Anta Builds Sports Culture Hypermarket

Another source of Anta, a sports culture hypermarket, came from Ding Zhizhong's father-in-law Ding Siren.

In 1994 and 2000, Ding Si Rong set up Anta Fujian and Anta China company in Hongkong's Anta enterprise company, mainly engaged in footwear manufacturing and sales in China.

In 2000 and 2002, Ding Siren added 14 million 700 thousand yuan to Anta Fujian.

In April 2002, Ding Zhizhong, a founder of Jinjiang, invested 30 million yuan in the world, holding 60% stake in Anta Fujian, and Ding Siren held another 40% stake in Anta company.

In May 1, 2002, he signed an agreement to pfer Anta's Fujian and Anta China rights to Ding Zhizhong without compensation.

On the same day, all shareholders of Jinjiang Shi Fa signed an agreement and pferred their rights and interests to Ding Zhizhong without compensation.

Thus, Ding Zhizhong became the sole holder of Anta Fujian and Anta China.

Although family support gave Ding Zhizhong a good foundation, his success did not come from gifts.

In 1999, when he was 30 years old, Ding Zhizhong became the general manager of Anta group. He summoned a high-level meeting of the company to make an important decision: he signed an agreement with the national table tennis team and hired the then world champion Kong Linghui, who was the most popular table tennis player, as the spokesman of Anta.

Star advertising has long been in the country. A little bit different is that Anta has hired a sports star according to the industry positioning of sports shoes.

At that time, the main role of domestic sports stars in advertising was the first time.

The first theme, "I choose, I like" advertisement, was broadcast on CCTV, causing great repercussions among domestic consumers, which made Anta quickly gain a high degree of recognition.

For Anta, many shoe factories in Jinjiang mostly attributed its success to the first step in advertising.

In the small city of Jinjiang, thousands of large and small shoe factories have embarked on the entrepreneurial road at the same time.

None of the entrepreneurs of the private sector will take the blame. The mood of the local counterparts is spreading like a drug addiction. If you look for Kong Linghui, then I'll find Wang Nan and Ma Lin.

When the table tennis players finished, I looked for the badminton players, and they came to the movie stars without them.

This rush of colleagues seems to be too late to come up with more ideas. Their practice is to follow the famous line of Anta once again, spend a lot of money on the image spokesperson, and spend a lot of money on marketing, many of them are rushing to the road to catch up with Anta.

For a time, the five sets of sports shoes of CCTV were all over the world. As these sports shoes basically came from Jinjiang, they were called "Fujian channel" and "Jinjiang channel" for a period of time.

But Anta's success is because advertising is unfair.

Because the real key to Anta's success lies in its channels.

It depends on the market network established by Ding Zhizhong and his brothers since 1980s. By 2002, Anta has basically formed a monopoly network covering the whole country (county) and above the city level, and has the largest coverage of the largest local market in its local counterparts.

This foundation released a lot of energy when Anta advertised, otherwise, Anta in 1999 could hardly achieve 35% growth after advertising.

By 2003, Anta's sales network had been pferred to battalion in large scale.

By the end of 2005, Anta had controlled 40% of the terminals.

These 40% self operated stores occupy 60% of the company's sales.

At the same time, Anta invested a lot of money to build about 200 flagship stores.

In addition, it is worth mentioning that Anta's expansion and elimination are simultaneous.

This shows that Anta's network expansion has entered a mature stage. It is no longer simply to expand sales performance, but to integrate brand building, market impact, sales performance and long-term development together.

And after 2006, Anta's monopoly system was getting better.

Anta has built the flagship store of Anta brand throughout the country, and promoted the construction of sports goods retail City, and entered the era of sports culture.

At the same time, Anta also intends to enter the field of sporting goods retail, and create a comprehensive chain format.

According to Anta's prospectus, Anta will invest 550 million yuan to open concessionary international sports brands and retail stores after listing, and set up sports city and Anta flagship store in major cities of China.

At the same time, it will also invest 440 million yuan to further expand and upgrade Anta's sales network.

A senior executive, who has worked over Ding Zhizhong for years, has said that Ding Zhizhong's greatest advantage is to be good at learning and to react quickly.

