經(jīng)融危機(jī)縮短了國內(nèi)鞋業(yè)品牌與國際品牌的距離，國際很多鞋業(yè)品牌搖搖欲墜，讓鞋商看到了這其中的機(jī)遇，也因此收購風(fēng)潮被推到風(fēng)口浪尖上形成了一股熱流。有業(yè)內(nèi)人士分析國內(nèi)鞋企并購國際鞋業(yè)品牌，這將成為中國鞋業(yè)走向成熟的一個(gè)明證。甚至有人認(rèn)為，實(shí)現(xiàn)了品牌向上走的鞋企在這一股收購熱潮下，將拉響對(duì)外擴(kuò)張品牌反擊的號(hào)角。

At the early stage of the shoe brand acquisition, no matter from R & D, technology, brand, channel network to brand operation, many domestic shoe companies are still in the growth stage, and the realization of mature and perfect international operation is only a night talk.

Although many small and medium sized shoe enterprises are developing rapidly, although they occupy a favorable position in production and production capacity, brand building is still short board, and the accumulation of brand culture is also limited.

However, with the Chinese market becoming the world's largest market, many domestic shoe enterprises are growing faster. From the pursuit of simple sales volume to the breakthrough of brand to the current M & a boom, it has been proved that Chinese shoemaking enterprises have entered the era of brand marketing.

In October 2009, Anta spent HK $600 million to acquire FILA brand in mainland China, Hongkong and Macao, and seize the development potential of China's high-end sporting goods market.

The FILA brand will not only bring Anta new business growth point, but also complement the Anta local brand that is attacking the mass market.

Ding Shizhong, chairman and chief executive of Anta sports, has also said that he will make a solid foundation for the acquisition of FILA brand so as to benefit Anta's long-term development.

Obviously, Anta's acquisition of FILA brand is based on the environment of the international industry, relying on mature brand operation experience.

After the completion of the FILA brand redevelopment in China, Anta will be selected as a distributor in the high-end consumer market and plans to open up a new branch. It plans to have 200 FILA stores by the end of 2010.

This will further enrich Anta's brand connotation and consolidate Anta's leading position in China's sporting goods industry.

　　編者按：同樣，品牌收購不是單純的資本運(yùn)作，一個(gè)企業(yè)的收購能力不僅包括前期的收購成本，更重要的是收購之后的品牌運(yùn)作中的持續(xù)性投入以及企業(yè)文化的融合，企業(yè)運(yùn)營各個(gè)層面的有效的支撐。另外收購占用的企業(yè)大量資金和精力，極有可能消弱在行業(yè)競爭中的優(yōu)勢(shì)地位。早前阿迪達(dá)斯穩(wěn)穩(wěn)占據(jù)了運(yùn)動(dòng)品牌的第一位置，但在阿迪以天價(jià)收購了美國品牌銳步后，卻因消化不良，給競爭對(duì)手耐克可乘之機(jī)，耐克趁機(jī)將產(chǎn)品線擴(kuò)展到了更多運(yùn)動(dòng)領(lǐng)域。這例子也證實(shí)了品牌收購后，企業(yè)消化、吸收融合的艱難。因此，在品牌收購鞋企需要保持冷靜的頭腦，更多去分析背后的不可行因素，三思而行，才會(huì)在品牌之路上走的更遠(yuǎn)。