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The Rise, Fall and Return of Li-Ning

Ian Mackenzie|Máté Deutsch|Peter Koczerzat|Matthew Russell-Cheung
Academy of Asian Business (AAB)|2016.12|Academy of Asian Business Review|제2권 제2호|pp. 53-86|DOI 10.26816/aabr.2.2.201612.53

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SportswearFootwearBrand positioningLi-NingAsian businessAsian consumer

초록

The purpose of this study is to analyse the factors that contributed to the rise, fall and return of Li-Ning in the Chinese sportswear and footwear market. The history of Li-Ning can be segmented into three main periods: its steady rise from humble beginnings from 1990 to 2008, its astronomical success experienced from 2008 to 2010 and its journey from demise to break even from 2011 to 2015. The second period, 2008 to 2010, serves as a lens to examining the strategic importance of brand positioning and innovative ‘guerrilla’ or ‘ambush’ marketing tactics to assert dominance in a highly competitive industry. These success factors illustrate that a company might not have the same budgets or international reach of incumbents, but it can capture attention and value through alternative methods. This practice can be adopted by smaller firms or startups battling incumbents for market share in different industries and countries. The third and most recent period, from 2012 to 2015, serves as a study in the importance of pragmatic, incremental brand repositioning and market consolidation. These two factors form the basis of our key takeaways from Li-Ning’s story. In addition, we will be analyzing the current 2016 market landscape and international/domestic competitors to form the basis of our recommendations to Li-Ning to bring it back to success.

Abstract

The purpose of this study is to analyse the factors that contributed to the rise, fall and return of Li-Ning in the Chinese sportswear and footwear market. The history of Li-Ning can be segmented into three main periods: its steady rise from humble beginnings from 1990 to 2008, its astronomical success experienced from 2008 to 2010 and its journey from demise to break even from 2011 to 2015. The second period, 2008 to 2010, serves as a lens to examining the strategic importance of brand positioning and innovative ‘guerrilla’ or ‘ambush’ marketing tactics to assert dominance in a highly competitive industry. These success factors illustrate that a company might not have the same budgets or international reach of incumbents, but it can capture attention and value through alternative methods. This practice can be adopted by smaller firms or startups battling incumbents for market share in different industries and countries. The third and most recent period, from 2012 to 2015, serves as a study in the importance of pragmatic, incremental brand repositioning and market consolidation. These two factors form the basis of our key takeaways from Li-Ning’s story. In addition, we will be analyzing the current 2016 market landscape and international/domestic competitors to form the basis of our recommendations to Li-Ning to bring it back to success.

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