Anta'S Grand Commercial Legend

The sports shoes market has been selling for six consecutive years since 2001. In July 2007, it was successfully listed in Hongkong, raising about 3 billion 100 million Hong Kong dollars, the first well-known trademark in China and 5000 other stores in China and abroad. The seventeenth "China's ten outstanding young people" China's first, the world's top ten -- a declaration of excitement and full of fighting spirit, Anta has become a legend of Jinjiang footwear industry. A brand of radiant brand -- a note to explain Anta, must be brought back to 20 years ago.

In 1987, a Chai boy persuaded his father to take over 10 thousand yuan. He used the money to replace 600 pairs of shoes. He went to Beijing to sell shoes and began the legend of Anta.

At that time, the teenager was only 17 years old and graduated from junior high school.

In 1994 he returned to Jinjiang with 200 thousand yuan earned from Beijing.

He is Anta President Ding Zhizhong.

The author has always insisted that Ding Zhizhong has been selling shoes for a long time in Beijing for almost 7 years. The "hard" experience of selling shoes -- the advanced concept of active marketing and the success of this commercial activity -- reflects his commercial talent, laid the foundation stone of his career, and foreshadowed Anta's brilliant today.

The author is thinking about how to describe the grand commercial legend of Anta.

1998 leaves double, 1999 Kong Linghui, 2002 leaf Qi, 2007 Ni Zhongsen...

　　葉雙全，安踏第一個成功的職業經理人，向丁介紹耐克等國外品牌明星代言的做法并帶來樸實有效的品牌營銷理念，更為關鍵的是“鼓動”其開創性地采用“體育明星+央視”，一舉成功，并深刻影響到安踏的家族管理體系；孔令輝，中國杰出乒乓球運動員，也就是“體育明星+央視”里的體育明星，99年開始代言安踏，并在2000年悉尼奧運會取得優異成績，伴隨其奧運會冠軍的光環與強勢媒體的廣告投放，一個品牌制造成功；葉齊，原李寧公司資深經理人，幫助安踏往服裝業延伸并引入專賣店概念，延長了銷售旺季，提升單店銷售總量，讓服裝成為運動鞋之外一個極其可觀的利潤來源——據一位安踏前高管介紹，2006年安踏突破兩個“千萬”：運動鞋銷售1000萬雙，運動服裝銷售1000萬件；倪忠森，IPO操盤手，原恒安集團財務總經理，在其操作與指導下，安踏于2007年

Successful listing in Hong Kong.

...

The author passes several times through Anta (China) Limited company, will unconsciously use ten seconds time to gaze at this company, often pondering, what made this company succeed in just over ten years, so brilliant?

The way of brand tells about Anta's success. Nobody seems to be able to get around Kong Linghui's endorsement of Anta.

In the 98 year, Wang Qizheng, a sports personage, recommended Kong Linghui to Ding, and the two people were very happy.

Since, after the 800 thousand super value signing of Kong Linghui in 99 years, Ding naturally thought that it would be an objection from a shareholder to advertise to CCTV.

From the later information, it was learned that Anta paid $3 million advertising fee for CCTV-5 this year, while Anta's profit was only 4 million. In other words, the advertising budget in half a year has already accounted for 5/6 of profits.

To sum up, such investment behavior has a large "gamble" element.

Ding Zhizhong insisted on his decision and was willing to take responsibility. If the decision was wrong, the shareholder dividends would not be paid.

Be famous.

The extra surprise was Kong Linghui's performance at the 2000 Sydney Olympics.

Anta took off for the first time.

In fact, the risk of making a big gamble is not very big. First, this is the first time that the industry has hired a sports superstar to endorse it. It is easy to get attention, that is, the "first effect". Secondly, spending a lot of money on the most powerful CCTV advertising in China is very effective in shaping the brand's high degree and influence.

Even nine years later, today, if we want to become a strong brand, we must rely on CCTV. Why is CCTV's annual gold advertising resource bidding not hot?

Perhaps "risk" lies in that Kong Linghui was a famous world champion at the time, and the key is whether he can achieve another good result.

Fortunately, Kong Linghui did.

People talk about Anta's success and even some marketing, brand experts and scholars all think Anta has been successful.

This view is superficial, but this is only the starting point of Anta legend.

If Kong Linghui endorsed Anta's success with some contingency, then Anta, who benefited from it, actually began to create and spread the brand image of "professional sports" and began the deep marketing of sports.

In this solid practice and exploration process, Anta embarked on the road of development from opportunity driven to strategic driving.

After Kong Linghui, NBA famous star Battelle, National Women's volleyball team leader Feng Kun, world table tennis champion Wang Hao, CBA player Wang Bo, successively endorsed for Anta, the strong sports star lineup is very good shape Anta "professional sports" brand image.

In 2002, Anta formed an alliance with the Chinese University Basketball Association. In July 2003, Anta announced the 2004-2006 year comprehensive sponsorship of the sports equipment for the National Men's and women's Volleyball League. In October 2004, Anta invested heavily in sponsoring the Chinese basketball professional league for three consecutive years, becoming the only designated partner of the CBA professional league sports equipment. In February 2005, the sole designated sports equipment for the Chinese Super League tennis tournament for four consecutive 2005-2008 years in February 2005, will further promote the development of Chinese table tennis.

According to the report, Anta has invested more than 350 million yuan in sponsorship and promotion over the past decade.

...

Coupled with Anta's regular advertising campaign on CCTV sports channel, the key events were put into focus during the launch, marketing activities such as Olympic cheer group, and brand reinvent huge investment in "never stop" special advertising. Through these solid, excellent brand building and communication, Anta's strong position has been created, and the image of "professional sports" has deepened into the minds of consumers.

