The CEO's way to success: the secret of Adidas marketing in China

CEO成功之道：阿迪达斯营销中国的秘密

Marketing achievements come from whether strategic planning is successful. With the world in mind, you will be invincible in battle.

                  ------ Zhuge Changqing

   A cup of tea can taste the ancient and modern world.

   A book can burn a spark of thought.

   A story can trigger many thoughts.

   In the warm spring breeze, Zhuge Changqing flipped through the latest issues of Fortune magazine, browsing through the stories of entrepreneurs from around the world and thinking about the integration, innovation and development of Chinese and foreign cultures.

   In today's society, Chinese and foreign cultures are intertwined to form a new business culture.

   Fan Li in the Spring and Autumn period was posthumously named the Chinese god of literature and wealth for his skill in business, for his skill in governance and for his skill in strategy.

   Looking around the world, today's Chinese entrepreneurs are also embarking on a new round of gods of wealth.

   So who will become the new god of literature and wealth in today's society?

    Let's leave that answer to the future.

   In the second issue of Fortune magazine, Zhuge Changqing reads how Adidas' Managing Director of Greater China, Gao Jiali, talks about how Adidas is back on the fast track, and after reading this, he is impressed by his far-reaching strategy.

    Today's Chinese entrepreneurs should learn to integrate "domestic marketing methods + foreign marketing methods" to form new marketing skills, and then market the whole country and the world. May more entrepreneurs contribute their wisdom and strength to the rise of China.

    Share the Fortune article "The Secret of Getting Back on the Fast Track" with those who are interested ----

   In the fiercely competitive Chinese market, what could be more exciting and thrilling than turning the tide of defeat? The experience of Adidas being overtaken by a local competitor in China over the past two years, and then quickly overtaking it and getting back on the fast lane, has certainly become a classic scene in the business world. For this reason, our correspondent Wang Yiding recently spoke to Adidas Greater China Managing Director Gao Jiali. In this interview, he talks about how the company has responded to these challenges through a unique innovation of change. He explains, "In the past, Adidas distributors were working individually, on their own, and lacked the confidence to stay in the business for the long term. Adidas needed to reconstruct its partnership with its distributors - a business model that works hand in hand and is a win-win situation." So Adidas launched an all-encompassing "win-win" project within the company to change the traditional approach of selling products to distributors and everything would be fine. To do this, the company has set up a dedicated team to help dealers actually achieve the final consumer purchase. The core objective of the project was to solve a common dilemma in the Chinese sports industry - a vicious cycle of excessive stock build-up and lack of motivation at the sales end.

    Adidas has set up a new internal management database system, sharing sales data from dealer terminals, planning products, allocating channels and making sales decisions in different regions through detailed data analysis, and even changing the assessment indicators for teams and dealers, stipulating the percentage of new goods sold by dealers within one month or three months. In the first nine months of 2011, Adidas achieved a high growth rate of 28% in China (compared to an industry average of 13%). 2011 saw the launch of its "Strategy to 2015" plan, which relaunched the brand with an "all-out effort The brand was relaunched in 2011 with the "all-out" brand image.

    The man at the helm of this business transformation is none other than Malaysian Gokhalek. He encourages his staff to bring innovation and passion to their work, embracing change with enthusiasm and perseverance. "Being stagnant means being stagnant." He said. While he exudes energy, his conversations are often marked by the thoughtfulness and insights into business operations of a "veteran". Prior to joining Adidas, he had worked in six different industries in Hong Kong, Australia and Taiwan, and has a wealth of 'crossover' management experience. Below are excerpts from the interview.

    Q: In 2010, what was the key reason for Adidas to change its slump in China from the past two years?

