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Anta brand highlights the change of “returning from foreign investment†and calculates new trends according to days
How well can Chinese companies perform in the domestic market? This question, which seems almost absurd at first glance, has repeatedly surfaced in the sports goods industry. Li Ning, a pioneering Chinese brand, once surpassed global giants like Nike and Adidas in the local market and still holds a top-three position today. Now, it's Anta’s turn to make its mark.
Anta, a company founded by entrepreneurs, recently reported a 4% increase in net profit for 2009, reaching 1.25 billion yuan. Beyond its financial success, the company has been actively pursuing growth through initiatives such as listing on the stock exchange, hiring top talent, organizing high-profile sponsorships, and signing celebrity athletes. The goal is to transform Anta into the leading Chinese brand in its core markets within three to four years.
Change is happening fast. An Anta employee proudly noted that the five-year strategy developed with the help of consulting firms is already outdated. The second-year plan is now being implemented, showing how quickly the company adapts.
The human resources department has nearly doubled in size, with many new hires coming from competitors or other reputable companies. A former marketing executive from Nike China once mentioned that an entire team was lured away by Anta, including some students who had passed rigorous exams. The appeal of working for a rising Chinese brand is clearly strong.
Zheng Jie, who joined Anta as Executive Vice President after the 2008 Olympics, brings valuable experience from multinational corporations like Procter & Gamble and Adidas. His role is to reshape Anta’s management style, improve team performance, and build a world-class marketing system.
In 2009, one of the most significant changes was relocating the headquarters from Jinjiang to Xiamen. This shift allowed for a complete restructuring of the marketing and production systems, creating a more integrated approach. Previously, brand, product, and sales were managed separately, but now the company has a clear, forward-looking strategy that spans 12 to 16 months.
Zheng Jie credits Ding Shizhong for driving this transformation, calling him a leader whose vision is essential for change. Even in meetings, Ding listens carefully to opposing views before making decisions, fostering a culture of openness and respect.
Anta’s ambitions are clear: to become the top Chinese sportswear brand by 2013 in terms of both market share and reputation. To achieve this, the company has invested heavily in expansion and infrastructure, including securing a partnership with the Chinese Olympic Committee from 2009 to 2012—a move that significantly boosted its visibility.
While Nike and Adidas have faced challenges, Anta avoids direct competition, focusing instead on mid-range products in second- and third-tier cities. As Zheng Jie notes, moving upward may not necessarily mean less competition—it just means different challenges.
With the growing number of competitors entering the market, Anta must continue to innovate and expand. In 2010, the company plans to open hundreds of new stores and invest in production capacity and research. Its scientific lab, which studies Asian foot structures, has over 300 employees and dozens of patents each year.
The sports goods market is highly competitive, and the race for dominance is accelerating. For Anta, the key is to keep moving forward, stay ahead of the curve, and maintain its momentum in the ever-evolving landscape of Chinese sportswear.