Perhaps this is the root cause of the success of Anta's brand, and the capital investment required for such success is quite amazing, and is not what ordinary companies can afford.

And Anta's success is to let the brand grow with China's sports industry. The brand has benefited from the support of China's sports industry, and has grown up, supporting a considerable part of its profits to China's sports industry, achieving a virtuous circle, symbiosis and common prosperity.

Ding Zhizhong, on the streets of Beijing, thinks that other people's shoes are not only good for sale but also expensive, because they have a "brand", so he decides to create a brand.

With the money he earned, Ding went back to Jinjiang and founded Anta, and he wanted to enter the domestic market and take charge of sales.

In 1992, Ding Zhizhong was considering the joining mode of grading operation, and began to pilot and succeed in some provincial markets. For example, in Shanxi, the sales volume of agents is 6 times that of a year.

Then Ding Zhizhong began to expand the distribution channels in this way. It is reported that by the end of 1998, Anta had set up nearly 2000 franchise points nationwide.

In the 99 year, Anta launched a large-scale and sustained advertising campaign, quickly pulled the terminal sales, and stimulated other agents or dealers to join Anta, which started the high-speed expansion of Anta's next round of terminal outlets.

Ye Shuangquan, assistant president of Anta, delivered a speech on "the development of brand and channel construction" in the "first business leaders Business Summit Forum" (sponsored by China Business Federation). We can learn that another key factor in Anta's gratifying achievements lies in the construction of channels.

Since 2001, "after 3 years of efforts, Anta has basically formed a monopoly network covering more than the entire city (county) level, and basically we have reached the exclusive coverage of the largest coverage in our industry".

Since 99, Anta has begun to step in deeply into sports marketing. Its brand image has been gradually clear and recognized by consumers. Sales volume has soared with the strong support of a large number of terminal monopoly outlets.

From 2001 to 2006, Anta's sales surged from 100 million yuan to 1 billion 250 million yuan.

The contribution of terminal nodes to brand is not only reflected in the important realization of sales, but also plays a very important role in the promotion of brand image and popularity.

The terminal image of thousands of outlets throughout the country spread the brand of Anta every day, which is a "billboard".

Deep involvement in sports marketing and excellent brand management is not the only factor for Anta's success. When we see Anta's brilliant success in brand building, we should also see the important role played by the terminal channel behind it.

Then Anta introduced the standard system to the terminal, and began to manage and upgrade the terminal from 2003. It is expected that changing the industry's laissez faire "Convention".

The way of capital operation, I think, is not only the scope of capital operation, such as mergers and acquisitions or foreign investment, but also can be referred to as capital operation through the use of external effective capital (resources).

Of course, many scholars define the operation of external resources as resource integration or virtual operation.

Starting from 92 years, it has begun to operate the franchise mode of graded operation, which is earlier than the other leader of the casual wear industry and the 94 year old Mts. Bang Wei, who is famous for its virtual operation.

Through this mode, we can quickly expand the retail terminal with the strength of franchisees, and dealers know the local market very well.

For example, Shanxi agent, when Ding Zhizhong asked him to invest 3 million, the agent agreed. This is "equal to" Anta invested 3 million in Shanxi to open up retail outlets, and its contribution to sales is self-evident.

With the gradual promotion of advertising and channels, Anta's sales are soaring, and the capacity of its own factories can not fully meet the sales demand. Anta is not just engaged in factory building, production equipment and other global brand network factories that need huge amounts of capital. It has begun to increase production capacity through production outsourcing, so as to meet the rapidly increasing demand of the market.

Anta has been working with more than a dozen OEM factories throughout the country. Yuyuan industry is very famous in the industry. Many of its foundries are international brands. The company's parent company, Baocheng, has a global market share of 15% in the world's famous brand sneakers.

The biggest capital operation of Anta was the successful listing in Hongkong in July 2007, which raised about 3000000000 of its capital.

Through massive fund raising: set up a huge brand promotion and marketing budget, continue to enhance Anta brand; continue to expand production capacity, strive to maintain self capacity in the sales scale of about 50%; and expand the channel coverage, strengthen the channel control power.

There are many advantages to go public, such as more opportunities to compete with international giants such as NIKE, ADIDAS, PUMA and so on. It also quickly narrowed the gap with Lining, the first domestic brand.

Besides, listing has many advantages for Anta in standardizing corporate governance and attracting talents, and eliminating the drawbacks of family management.

In a sense, it can be concluded that enterprises are more likely to hold social ownership than their families.

The way of management is about Anta management. The author knows three story fragments, which is quite thought-provoking.

Part one: a business executive reported to Ding Zhizhong that a US customer had claimed $30 thousand for receiving a number of products with incorrect number.

The supervisor inquired about his handling plan.

Ding said, "don't ask me what I should do.

You decide whether you should pay for it or not, and find out who should be responsible for the mistake. "

The supervisor had to withdraw from the office.

Fragment two: in October 1998, Anta produced 1 million quality problems.

Ding finally painfully decided to destroy all the products that were concentrated in the office building before the existence of quality problems. He took the lead and picked up a pair of shoes and put them into the crusher.

The reason why Ding is firm is that once the responsibility wall in the heart is broken, it is not so easy to repair.

Fragment three: once, Anta failed to deliver a batch of products to a dealer in time, and compensation was made according to the contract, and the dealer did not make a claim for compensation.

Later, Ding knew that he would make a claim for compensation 3 million.

The first is authorization, the second is quality management, responsibility, and the third is credit.

As a matter of fact, since 2005, the directors of each division of Anta have been authorized to report everything to Ding.

Effective empowerment can not only maximize the competence of professional managers, but also create cohesion.