    A: In 2010, we fully launched our "Strategy to 2015" in China - to ensure that Adidas is the leading brand in the sports market by 2015. With this in mind, we conducted an in-depth study of the Chinese market, including the size of the sports industry, its market share and its potential by 2015. Crucially, we conduct behavioural analysis of consumers to understand purchase intentions, discover purchase interests and dissect the determinants that influence purchases, among other things. These studies determine Adi's future sales targets and allocation to channels, which in turn affects future revenues.

     Zhuge Changqing: "The Road to 2015 Strategy" - makes Adidas think clearly, move forward with courage and win all battles.

    To achieve our goals, we have planned our growth strategy.

   Firstly, winning the big cities, securing our share of the Tier 1 markets and taking steps to compete with our competitors for consumers.

   Strategy two, capturing emerging markets in Tier 4 to Tier 6, where Adidas is not present but where the potential is endless.

   strategy three, capitalise on segment opportunities, how we make a niche shop (e.g. women's shops, children's or basketball shops) distinctive will determine whether we win the tier one market.

   The final growth strategy is this: seizing the opportunities presented by lifestyle shifts. Young consumers' habits are becoming more fashionable and we have dived into creating two brands to serve them. In the case of Originals, we want this brand to grow rapidly in tier 1 to 3 markets. The NEO brand was created to capture the sports fashion line segment and to serve consumers in tier four to six markets at a more competitive price.

    Q: How can we match the competencies of our employees with the "Road to 2015 Strategy"?

    A: The first challenge in implementing the strategy is to communicate with our employees so that everyone has a common goal and a guide to action, and to communicate with our distributors so that they understand what we are doing and follow our marketing strategy.

    Within the company, we have driven seven types of capacity building. As an example, we changed our one-size-fits-all policy of treating China as a whole and expanded our regional offices, adding a western headquarters in Chengdu in April 2011. As a result, mainland China has been divided into four regions (North China, East China, West China, South China + Hong Kong), headed by four regional general managers. We hope that the above "regional expansion" will bring us closer to our consumers, distributors and markets, and provide the best products to our distributors and consumers at the right time and through our channels.

    Zhuge Changqing: Adidas has been able to rally people, segment the market, unite distributors and enhance the brand, which has enabled them to have a big impact quickly.

    Another measure is to bring the brand back to glory, bringing life and passion into the Adidas brand. Since the 2008 Olympics, our brand has been slightly silent. After the financial crisis, we wanted to bring the brand back to life. In March and April 2011, we launched the "All In" project to revive the brand and make it more relevant to consumers.

    In addition, we are improving our ability to manage "scientific product category planning". Every day, we collect consumer data from all over the country, input it into our database, analyse trends and provide advice to distributors on sourcing products and shop displays. For example, in the north, where winter is early, winter jackets may be sold in October, while in Guangzhou and Shenzhen it may not be until December. We therefore make decisions on product planning, channel allocation and shop displays based on the analysis of sales data trends.

    On the other hand, we have re-structured our organisation to build business partnerships with our distributors (including Belle and Bausch + Lomb) to integrate their business into our operational system, working together to study consumer buying behaviour and willingness to buy, as well as providing training to distributors to ensure that their inventory is optimised to achieve better margins and ensure that the shops are in the best operating condition.

  Q: Can you tell us more about how database management can be used to support dealers and enhance the channel's capabilities?

    A: After the financial crisis, consumers started to cut back on their spending and this experience was very much felt by our business operations and management team. We realised as never before that it is vital to understand our dealers, reach out to the market and develop ideas. It was essential to work side by side with our dealers to ensure the best products and the best service for consumers. In other words, 90% of our business is facilitated through the dealer channel, with only 10% coming from our own shops. By incorporating our dealers' business into our business system, both parties work hand in hand to create more value.

    For example, in terms of site selection, in the past, when distributors opened shops, they usually decided on the site selection and other matters based on their own original business resources. Now, based on Adidas' overall plan for the Chinese market, using our internal experience in 'site selection' and the 2010 government census data, we have established market priorities for opening shops, looking at local government plans (schools, government offices, commercial areas, etc.) to help distributors choose the the most suitable address to open a shop, ensuring healthier shop development and the implementation of the dealer's longer-term business plan.

