sportFACHHANDEL 08_2018 Leseprobe

18 | COVER STORY | Brands vs. Retail 8.2018
We do not
notice that the
really big sports
goods producers
have changed their
strategies in any
manner, due to the
amalgamation of
retailers.«
Matthias Wanner,
Head of Sales Lowa
grown over years will almost inevitably fall by the
wayside. At the same time, even much smaller
providers copy these strategies. Nowadays, there is a
myriad of flagship stores and own online platforms.
At first, the producers rejected the objections of the
retailers with the argument that, in the end, the own
retail activities would strengthen the brand in total
and thus, also the retailers. However, they often
omitted that the specialist retail has to cope with
less customers, not least, due to this development.
Frequently, the persons in charge mention another
point in this respect, at least off the record: for retail
formats such as Amazon in the online business
or Décathlon in stationary trade, ultimately, it
does not count which brands generate the sales.
The main target is that the goods are sold quickly
and most brands are indeed interchangeable,
according to this philosophy. Both German retailer
associations of the sports sector, Sport 2000 and
Intersport, have to put up with the reproach to act
this way as well. They are accused to have damaged
the image of many brand products by creating their
own brands. The Intersport own brand, McKinley
for example, is by far the strongest outdoor brand of
the retailer association.
With the aim to stay on eye level with the sports
groups, the traders are increasingly establishing
large conglomerates as well. The latest example for
it is the strategic partnership between Intersport
and the Signa Sports Group. The objective of the
cooperation is, on the one hand, to act together
on the purchase market and, on the other hand, to
bundle the purchasing volumes, in order to achieve
better conditions from the providers.
Ultimately, the sports shops cannot (not yet) survive
without the big brands, since the demand and the
expectations of the customers are too high. On the
long term, the question is, however, whether the
established cooperative relationships between the
medium-sized providers and the sports retailers
will not be destroyed in the squabbling between the
big players from industry as well as trade.
Jan Lorch, Head of Sales, Vaude, for example,
considers the concentration process on both sides
as “categorically negative development”, since
it strengthens the negotiating power of the big
retail customers. "We notice more pressure on the
conditions and services which we have to provide",
he reports. Otto Leodolter, CEO of Löffler, is also
familiar with this problem, "The concentration on
fewer brands results in more competition. Brands
such as Löffler have to pay attention to all distribution
channels – even more than before. Furthermore,
we have to demonstrate great commitment
in all areas. It is not enough anymore
>>>
The strongest outdoor brand in the buying group: McKinley
secures the margins for many Intersport members
PHOTOS: WWW.BOPICTURE.DE, LOWA