Anta Competitiveness Is The Vitality Of Shoe Companies.

The fatal enemy of an enterprise often stems from itself, and competitiveness is vitality.

This year's "Forbes" and "Hurun" list of Chinese brands is both new and expensive. Anta sports founder and family member Ding Zhizhong repeatedly stressed in his interview: "rainy day is the way to survive."

He answered the manager with a serious face. This year's appreciation of the renminbi and the increase in labor and raw material costs have little impact on Anta.

"An enterprise can withstand wind and waves, environmental problems are only minor contradictions. Deadly enemies often come from themselves, and competitiveness is vitality."

In July 2007, when Anta Hongkong listed, a record of Chinese sports brand raising money in overseas capital markets was set up.

The mid 2008 results showed that turnover exceeded 2 billion 200 million yuan in the first half of the year, up more than 50% from last year, and the net profit was as high as 434 million yuan. The number of listed companies doubled over the same period last year, exceeding that of Lining and XTEP.

Ding Zhizhong, who founded Anta in 20, realized very early that "manufacturing cannot be the whole of Anta".

In fact, relying on the Jinjiang sports industry cluster to shape the control power of the industrial value chain, so as to ensure the profitability of the enterprise, is precisely the way of the rise of the enterprise based on the foundry business.

While his fellow countrymen and his colleagues were still struggling with OEM, Anta quietly took steps to design, procurement, production, logistics, brand packaging and terminal sales.

The "Anta Sports Science Laboratory", established in 2005, is the symbol of the declaration of the value chain. The "first sports science laboratory in China" has obtained more than 40 national patents so far, providing a personalized improvement scheme for most athletes in the CBA League.

Ding Zhizhong feels deeply that "in the process of industrial upgrading and market shuffling, we can only become managers of value chain, and our profit combination and pricing strategy can become competitive."

At present, Anta has set up 4 warehousing and logistics centers and 6 operation branches in Fujian, Jiangsu, Beijing and Guangdong, and has set up nearly 300 full-time team to undertake logistics and brand services for distributors. "Opening many stores in big cities and opening large stores in small cities" has formed a network covering 5193 terminal stores in more than 600 cities nationwide.

At the beginning of the value chain positioning, AT corney's prescription for Anta is "strengthening the control of the public".

Ding Zhizhong admitted that he had referred to TOYOTA's experience in brand management and business decision making, aiming at the middle income group in China to make the best brand with cost-effective performance.

After third years of opening, Anta once received a complaint about a broken toe.

The result of the test is the quality of the soles. The destruction of the same batch of products in the same batch means a loss of 1 million. However, Ding Zhizhong's phrase "can't let the consumer feel that Anta is not worth it". All the 10 thousand pairs of shoes that have been sent to eight large areas of the country are recalled and destroyed.

In order to fulfill its promise, Anta has invested nearly 100 million yuan for equipment renewal, and has designed the production management standards such as "on-site 5S standard".

Li Su, vice president of charge technology, is a senior engineer in Anta, who specializes in core management and directly manages quality.

Anta is planning to reduce the proportion of its own production, and shoes and clothing are currently 50% and 9%.

Most of garment production is outsourced.

How to control quality?

Anta requires suppliers to comply with the principle of "joint growth with Anta", such as fabric and accessories developers should have the same development capability; at the same time, suppliers should make money, procurement team assessment and leaving a reasonable profit margin.

In the rules of the game, he will not repay you if your partner does not make money.

They will be willing to advance with you if they add value to their suppliers.

In addition to its own 22 shoe production lines and 2 garment production bases, Anta is also actively outsourcing cooperation with Yuyuan and other giant foundry enterprises, organizing flexible large-scale production capacity through subcontracting production, and relying on this way, Anta can achieve "25 days to complete the new product coverage" plus capacity.

The name of "Anta" is the source of "the name of the company".

In the first place, Anta had no talent, strong background, and abundant capital, but it also benefited from grass roots.

Xu Yang, brand director, said that with the continuous improvement of China's economic strength and political status, national pride is becoming an important link between independent brands and good relations with the Chinese people. "This is an opportunity for Anta, and ordinary people are not against China."

Sponsoring Chinese men's basketball, table tennis and men's volleyball matches is the most classic marketing case of Anta in improving the brand's nationality.

In 2004, CBA sponsor China Basketball Association found the top three sporting goods market in China to seek cooperation.

Anta then joined the bidding team and threw out a strategic cooperation agreement lasting 4 years.

In November of that year, Anta became the only sponsor of sports equipment in the CBA League.

In 2006, another 6 year contract was renewed.

In 2005, Anta became the only designated partner of the sports equipment of the 2005~2008 China Table Tennis Super League with more than 30 million cost. After 2 years, it won the full name sponsorship of all the domestic volleyball competitions in the 2007~2010 season.

Even in the increasingly popular international strategy of signing overseas star athletes, Anta is also more inclined to cooperate with Yao Ming's Houston rockets Scola, a Chinese star who has attracted widespread attention.

These investments have earned Anta the reputation of "China League engine".

"At the beginning of sponsoring CBA, basketball products accounted for only 3% of sales revenue," Ding Zhizhong said. "But by 2007, it has risen to 13%."

After 14 years of high level impulsiveness in the sports goods industry, Anta, who has gained a firm foothold in the mass market, is preparing for the world in the high-end sporting goods market.

Anta is still negotiating with some foreign high-end brands for acquisitions, so as to complement Anta brand.

Last year, 3 billion 168 million of listed financing was reserved for a certain proportion.

"Maybe winter is just beginning, so we need to prepare more food and grass."

Anta's "intentional contact" has been prepared for at least 1 years, and there is no decision yet, indicating the difficulty of the acquisition.

The victory of China and Lining at the bidding level will undoubtedly make Ding Zhizhong feel bigger and sometimes less.

First of all, let the team have the management ability of high-end brands, which is one of the substantive preparations for Anta.

Zheng Jie, former chief executive of Reebok Greater China, who has just been appointed as executive vice president, has revealed that he is "preparing for acquisitions".

Earlier in 2007, Ding Zhizhong hired BillPeterson, the founder of AirForce-1 sports shoes, as the general director of Anta basketball shoes product design, and commissioned the CatalystStrategicDesign design studio, which worked for Nike and isex, to design various products for Anta.

"In 2010, Anta's sales target was 10 billion, and the time was limited. We should aim at our action."

Ding Zhizhong has made up her mind to help most Chinese people experience the "never stopping" sports life in the coming years, and it can also reflect the significance of private enterprises in the confrontation with Nike and Adidas.

Yang Jing: editor in charge