     Zhuge Changqing: Adidas is good at choosing good locations; good locations are important and welcome large numbers of customers directly.

    When it comes to the database, we are working on improving our ability to analyse sales data as a way to determine future market placement. For both partners, we are better at managing databases to improve operations, optimise inventory and increase productivity, so that we can choose the right products for the market, thus making it a win-win situation for all parties. In any case, we are not heroes in the marketplace alone, and our success is our success too.

    Q: How do you digest your inventory? It always seems to be a difficult balance between discounting and launching new products.

    A: I must admit that during the 2008 Olympics, all was frenzy and our industry usually stocks six months in advance. But in August 2008 before the Olympics we had already stocked products for January 2009. After the Olympics, the financial crisis suddenly hit in October and the products coming into the market encountered a backlog and there was an unhealthy inventory in the market. This was not a difficulty faced by Adidas alone, it was industry-wide. We then took steps to take back the oversupply of products and in 2010 we again decided to help our distributors reduce their backlogs and clear their inventories.

    To ensure a healthy inventory, we had to run faster than the market. The most direct way to eliminate stock is to pull consumers to buy. To do this, we set specific sales targets and incorporated KPI (Key Performance Indicator) assessment data. Sales growth in existing shops plus sales growth in new shops opened together make up the sales growth target, i.e. the actual sales growth generated by consumer purchases, not the growth generated by laying out stock to dealers. This is the most important indicator to assess. Rapid growth is the goal for all brands, but the number and frequency of actual consumer purchases is a huge challenge, and it is an important basis for determining the health of inventory. Happily, with the new products launched in 2010, consumers are coming back to buy our products more and more, thanks to the marketing of the strong Adidas brand.

    Q: How do you keep your distributors in step with Adidas?

    A: There are many consumers in the market who are hungry for Adidas' high-quality brands. The main task in the "Strategy to 2015" plan is to improve the capacity of our distributors and to ensure that both sides work together to ensure that new products are sold and stock is absorbed properly. We have taken the following three measures: firstly, to ensure that the products sold are digested by the market in any case; secondly, to nurture the distributors, helping them to understand the new products and sales strategies and to guide the consumers through them; and thirdly, the KPI's: we have a contract with the distributors that stipulates that a certain number and percentage of the new products must be sold within three months, after which they will be cleared for sale in the factory shops (outlet shops) for sale. We manage this process carefully to ensure that no unreasonable stock is created.

Zhuge Changqing: Helping dealers learn to market and make money quickly is the first element.

    Q: How do you open new shops in Tier 4 and 6 cities while maintaining sales growth in shops in Tier 1 cities? What are your plans for emerging cities?

    A: According to research, two-thirds of commercial growth in the next five years will be concentrated in Tier 4 and 6 cities. We plan to open 2,500 shops in the next three years. Business will be expanded with distributors in order of priority through cities, from north to south and west to east. Growth and business expansion will be achieved by offering Adidas products to consumers through the Originals and NEO brands of the sports fashion line.

    The key factor in the rejuvenation of the Adidas brand depends on maintaining a balance between growth in Tier 1 and Tier 2 cities and Tier 4 and 6 cities to achieve a synchronised growth trend. China is like two worlds, with fierce competition in Tier 1 and Tier 2 cities almost in sync with the rest of the global market, with very discerning consumers and more choice. Therefore, we must maintain a high level of competitiveness to operate our brands. However, in Tier 4 to Tier 6 cities, it is more of an emerging market where consumers are not brand conscious enough and have little spending power, and it is a huge test to get them to accept the Adidas brand at an affordable price and be willing to pay a premium for the brand.

