Academic Journal of Business & Management, 2025, 7(4); doi: 10.25236/AJBM.2025.070429.
Zhichao Gong
College of Sports Science, Changsha Normal University, Changsha, Hunan, China
At present, Chinese SMEs in the sporting goods industry are generally faced with problems such as delayed strategic decision-making, weak digital foundation, insufficient ecological innovation capabilities, and strong internal resistance to transformation during the transformation process, which seriously restricts the sustainable development of enterprises and the improvement of their core competitiveness. To this end, this paper conducts an in-depth study on the strategic transformation path and practice of SMEs in sporting goods, aiming to provide a theoretical basis and practical guidance for the formulation of scientific transformation strategies. This paper adopts a method combining case analysis and logical induction, selects representative sports enterprises such as Li Ning and Anta as comparative references, and extracts the common transformation logic and personalized response strategies applicable to small and medium-sized enterprises through the analysis of their strategic evolution paths, digital transformation practices and ecological process innovation results. At the same time, a three-dimensional path model of "strategic matching-organizational synergy-technical integration" is constructed to systematically analyze the formation mechanism and response path of internal resistance of small and medium-sized enterprises in the transformation process. The research results show that after small and medium-sized sporting goods companies have achieved a dual match between "strategic decision-making and external environment" and "strategic measures and internal capabilities", their digital transformation efficiency, ecological process improvement rate and brand stability have all been significantly improved. Specific indicators are as follows: the decision cycle of company A has been reduced from 12 days to 7 days, company B has been extended from 8 days to 14 days, and company C has been extended from 7 days to 13 days.
Sporting Goods SMEs; Strategic Transformation; Digitalization; Ecological Process Innovation; Transformation Resistance; Intelligent Management
Zhichao Gong. The Strategic Transformation Path and Practice of Small and Medium-Sized Sporting Goods Enterprises. Academic Journal of Business & Management (2025), Vol. 7, Issue 4: 232-240. https://doi.org/10.25236/AJBM.2025.070429.
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