周末看《經濟學人》 (The Economist) 報導中國本土球鞋品牌 (ANTA) 面臨的品牌困境跟因應之道

對我來說，要從無到有生出一篇這樣的英文分析並不容易

但如果把思路先用英文架構好，完成門檻就會比較低
就是做小抄的概念XD

分成四塊，先把主要觀點拉出來

首先我把文章內容重組，如圖一

Customer Base (顧客背景)
Competitors (競爭者)
Dilemma (困境)
What to do (因應之道)

每個觀點底下都會有對應 supporting details (支持細節) 或是 examples (範例)

照這個 Flow (流程)，我把經濟學人這篇文章重寫一段英文 Summary

🎈 Most ANTA customers lived in medium-sized cities as the company expanded stores there. And this results in customers comprising mostly the less well-off groups.
大部分 ANTA 的消費者住在 ANTA 實體店展店的中型城市。所以大部份消費者並不是特別富裕的族群

🎈 The competitors of ANTA are NIKE and Adidas, with their loyal advocates claiming both have greater brand appeal than ANTA.
ANTA 的競爭者是 Nike 跟 Adidas。這兩個牌子的忠誠擁護者覺得 Nike 跟 Adidas 的品牌吸引力比 ANTA 強

🎈 While stores of Nike and Adidas are mostly concentrated in tier 1 cities, they could approach customers with stronger purchasing power.
Nike 跟 Adidas 實體店都集中在一線城市，他們可以接觸到比較有消費力的客人

🎈 In general, customers have the perception that ANTA lacks the cool factor, and they are willing to pay more for international brands than for ANTA. This blocks ANTA from creating a premium brand image.
普遍來說，消費者覺得 ANTA「不夠酷」，也不願意花跟他們買國際品牌球鞋一樣多的錢來買 ANTA 的鞋子。這讓 ANTA 無法創造一個高級的品牌形象

🎈 In order to resolve the dilemma, ANTA has aimed to turn from an affordable brand to a desirable one.
為了解決這個困境，ANTA 決定要從一個「買得起」的牌子轉成「令人渴望」的牌子

They have acquired European sportswear brands and expect to shift consumer perceptions with brand synergy.
他們併購了兩間歐洲的運動衣品牌，期待可以透過品牌綜效來轉換客戶對品牌的印象

接著我用同樣的架構分析台灣的阿瘦皮鞋

阿瘦皮鞋在幾年前面臨營收下降，客戶流失的危機，所以開始數位轉型

我從《商周》、《數位時代》等等收集相關資料，轉成英文，整理如圖二

接著一樣照著這個小抄開始寫英文分析XD

🔑 Women above 40 make up the majority of A.S.O’s customer base.
阿瘦主要客戶組成是年過四十的女性

🔑 They are mostly well-off with stronger purchasing power. The average basket size from this group is over 5,000 NTD.
她們大部分經濟能力好且消費力強。這個族群平均客單超過5000塊

🔑 A.S.O shops started to suffer sales decline from 2014 as they encountered competition from Ecommerce platforms. The retention rate of loyal customers also dropped, which was a warning sign for a consumer brand.
阿瘦2014年開始面臨業績下滑，因為電商平台崛起競爭。忠誠客戶的留存率也下滑，這對消費品牌來說是一個警訊

🔑 Yet the impact was a turning point for A.S.O to shift from a retail brand to a service brand.
但是阿瘦把這個衝擊當成轉折機會，品牌從零售商轉成服務商

🔑 A.S.O invested in an internal AI system and spent a year conducting sales training courses for all sales clerks.
阿瘦投資了一個內部人工智慧系統，並且花一年時間舉辦訓練課程給門市店員

🔑 Now customers are not just buying shoes in shops, but to go on a journey to acquire knowledge around their own walking habits and the shoes that fit them best.
現在客戶在店裡不只是買鞋子，而是可以在店裡探索有關他們自身走路習慣的知識還有他們最適合哪類型的鞋

🔑 A.S.O is also making the best use of their customer data. For instance, they are developing individualized foot health plans with measurement data collected from shoe pads. Then A.S.O could further provide shoe pads adjustments or even customized shoes services.
阿瘦同時也在好好利用顧客資料。舉例來說，他們正在從鞋墊上收集的測量數據發展從個人足部健康計畫。這樣可以進一步提供鞋墊調整，甚至客製化鞋子的服務

心得：

可能有先列好重點
寫的時候真的有感覺比想像中速度更快～

今天先分享到這裡囉！