    In the implementation process, we focused on how to make the shops more attractive in the first tier cities, attracting sellers to visit and buy. How can we bring energy and innovation to our products and passion to our brands? As long as consumers in Tier 1 cities remain enthusiastic about buying the products, we can maintain our leadership position, and this is the most essential guarantee for new shop openings. For example, we have opened brand centres in Sanlitun in Beijing and Huaihai Zhong Road in Shanghai, where the shops are large and have a full range of products, including all Originals, NEO and others. We have opened smaller brand centres in other cities, such as Chengdu and Wuhan. We believe that through these types of brand centres, people are able to feel and experience the brand and help us to be in a leadership position. And in Tier 4 and 6 cities, we plan to open 1,000 shops this year, almost three a day. This requires excellent process control skills, including choosing locations, decorating shops and displaying the right products to customers in the best possible image.

    Q: How do you gain speed and flexibility within the organisation?

    A: Opportunities are fleeting and we must emphasise speed; challenges are ever-present and we need to be more flexible. And in the eyes of our dealers, these two capabilities are our greatest competitive advantages that set us apart from our competitors. Over the past two years, our team has been in a constant process of self-transformation to increase our speed and flexibility, helping us to improve our capabilities by attracting talent from other industries, drawing knowledge and experience from other markets around the world, and sharing best practices. In any case, in the ever-changing Chinese market, it is the fittest that will survive.

   The secret of 'crossing borders' in the workplace

    I have had the privilege of working in six industries: banking, credit cards, airlines, mobile phones, music and Adidas. When it comes to how managers can successfully transition between industries, I'm a bit lucky and opportunistic. But the common denominator is that all industries involve facing and understanding consumers, uncovering needs, developing products and services, and ultimately meeting them. The experience in different industries will be invaluable and I even bring my marketing experience in music and mobile phones to Adidas. Even at Adidas, I have worked in the Taiwan and Hong Kong markets. Hong Kong is a very diverse and mature market with many retailers competing fiercely for expensive rents, and the lessons learned from that are very relevant to the first and second tier cities on the mainland. In Taiwan, on the other hand, it is more of an emerging market that is in need of development.

    China has changed in 10 years as much as Europe has changed in 30. In any industry, there are both opportunities and challenges. Managers cannot afford to be stagnant and refuse to change and adapt. Where does upgrading come from? It requires a broader perspective, diversified thinking and a superb ability to learn. Changes in the industry require us to keep up with the times and change ourselves, and managers must always be in a position to learn and adapt quickly. Don't be bound by past experience, but embrace the challenge with courage.   (Assistant reporter for Fortune Chinese: Yang Huining)

Adidas (Adidas)

Headquarters: Herzogenaurach, Germany

Sales revenue: €12 billion

    The Adidas Group is a global leader in the sporting goods industry with a range of core branded products such as Adidas, Reebok, TaylorMade, Lobos, Reebok-CCM Hockey, etc. For more than 80 years, the company has been accompanying the development of global sports with first-class sports shoes, sportswear and sports accessories. Today, the Group is a global leader in sporting goods, offering a wide range and portfolio of products. Adidas products are available in almost all countries around the world and its strategy is to continue to enhance its brands and products to improve its competitive advantage and financial performance.

