Analyzing coopetition dynamics
I see a clear example of coopetition here: these companies compete in the consumer market but also share contract manufacturers and logistics. They both collaborate with Foot Locker, although Nike has recently shifted towards direct-to-consumer approaches. In 2019, they co-signed a letter opposing tariffs on footwear made in China. They’re also members of the Sustainable Apparel Coalition, involved in climate pledges, and co-locate stores in outlet malls for rent synergy. I’ll craft a concise analysis and propose formats like a Douyin script or WeChat article outline.
这句话很对味：看似水火不容，其实是“竞合”——该打就打，该抱团就抱。
- 供应链同厂：越南/中国的代工巨头如裕元（宝成）同时为两家生产，模具/材料/上游化工标准高度重叠，成本一起压、效率一起提。
- 渠道同场：天猫、京东、抖音、线下奥莱同场厮杀也同享流量红利；Foot Locker 等零售商一店卖两家，客单一起抬。 
- 议题同台：2019 年曾联合鞋服品牌致函白宫反对加征鞋类关税；可持续联盟（SAC/Higg、ZDHC）共用标准，一起降合规成本、树行业门槛。
- 赛事分工：大赛里分食不同权益位（赞助类别、球队/球员、用球等），彼此对标抬热度，做大话题盘。
- 心智教育：互为“对手盘”扩大运动鞋服的品类心智和价格带，蛋糕更大、分的也更多。
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