18 | COVER STORY | Brands vs. Retail 8.<strong>2018</strong> 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
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