市场营销成绩，来自战略规划是否成功。胸怀天下，你才会战无不胜。

                  ------ 诸葛长青

   一杯茶，可以品味古今天下。

   一本书，可以燃烧思维火花。

   一个故事，可以引发许多思考。

   伴着和煦的春风，诸葛长青翻阅《财富》杂志社赠送的最近几期《财富》杂志，在浏览天下企业家的故事之中，思考中外文化的融合、创新与发展。

   今日社会，中国文化和国外文化交相辉映，构成了新的商业文化。

   我国古代春秋时的范蠡，因为善于经商、因为善于治国、因为善于谋略，被追封为中国的文财神。

   放眼天下，今日中国的企业家们也开始了新一轮财神的行动。

   那么，谁会成为当今社会的新的文财神呢？

    把这个答案留给未来吧。

   在第二期《财富》杂志上，诸葛长青看到了阿迪达斯大中华区董事总经理高嘉礼畅谈阿迪达斯如何重回快车道，读完之后，深感其谋略深远。

    今日中国企业家，要学会“国内营销方法+国外营销方法”融会贯通，形成新的营销技巧，进而行销全国、行销世界。愿更多的企业家为中国的崛起贡献智慧和力量。

    与有缘者分享《财富》文章《重回快车道的秘密》----

   在中国市场激烈的竞争中，还有什么比扭转败局更令人兴奋和激动呢？过去两年间，阿迪达斯在中国被本土竞争对手超越，之后又迅速反超对手并重回快车道的经历，无疑成了商界的经典一幕。为此，本刊记者王亦丁最近采访了阿迪达斯大中华区董事总经理高嘉礼。在此次访谈中，他谈论了公司是如何通过独特的变革创新应对这些挑战的。他解释说，“过去，阿迪达斯的经销商都是各自为战，单打独斗，缺乏长期从事事业的信心。阿迪达斯需要重新构建与经销商的合作伙伴关系——携手并进、共赢的商业模式。”所以，阿迪达斯在公司内部发起了一场全方位的“共赢”项目，改变过去将产品卖给经销商即万事大吉的传统做法。为此，公司成立了专门的团队，帮助经销商真正实现消费者的最终购买。这个项目的核心目的是：解决中国体育行业普遍面临的困境——库存积压过多，销售终端缺少动力的恶性循环。

    阿迪达斯建立了全新的内部管理数据库系统，共享经销商终端的销售数据，通过详细的数据分析规划产品、分配渠道、制定不同区域的销售决策，甚至改变了团队和经销商的考核指标，规定经销商在一个月、三个月内卖出新货的百分比。这些措施极大地提升了终端的效率。2011年前九个月，阿迪达斯在中国创造了28%的高速增长（行业平均增长速度为13%）。2011年，它发布了“通向2015战略”规划，以“全倾全力”的品牌形象重新启航。

    这场商业变革背后的掌舵者正是马来西亚人高嘉礼。他鼓励员工将创新和激情融入工作之中，以旺盛的热情和孜孜不倦的态度拥抱变革。“固步自封意味着停滞不前。”他说。高嘉礼浑身散发着活力，谈话间却不时闪现“老将”缜密的思维与深刻的商业运作见解。在加入阿迪达斯之前，他曾经辗转于香港、澳大利亚和台湾的六个不同行业，拥有丰富的“跨界”管理经验。以下是访谈摘录。

    《财富》（中文版）问：2010年，阿迪达斯在中国市场改变了过去两年的低迷状况，关键的原因是什么？

    高嘉礼答：2010年，我们在中国市场全面启动了“通向2015战略”——到2015年，确保阿迪达斯成为体育市场的领先品牌。基于此，我们对中国市场进行了深入的调查，包括体育产业的行业规模、市场份额，以及到2015年的市场潜力。关键在于，我们对消费者进行行为分析，了解购买意愿，发现购买兴趣，剖析影响购买的决定因素等。这些研究决定阿迪未来的销售目标和对渠道的分配，从而影响未来的收入。

     诸葛长青：“通向2015战略”——使得阿迪达斯思路清晰，奋勇前进，战无不胜。

    为了实现目标，我们规划了增长策略。

   首先是赢下大城市，确保我们在一线市场的份额，采取措施与竞争对手争夺消费者；

   策略二，占领四至六线新兴市场，虽然阿迪达斯没有布局于此，但那里潜力无穷；

   策略三，把握细分市场的机会，如何做出细分专卖店（如女性专卖店，儿童或者篮球专卖店）的特色，将决定我们能否赢下一线市场；

   最后的增长策略是：把握生活方式转变带来的机会。年轻消费者的生活习惯正变得越来越时尚，我们潜心打造了两个品牌，为他们服务。以Originals为例，我们希望这个品牌能在一至三线市场快速增长。打造NEO品牌，是为了占领运动时尚系列的细分市场，以更具有竞争力的价格服务四至六线市场的消费者。