After Anta went public, Ding Zhizhong was also shrouded in aura.

But the market is not without doubt. Many people want to know whether Ding Zhizhong is a tactician or a strategist.

After the listing of Anta, the capital was naturally quite abundant (accounting for 3 billion 500 million cash).

Anta's plans after listing include a high-end brand.

This high-end brand is not the upgrading of Anta brand, but rather the acquisition of a high-end international brand, but it has not yet been implemented.

Over the past few years, Anta has been surpassing itself.

At the end of 1990s, Anta's annual sales volume was only tens of millions, and the double star had achieved about one billion.

But a few years later, Anta surpassed the two stars.

But in the face of another local rival, Lining, Anta is no longer at a disadvantage.

In 2002, Lining had sales of about 1 billion, while Anta only had about 4 hundred million.

And from the first half of 2007 financial statements, Anta and Lining sales difference is not too big.

Now, is Anta with a lot of money going to be more amazing?

Of course, when it comes to speed, Nike is much better than Anta.

Because Nike took only about 30 years to become the world's top 500 company.

In the mid 80s of last century, after about 10 years' production of Nike, Nike's annual turnover exceeded 3 billion 700 million dollars, occupying more than half of the American sports shoe market.

By 1999, Nike's annual sales volume was as high as 9 billion 500 million US dollars, and entered the 500 forcible list of Fortune magazine, known as "the world's successful consumer company in the past 20 years".

The original industry leader brand Adidas and Reebok were left behind.

Nike originated from dreams.

In the early 60s of last century, when Phil Nate was pursuing his master's degree in Standford, it was his goal to build a world's top sports shoe company.

One of his term papers is entitled "building a small business in the field of sports shoes, using cheap Japanese labor to produce a good cheap sneakers to defeat Adidas, the market leader."

Perhaps because of the different business environment, Phil Nate initially had the vision of mobilizing resources across borders.

In 1972, the "Nike" product was formally put into operation.

It is also at this time that Nike began to establish a virtual business model that will be praised in the future, firmly grasp the core link of product development and brand marketing, and do not produce a pair of shoes.

Nike is seeking production partners all over the world. Its production department has witnessed the process of shoemaking in the global cascade.

From Japan, Korea to Taiwan, and then to mainland China, India and Vietnam.

In addition, unlike Anta's grass-roots businesses, Nike was an elite company at the beginning of its venture.

It is not just Phil Nate himself, who has hundreds of researchers in Nike's product R & D and technological innovation field. Many of them have postdoctoral degrees in biomechanics, experimental physiology, engineering technology, industrial design, chemistry and related fields.

In addition, the company has established research committees and customer committees, including coaches, athletes, equipment operators, even foot doctors and plastic surgeon.

Anta may not be very convinced of Nike's Air Force technology, because it is after all a simple, easy to understand shoe making technology.

But Nike's quality assurance capability is an important fulcrum for Nike's success. Moreover, air cushion shoes and Jordan Street's popular culture have become an indelible cultural memory of Nike.

In addition, Nike also embodies excellent skills in brand marketing.

It is hard to imagine that ordinary companies can accumulate resources in such a short period of time in the short term when watching the gleaming sports stars and Nike fans around the world.

It should be said that at the origin of enterprise development, the genes of Nike and Anta are different.

The difference is not only in national conditions, but also in the overall innovation strategy of enterprises.

Anta's recent vision is that by 2011, Anta's brand reputation and market share in the Chinese market will be "double first", ranking the top ten in global sales.

Based on this strategic goal, Anta began to take three measures: first, brand upgrading; second, internal management systematization and commodity strategy refinement; and third, we should continue to grasp the mass consumption of our positioning.

The third is intriguing.

To tell you the truth, even at this stage, it is not significant to compare Anta with Nike.

In the Chinese market, Nike, Adidas, Lining and Anta still have their own brands.

And Anta is also very patient because Anta's public price will continue.

Unless its brand value explode in the short term.

Persistence is a kind of business wisdom. In Japan, Adidas and Nike do nothing but MIZUNO, while in China, Mitsu Noya is not Anta.

Of course, it is Ding Zhizhong's dream to become a world-class brand, but "enterprises are first of all the whole country, and then the whole world."