Ding Shizhong And His "Anta Speed"

In 1986, in an ordinary seaside town in Fujian Province, Chen Dai, a 16 year old ordinary boy Ding Zhizhong, his biggest wish was to go to the capital Beijing. Holding 10 thousand dollars. Ding Zhizhong After walking through all the shoe factories in the town, he picked out 600 pairs of shoes he thought best to sell, took a car to Fuzhou, and spent 48 yuan on a train ticket to Beijing.

Back in 20 years, Ding Zhizhong was still a teenager who went to the capital to sell shoes to Jinjiang. Today, he is a young businessman with an annual turnover of over 1 billion yuan. Anta The president of the group. He worked hard for 4 years to save 200 thousand yuan. He spent 20 yuan in the summer Olympic Games in Athens, which cost 20 million yuan. Faced with the smoke of the Chinese sports shoes market, Anta under his leadership has always been in the lead. Now, many people have begun to compare Anta with international brands, but Ding Zhizhong said Anta would not be China's Nike, but to be China's Anta and Anta of the world.

Ding Zhizhong believed that Gym shoes Only in a single field, Anta should be positioned as a genuine sporting goods brand.

In 2001, "Anta" was transformed from the production of single sports shoes to the production of sporting goods, and the product structure was extended to sports shoes, sportswear, hat socks, bags and so on. At the same time, Anta's store mode, sporting goods store, was rebuilt. This is a new stage in the development of Anta.

In the same year, the establishment of Beijing Anta Oriental sporting goods company undertook the task of exclusive promotion. Anta has set a plan to open 500 stores throughout the country in one year. Fortunately, the launch of the monopoly mode has been supported by a large number of Anta dealers, especially those dealers who have already made money. They are willing to take out the accumulated funds to open their own stores. By the end of 2001, 500 stores had springing up everywhere in large and medium-sized cities. Among them, the self operated stores run by the original distributors account for more than half.

pragmaticism

Looking back, Ding Zhizhong did not think Anta followed Nike's imitation. On the contrary, the reason why Anta develops more rapidly is because of its unique fast business mode. Unlike Nike, Anta insists on its own production. In the early days of Anta, the scale of enterprises was very small, and in fact, they could not implement the close type strategy. Looking for agents and opening stores were all extravagant hopes, and could only be implemented by loose wholesale sales. "Our position is a mid-range product, the pursuit of the same price, value for money, if what products are given to OEM, you may be worth a lot of money?" Ding Zhizhong said, manufacturing is Anta's advantage.

Anta's own factories not only contribute to the profits of the whole group, but also play an important role in the rapid replenishment of large channels, and the market has a fast response. The spirit of loving collage and the spirit of grass roots in Southern Fujian formed the pragmatism of Anta. Ding Zhizhong suggested that enterprises should not blindly pursue. Anta's vision is that by 2011, sales revenue will reach 12 billion yuan, becoming China's first and world's tenth.

He believes that the biggest progress of Anta in recent years is the transformation from the role of Ding Zhizhong's personal leadership to the operational capability of the whole professional manager team. "This is a very important change." In the impression of employees, Ding Zhizhong, who is extremely jumps in thinking, is a strong leader who often strikes a fancy. Once he has set his goal, he will concentrate on it with the fastest speed. But it can also be carefully verified.