Ding Zhizhong Commented On The Story Of Anta Metamorphosis

If "Anta" can be understood as "reassuring and steadfast", it is the opposite to Ding Zhizhong himself.

The Anta Sports Products Limited (Anta) chairman and CEO, "dreams of shoes often dream".

In the rapid development of enterprises, the industry recognized "Chinese shoe king" is often neither reassuring nor practical.

On the business side, the Minnan businessman pushed his company "never stop" with his own personality.

In the process, Anta grew from a small workshop to a listed company with a market value of more than HK $20 billion.

Now, Ding Zhizhong hopes to continue to play down the role of Anta to achieve a new round of pformation.

As of last year, Anta's domestic sports shoes market share was the first in six consecutive years.

In the first half of last year, Anta's turnover increased by 203.1% over the same period last year, and its business performance surpassed the whole year of 2006.

15 days after the listing of the company's shares in Hongkong, the market value reached HK $20 billion 900 million. Among the similar enterprises, China is the largest and the world is fifth.

"Sales in 2007 are 3 billion, and this year we plan to grow 40% to 50% again."

Ding Zhizhong's expression relaxed when he said this, but his eyes were bloodshot.

"If the boss sleeps well, unless he is doing a very simple thing."

Ding explained.

The 38 year old young entrepreneur.

For the industry recognized "China shoes king" title, he frankly does not like, because "personality likes to do their own things, more pragmatic."

Ding Zhizhong, who likes to do things himself, insists on creating his own brand from the beginning.

At that time, more than 3000 similar enterprises in Jinjiang were still engaged in export sales.

But before 1999, the name of Anta was not loud in the locals, until Kong Linghui endorsed and succeeded in the next Olympic Games.

No one denies that Kong Linghui is the turning point for Anta to succeed, but most of them think this is purely accidental.

Ding Zhizhong doesn't look at it this way.

He believes that it is precisely because of the idea of creating a brand before we dare to spend almost every year's profits in advertising.

In fact, before advertising, Anta has spread its sales network across the country to digest the huge advertising effect in time.

Compared with domestic and foreign giants, Anta first appeared as a latecomer.

Because of the first step, domestic sporting goods giant Lining occupies the commanding height of brand building.

The international giants Nike and Adidas have done their best and achieved remarkable results.

Anta brand director Xu Yang admits that compared with similar products, Anta products are of good quality and low price, but the brand effect is not strong enough. Now it is necessary to patch up the short board.

Therefore, from 800 thousand yuan to Kong Linghui, I launched "I choose I like", to spend nearly 2 million yuan to buy the British Queen band's "Wearethechampions" 2 years of usufruct, to promote Anta's music communication, Anta's brand building also "never stop."

The same is also to be made up.

Last October, Anta signed a contract with Nike AIRSOLE's designer and designer Bill Petersen to design the war boots for NBA Anta's signing stars.

In July 2007, Anta successfully listed, creating the highest price earnings ratio and financing amount in China's sporting goods industry.

And sponsoring sports events, Anta has been persistent all the way, thus effectively promoting Anta's brand building and product promotion.

Now, 90% of the domestic basketball players wear Anta.

From imitation to pcendence, Anta presents different characteristics from ordinary followers.

"My strongest ability is learning and pformation."

Ding Zhizhong, who has always been low-key, is quite confident about this.

Unlike the industry leaders, Anta targeted its target audience at the age of 14-29, with a monthly household income of around 5000 yuan.

Anta decided to rely heavily on the "mass line".

In the same price products, Anta focuses on outstanding performance price ratio.

This makes Anta chief operating officer Lai Shixian think Anta is more in line with the needs of the public.

Metamorphosis has been going on, but now it's more critical.

Beginning in 2004, Anta hired AT Kearney, the world's top consulting firm, to formulate its strategic plan.

"Before planning, Anta's performance has been increasing, but why?

How can we continue to grow?

I don't know! "

Xu Yang said, "after planning, the growth rate may have slowed down, but achieved sustainable growth."

In planning, listing is the only way for Anta to pform.

Using the listing, Ding Zhizhong said he solved some historical problems clearly.

After the listing, many family members who had previously held important positions in Anta are now left with Ding Zhizhong and Ding Shijia as vice presidents.

"All Chinese enterprises in the world are basically family businesses. The most important thing is family ownership and management professionalism. If management is familial, there is no big one."

In terms of enterprise management, Ding Zhizhong's determination to "go family" is very firm.

Therefore, the most recent thing he has talked about is to realize "four modernizations" in Anta, that is, professionalization, standardization, systematization and informationization of enterprises.

"The Chinese economy before Ding is facing an opportunity economy, and it is more important to seize opportunities than anything else."

Lai Shixian, chief operating officer of Anta, said that at that time, rapid decision-making was needed, and the size of the company was small and the risk of decision-making was small.

Now, China's economy has changed from opportunistic to strategic, and the probability of success by opportunism is very low.

"Before the boat is small, good turn around, which side of the scenery is good to which side to walk, now is the big wind and big waves, and the captain should also have an assistant."

Lai Shixian said.

Ding Zhizhong also admits that what the enterprise needs now is not personal capability but the overall operation of the company. What he thinks most is how to pform from my personal capability to the overall organization capability.

More and more good assistants are Ding Zhizhong's most urgent needs at present.