OEM production has become a drawback of the development of sporting goods in China Date:2014-08-23 13:20
The brand construction is backward, most of China's sporting goods companies are located in the domestic and foreign low-end market, the low price as a competitive advantage, product homogenization competition, the problem of low product profitability is more prominent. Many foreign sporting goods companies use the brand as a competitive means, while domestic brands are relatively backward. For example, among the major sporting goods brands in China, except for a few brands such as Double Happiness, which have always insisted on the specialization route, Li Ning has gradually embarked on a professional route after many years of vacillation. The remaining brands represented by Anta are mainly Channel star low-end product positioning. China's sports enterprise product brand basic flagship/leisure sports brand, focusing on the mass consumer population, through the network layout, star appeal, non-divided market coverage for development. This resulted in the lack of a clear image of the brand and the brand's core value of identification. It did not form a clear brand image like Adi's shoes and Nike’s basketball shoes, resulting in the Chinese sporting goods companies having to focus on the same market. In order to compete, we can only survive through the original price war and cause a huge waste of resources for the entire industry. The above analysis shows that most of the sporting goods enterprises in China have only engaged in OEM production for a long time. The scale of the company is not large. Due to the lack of scientific and technical personnel, especially some highly qualified personnel, the funding for science and technology activities is insufficient. The number and intensity of corporate science and technology projects are relatively limited, resulting in the lack of corporate science and technology activities, weak scientific and technological research and development capabilities, and insufficient new product development and patent ownership, which ultimately leads to weak corporate innovation capabilities.
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