361 Degree President, Ding Wu: A Moderate Innovator.

In today's thinking of the whole people, as a traditional enterprise manager, Ding Wu has already been very clear that he and his team will soon face "the second venture", which is more challenging than any previous change of the enterprise he led.

Though the future is uncertain, he is well prepared.

First of all, Ding Wu decided to start a brainstorming first among the management of the company. Once the dull atmosphere was changed, the company's senior work report would be changed into a strategic planning meeting, so that each company's top executives would have to plan for a period of three to five years.

Although he knows that such brainstorming is most likely to become a "retreat" without any value, it can expand the thinking boundary of executives in a short time.

"Equivalent to forcing us to think about the future of the company," he thought before. "Now we all need to think about it. In fact, we will form a consensus in the process of rearguing."

361 degree, a manager told reporters.

In recent years, Ding Wu has been tackling all kinds of problems faced by 361 degree.

In order to change the channel, he has adjusted, optimized and upgraded the national stores, followed by the use of the Internet or other means to establish a variety of commodity circulation channels to solve inventory problems.

At present, the most important thing is to strengthen the construction of retail channels, enhance the professionalism of the sports brand products, and attract them to the more purchasing power of the new urban class.

He believes that if there is no change, the negative factors currently existing in the company are likely to swallow up the original creativity.

As a witness to China's market-oriented reform, he knows the meaning of reform.

Previously, the 361 degree led by him had also faced various crises and challenges, but fortunately, he finally stood the test.

The biggest challenge comes from the past few years. The Chinese sports brand has gone through a long winter, and 361 degrees have not been spared.

Facing the crisis, Ding Wu maintained an amazing sense of reason and restraint. He led the team through the crisis successfully.

In short, he did not take too much drastic change. This is not in line with his character. It only fine-tuning the channels, organizational structure and products, and did not expect the company to achieve results. In 2014, the company's performance showed a "rebound".

According to the 361 degree international earnings report, 361 degrees in 2014, the turnover amounted to 3 billion 906 million 300 thousand yuan, an increase of 9% over 2013.

According to the data comparison, in 2013, the company's turnover amounted to 3 billion 583 million yuan.

At the national new product order meeting in April 2015, according to 361 degree capital operation vice president

The number of orders is double digit growth over the previous session.

"I feel that he is more like a cool hunter, lying in the cold snow, motionless, quietly waiting for the opportunity to come."

A sports industry source told reporters.

In the same industry, he was a member of the Ding Wu.

Very familiar.

From the management style of Ding Wu, whenever he chooses to embrace new things, he will spend a lot of time observing and demonstrating. Until he finds the best way, he will play.

Traditional enterprises and the Internet how to integrate, he has not been eager to start.

It was not until 2014 that he began to make a difference. At 361 degree, he had the most "Internet thinking" action. He reached a strategic cooperation with Baidu Inc and set up a "big data innovation laboratory" in the field of big data. He jointly studied and managed the real data of users, developed and produced digital products based on user needs, shared user data and content, and provided unlimited value-added services to users based on big data management. At the same time, both sides shared resources such as sales channels and communication channels.

He believes that this way of cooperation will be right.

In the future, the cooperative framework is well designed, but it is still to be seen how the company's executive team will implement its strategic intentions more precisely.

But in any case, this is his consistent style.

For example, when the Chinese sports brand was at a low point, Ding Wu did not think that was the best time to reform drastically.

During this period, he resisted fear and temptation and did not put cash flow in real estate or other industries with more profit margins when the industry was down.

He kept his team in an effective way while keeping his main business, so that he could reserve time and space for himself to think about the next move.

"I find he can always choose at the right time."

Yan Qiang, a sports industry analyst, told reporters.

In 2015, Ding Wu believed that China's sports brand had ushered in a historic opportunity for development.

This anticipation comes from two aspects. First of all, he believes that after the Chinese sports brand has experienced the cold winter, the industry shuffling is coming to a close, thus entering a new profit track.

Secondly, in 2014, the central government decided to actively support key sports industry and sports projects.

According to the plan, by 2025, it will be a market with a total scale of over five trillion.

Only a creative and competitive company can embrace the imaginative market, which makes Ding Wu fully aware that the time for reform is coming.