    问：如何让员工的能力能够匹配“通向2015战略”？

    答：策略执行中首当其冲的挑战，是如何与员工沟通，让每个人有共同的目标和行动指南；以及如何与我们的经销商沟通，让他们理解我们的所作所为，跟随我们的市场策略进行转变。

    在公司内部，我们推动了七种能力建设。举个例子，我们改变了过去将中国视为整体的“一刀切”政策，大力拓展地区办公室。2011年4月，在成都增设了西区总部。由此，中国大陆划分为四个区域（华北、华东、华西、华南+香港），由四位区域总经理掌管。希望上述“地区化扩张”的举措能更加贴近消费者、分销商和市场，在最合适的时间，通过我们的渠道，为经销商和消费者提供最好的产品。

    诸葛长青：阿迪达斯凝聚人心、细分市场、联合经销商、提升品牌，使得他们迅速有了大的影响力。

    另外一个措施是让品牌重现辉煌，将生活和激情融入阿迪达斯的品牌。自从2008年奥运会之后，我们的品牌略显沉默。经历了金融危机，我们希望让品牌重现生机。在2011年三、四月间，我们启动了“全倾全力”项目，让品牌重现生机，与消费者的关联度更紧密。

    此外，提升“科学产品类别规划”的管理能力。每天，我们都收集全国各地的消费者数据，将其统计入数据库，并进行趋势分析，为经销商提供建议，包括采购商品和店铺陈列等。例如，北方冬季较早，10月份可能就要售卖冬季夹克，而在广州和深圳可能要到12月份。因此，我们在销售数据趋势分析的基础之上决定产品规划、渠道分配和店铺陈列。

    另一方面，我们重新构建了组织架构，与经销商建立商业合作伙伴关系（包括百丽和宝胜），将他们的生意融入我们的运营体系之中，共同研究消费者的购买行为和购买意愿，同时为经销商提供培训，保证其库存最优化，实现更好的利润，确保专卖店处在最佳的运营状态之中。

  问：能否详细谈谈如何利用数据库管理来支持经销商，提升渠道的能力？

    答：金融危机之后，消费者开始缩减开支，这段经历让我们的商业运作和管理团队感受深刻。我们前所未有地意识到，了解经销商、深入市场，开拓思路是至关重要的。必须与经销商并肩作战，确保为消费者提供最优的产品和最好的服务。换言之，我们90%的业务都是通过经销商的渠道促成的，只有10%来自于自营店。将经销商的业务纳入我们的业务体系，双方携手共进，才能创造更多的价值。

    例如，在开店选址上，过去经销商开店时，通常是根据自己原有的商业资源决定选址等事宜。现在，根据阿迪达斯对中国市场的整体规划，利用公司内部在“选址开店”方面积累的经验，结合2010年政府人口普查数据，我们建立了开设店铺的市场优先次序，考察当地的政府规划（学校、政府办公区、商业区等），帮助经销商选择最合适的地址开店，确保店面更健康地发展，经销商更长期的商业规划得以实施。

     诸葛长青：阿迪达斯善于选好的位置，好位置很重要，直接迎接大批客户。

    谈到数据库，我们正在努力提升分析销售数据的能力，以此确定未来的市场投放。对合作双方而言，我们更擅长通过数据库管理改善运营、优化库存和提升生产率，据此选择更合适的产品投放市场，从而实现各方共赢。无论如何，我们不是市场中单打独斗的英雄，经销商的成功也是我们的成功。

