李宁为何不敌耐克和阿迪

Li-Ning grew from 3,373 outlets at the end of 2005 to 6,245 outlets three years later, including new stores in cities with Olympic venues. Although revenues jumped 54 per cent in 2008, moving Li-Ning ahead of Adidas, the latter had overtaken again by 2010.
李宁公司在2005年末有3373家门店，三年后发展到6245家门店，包括在奥运项目举办城市开设的新门店。尽管李宁公司在2008年收入飙升54%、从而超过了阿迪达斯，但后者到了2010年又再次领先于李宁公司。

Inflation and slower economic growth began to affect consumer sentiment and in 2011 growth in sportswear overall fell to 13 per cent from 20 per cent in 2010. Sales revenues in 2011 for Nike, Adidas and Li-Ning respectively were about $2bn, $1.7bn and $1.4bn. In the first half of 2012, Nike and Adidas had rising sales, whereas Li-Ning experienced declines .
通胀和经济增长放缓开始影响消费者信心。2011年，运动服装销售的整体增长从2010年的20%降至13%。耐克、阿迪达斯和李宁公司在2011年的销售收入分别为20亿、17亿和14亿美元。2012年上半年，耐克和阿迪达斯销售增长，而李宁公司销售下滑。

The lessons
教训 Li NIng failed to adapt as the market developed, and the positioning confused consumers. Its logo and slogans were too similar to competitors’, which led consumers to think it was an imitator.
李宁公司未能适应市场的发展，其定位让消费者困惑。该公司的标识和广告语与竞争对手过于相似，这让消费者认为它是一个模仿者。

Brands must know their audience and innovate constantly to match consumers’ changing tastes. A brand that raises prices must make a corresponding increase in quality.
品牌公司必须了解自己的受众，不断创新以迎合消费者不断变化的品味。一个品牌要想提价，必须相应提高其品质。

The writers are, respectively, dean and vice-president, a former research assistant, and a visiting researcher at Ceibs
本文作者分别是中欧国际工商学院(CEIBS)副院长兼教务长、前研究助理和客座研究员