The vision of ASICS Group is to “Create Quality Lifestyle through Intelligent Sport Technology.” The company's strategy is to become a "digital driven company," providing a variety of digital services in addition to shoes, apparel and sporting goods.
For example, through digital channels such as mobile apps, ASICS can recommend training programmes or suggest shoes and apparel depending on customers’ footprints or running styles. The company provides customers with a personalised sports experience.
These services rely on the strength of ASICS products. ASICS analyses human movements and adopts proprietary materials and structural design technology to create products that provide optimum support for not only top athletes, but everyone who enjoys sports. ASICS is recognised for its high-quality and its customer base has expanded beyond Japan to the world.
“Business in overseas markets has grown quickly since the mid-2010s. Currently, about 70% of sales are overseas,” says Mr Takahiro Mizumoto, Digital Supply Chain Department at ASICS.
With the globalisation of business, ASICS undertook a major overhaul of its marketing system. The global market is now divided into Japan, North America, Europe, China, Oceania, South and Southeast Asia and Other (which includes South America and South Korea). The global headquarters in Kobe, Japan serves as a command tower that analyses and recommends marketing activities for each region.
With marketing optimised for the needs of global business, ASICS is also revising its digital asset management system.
"Digital assets, such as product images used for store posters, e-commerce sites and web catalogues, are important assets for marketing, but they have not been managed well in the past,” says Mr Tatsuya Ohashi, Digital Supply Chain Department at ASICS. “For example, there wasn’t a central storage location and sometimes assets were stored on an individual’s desktop. A sales partner might ask for a product image, but no one knew who managed it or where it was stored. In addition, even if a product was sold worldwide, each region would have their own photo shoot, so the colours and the impact of the product may differ slightly. We felt this was an issue both in terms of management efficiency and brand integrity.”