Study On Marketing Strategies Of The "Lining Revival Plan Under The Background Of Change"

Facing the white-hot competition, the present situation of sports goods industry in our country has been overwhelmingly negative since 2012. Most homegrown brands are all in the gravest stage. Inventory issue as the most serious problem leads to the close of many flagship stores, which for sure brings transformation and upgrading of this industry.Lining, one of local Chinese brands, rebranded itself which had been brewing for a long time in 2010, including repositioning, changing its logo and slogan into a brand-new one "Make the change", heading on a "post-90" track and aiming young customers as the target. However, all these measures cause consequences. The company formally put forward an overall blueprint of transformation in July,2012 to readjust its strategies and tactics.Through the investigation of Lining’s marketing strategy during its Renaissance change period, this thesis provides suggestions for future development tactics of the company, by fully using PEST and SWOT strategic analysis methods, overall considering the company’s interior as well as exterior survival environment, thoroughly studying the five most important marketing strategies adopted in the transforming plan, completely analyzing the company’s financial data to test and verify its implementation effect of the Renaissance change plan and find out the internal reasons for its failures.I come to conclusion that there are both advantages and disadvantages in Lining’s internal and external strategic environment. First of all, the external environment is still restricted by the whole backdrop of sports goods industry, though supported and guaranteed by some related policies and the improvement of people’s consumption level. Second, there are a serials of problems such as vague brand positioning, excessive brand extension, lack of specific characters and flawed management. The key marketing strategies all deal with the company’s current disadvantages of internal development, but achieve little effects. After implementing the Renaissance change plan, both the short-term and the long-term solvency, operational and profit capabilities are better than before but not obvious enough. Only the inventory overturn ratio is keeping going down. The lag of products and marketing strategies affects the sales of new products which leads to inventory. Before and after the Renaissance change plan, both the advantages and the chances the company faces are apparently increasing but its disadvantages and threats are not diminished. So whether the plan will succeed is still questionable.