    问：如何消化库存？似乎打折与上新品总是很难平衡。

    答：必须承认，在2008年奥运会期间，所有的人都很狂热，我们这个行业通常是提前六个月上货。但2008年8月份奥运会前我们已经将2009年1月份的产品上货。奥运会结束之后，10月份金融危机突然爆发，进入市场的产品遇到积压，市场上出现了不健康的库存。这不是阿迪达斯一家面临的困难，全行业都是如此。我们随即采取措施，收回过度供应的产品。2010年，我们再次决定帮助经销商减少积压，清理库存。

    为了确保健康的库存，我们必须要比市场跑得更快。消化库存的最直接方法，是拉动消费者购买。为此，我们制定了具体的销售目标，并且纳入KPI（关键绩效指标）考核数据，现有店铺的销售增长加上新开店铺的销售增长，共同组成销售增长目标，即由消费者购买所产生的实际销售增长，而不是向经销商铺货所产生的增长。这是最重要的考核指标。快速增长是所有品牌的目标，但消费者实际购买的数量、频率是巨大的挑战，这是决定库存是否健康的重要依据。可喜的是，2010年新产品上市之后，凭借阿迪达斯强势品牌的营销，消费者正越来越多地回来购买我们的产品。

    问：如何让经销商的节奏与阿迪达斯同步？

    答：市场上有许多对阿迪达斯高质量品牌心存渴望的消费者。在“通向2015战略”规划中，主要的任务是提升经销商的能力，确保双方共同努力，保证新产品销售和库存消化的正常运转。我们采取了如下三个措施：首先，无论如何确保销售的商品能够被市场消化；其次，培育经销商，帮助他们了解新产品的知识和销售的策略，通过他们引导消费者；再次，是KPI。我们与经销商在合同中规定，必须在三个月内销售完一定数量和比例的新品，三个月之后，这些产品将会被清仓至工厂店（奥特莱斯）销售。我们谨慎地管理这个流程，确保不产生不合理的库存。

诸葛长青：帮助经销商学会营销、迅速赚钱是第一要素。

    问：如何在四、六线城市开新店的同时保持一类城市店面的销售增长？你们在新兴城市的规划是什么？

    答：根据研究，未来五年，三分之二的商业增长集中在四、六线城市。我们计划在未来三年内开设2,500家店面。将按照从北往南、从西往东的顺序，通过城市的优先次序排列，与经销商一起共同拓展业务。通过运动时尚系列的Originals、NEO品牌为消费者提供阿迪达斯产品，实现增长和业务的扩张。

    阿迪达斯品牌重现活力的关键因素，取决于如何在一线、二线城市与四、六线城市的增长中保持平衡，实现同步的增长趋势。中国就像是两个世界，一线、二线城市中几乎与全球其他市场同步，竞争激烈，消费者很挑剔，选择更多。因此，我们必须保持高水平的竞争能力来运作品牌。然而，在四到六线城市，它更像是新兴市场，消费者品牌意识不够，消费能力不强，如何让他们以可以承受的价格接受阿迪达斯品牌，并愿意为品牌付出溢价，是巨大的考验。

    在具体的执行过程中，我们在一线城市聚焦于如何让专卖店更具吸引力，吸引销售者光顾并且购买。如何将活力与创新融入产品，同时将激情注入品牌？只要一线城市的消费者保持购买产品的热情，我们就能保持领导的位置，而这也是新开店最基本的保证。举例来说，我们已经在北京三里屯和上海淮海中路开了品牌中心，那里店面规模大，品类齐全，包括全部Originals、NEO及其他的产品。我们已经在其他城市开设较小规模的品牌中心，如成都、武汉。我们相信，通过这类品牌中心，人们能够感受并体验品牌，帮助我们处于领导地位。而在四、六线城市，我们计划今年开设1,000家店面，差不多每天三家。这需要优秀的流程管控能力，包括选择位置、装修店铺，将合适的产品以最好的形象陈列给顾客。

