growth process, decades of international brand operation experience, Hengpin's strategic vision of the industry, accumulated brand operation experience, industry resource integration, and industry pre-judgment The ability makes it difficult for other companies in the industry to look at the enterprise; Wenger Weige brand, international century brand, profound historical and cultural heritage, enjoys high international prestige, and its "saber, watches, bags, backpacks, shoes, outdoor products, etc." are of excellent quality. Brand sales outlets cover 135 countries around the world.
Enterprises have certain resources to help brands establish competitive advantages, but the key depends on the quantity and quality of resources that enterprises can use, and the way and efficiency of using resources. Hengpin Company is committed to becoming the strategic thinking of international brands entering the domestic market brand incubator, and has made an effective “strategic fit†to the resources and capabilities of Hengpin and the effectiveness of Weige brand, creating the imitation of the Weige brand. Corporate strategic capabilities, this strategic capability is difficult to replicate with the foundation of the sustainable competitive advantage of the Weige brand.
Third, the core competence of the enterprise
The main source of Weige footwear's ability to form a competitive advantage is the core competence of Hengpin. It includes: 1. The ability of the company to excel, the founder of Hengpin and the senior team of the company to engage in international brand operation for decades, the unique international vision and unique resource integration ability, is the basis for the sustainable development of Weige footwear' competitive advantage. And one of the sources; 2, the international product supply strategy, Wei Ge shoes from the information, design, research and development, plate making are all led by the European cooperation team, ensuring the absolute advancement of the Vigo product style and performance; With strong channel integration capability, as the leading brand operator in China, Hengpin's ability to integrate market channels exceeds the domestic general business department store group. He is powerful enough to build a mall to subvert the local business landscape. Since core competencies can promote the competitive advantage of the Vigo brand, the ability to build core capabilities that are ahead of the competition will have a fundamental impact on the long-term development of Vigo footwear. Only by establishing and maintaining core competencies can we create sustainable development of competitive advantage and ensure the long-term survival of the Vigo brand.
Fourth, continuous innovation
The market environment in which we are now has reached a dynamic or drastic level. In a dynamic environment, if a company has only one competitive advantage and is unable to create a competitive advantage, then the company will be difficult to survive in a turbulent environment. In a dynamic environment, if a company wants to gain a sustainable competitive advantage, it cannot simply passively adapt to the environment with its strategic resources and core capabilities. Instead, it requires companies to anticipate or insight into environmental changes and respond quickly.
The best way to compete is to subvert the existing pattern in order to monopolize a field! When Hengpin Company is wilting or ready to enter new fields, it is without exception that it uses subversive means to quickly change the industry with lightning speed. The pattern, from its existing competitive advantage to a new competitive advantage, surpassed the competitors' business, and became the industry leader who is far ahead of the competition overnight, thus obtaining a sustainable competitive advantage for the brand based on its overall development. .
Wei Ge believes that the real competitive advantage lies in the lack of competitive advantage. The best way to avoid competition is to create new and monopolize one field. Therefore, continuous innovation is the only way for Wei Ge to create and maintain its competitive advantage.
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