我們認(rèn)為耐克當(dāng)前在中國(guó)的定價(jià)策略令業(yè)務(wù)無法打入二三線城市，國(guó)內(nèi)品牌卻在這些城市積極擴(kuò)張。在本報(bào)告中，我們考慮耐克會(huì)否針對(duì)二三線城市推出價(jià)位較低的鞋類產(chǎn)品，以及該舉措對(duì)中國(guó)運(yùn)動(dòng)服飾業(yè)的潛在影響。

   　　 獨(dú)有模型評(píng)估消化成本降幅的能力。

After discussing with manufacturers, we created a unique value chain model to examine the ability of the value chain to absorb cost.

Our conclusion is that Nike has the ability to set the price of footwear at a competitive 300 yuan / double.

We also cited two examples of successful penetration of both companies into high-end and low-end markets.

Short term effects: the average selling price of domestic brands will be the most affected.

We believe that if Nike decides to sell low priced products in China, the average high priced domestic brands, such as Kappa and Lining, will be most affected in the short term, because some consumers in the two or three tier cities may choose Nike instead.

   　　 中長(zhǎng)期影響：國(guó)產(chǎn)中小品牌恐遭打擊。

We believe that if Nike can successfully penetrate into the two or three tier cities, some domestic brands with general brand image will be squeezed out of the market.

We believe that the annual sales budget of 350 million -5 billion of small and medium-sized brands is unlikely to compete with Nike, Lining and Anta in the whole country (these companies spend more than 1 billion yuan a year in marketing costs).

Although we may suffer a heavy blow in the short term, we believe that the domestic brands with considerable marketing budget should be able to resist Nike, which is "the lowest" market. Anta is still our first choice in the industry.