    问：如何在组织内部赢得速度和灵活性？

    答：机会稍纵即逝，我们必须强调速度；挑战无时无刻不在，我们需要更加灵活。而在经销商眼中，这两种能力正是我们区别于竞争对手的最大竞争优势。过去两年间，我们的团队处在不断提升速度和灵活性的自我变革之中，通过从其他行业吸引人才，从全球其他市场吸取知识和经验，进行最佳实践的分享，帮助我们提升能力。无论如何，在瞬息万变的中国市场，将会是与时俱进的适者能生存。

   职场“跨界”的秘密

    我有幸在六个行业工作过：银行、信用卡、航空、移动电话、音乐和阿迪达斯。谈到经理人如何成功地在不同行业之间转型，我有点幸运和机会的成分。但共同之处在于，所有行业都要面对、了解消费者，挖掘需求，发展产品和服务，最终满足需求。不同行业的经历都将是宝贵的财富，我甚至将音乐和移动电话的市场经验带入阿迪达斯。即使在阿迪达斯，我也曾经在台湾和香港市场工作。香港是非常多元且成熟的市场，众多零售商激烈竞争，租金昂贵，其中的经验对于内地的一、二线城市很有借鉴意义。而在台湾，则更像是亟待发展中的新兴市场。

    中国10年间的变化相当于欧洲30年的变化。不论任何行业，都是机会与挑战并存。经理人不能固步自封，拒绝变化和调整。提升从何而来？这要求我们有更开阔的视野、多元化的思维和超强的学习能力。行业的变化要求我们与时俱进，自我变革，经理人必须始终处于快速学习和调整之中。不要被过去的经验束缚，而是勇敢地拥抱挑战。   (财富中文网助理记者：杨惠宁)

阿迪达斯公司（Adidas）

总部：德国黑措根奥拉赫

销售收入：120亿欧元

    阿迪达斯集团是全球体育用品行业的领军企业，拥有一系列核心品牌产品，如阿迪达斯、锐步、泰勒梅、乐步、Reebok-CCM Hockey等。80多年来，公司一直伴随全球体育事业的发展提供一流的运动鞋、运动服装和运动配件。如今，集团已经成为全球体育用品的领导者，提供广泛的产品和组合。阿迪达斯产品几乎遍布全球所有国家，其战略是继续增强品牌和产品，提高竞争优势和财务表现。

What are the acts of abstaining from killing and releasing

 戒杀与放生的行为包括哪些

 1. Do not kill a living being with your own hands.

　　2. Do not abet others to kill.

　　3. Do not help others to kill.

　　4. Abstain from eating meat.

　　5. Do not engage in trades related to killing.

　　6、Whenever there is worship, regardless of what is being worshipped, use vegetarian dishes, flowers and fruit, not animal gifts.

　　7. If you see someone killing a human being, you should discourage them or buy the animal to be slaughtered with money and release it. If this does not work, or if the person does not sell the animal, then you should have compassion for the slaughtered animal, and even better if you can recite the Buddha's name or mantra for it.

　　8. Do not abuse the animal.

　　9、Other actions that are contrary to killing.

　　10. Abstain from killing and releasing animals yourself, and advise others to do the same. 

   1、不亲手杀生。

　　2、不教唆别人杀生。

　　3、不帮助别人杀生。

　　4、戒除肉食。

　　5、不从事与杀生有关的行业。

　　6、凡有祭拜，不管拜的是什么，一律用素菜、鲜花、水果，不用牲礼。

　　7、见人杀生，应加劝阻，或用钱将临宰之动物买而放之。若劝阻无效，或他不卖，则应对被杀之动物起同情心，若能为它念佛号或往生咒更好。

　　8、不虐待动物。

　　9、其他与杀生行为相反之行为。

　　10、自己戒杀放生，也劝别人戒杀放生。 

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

Click the article title to view

往期精选文章

点击文章标题查看

1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向