Ding Shizhong: Why Does Anta Not Make The First And Do Second?

Anta, which entered the 2014, showed a great deal of domineering everywhere. In addition to comprehensively consolidating the leading position of domestic sporting goods leaders in the first half of the year, using the amazing annual report data, they often win the domestic heavy sports resources such as gymnastics and throwing soft. In October 13th, Anta signed NBA and became NBA's strategic partner.

　　 Anta Chairman and CEO Ding Shizhong, board chairman of sporting goods company limited

Behind the big moves of Anta, what kind of strategic transformation is hidden behind? What kind of ambition is behind the signing of NBA? As the chairman and CEO of Anta Sports Products Limited's board of directors, Ding Shizhong's answer is full of domineering. In the past three years, sales of Chinese basketball categories first and in 2020 replaced Adidas or Nike as second of the industry.

Why is it second instead of the boss? "Because there are still some uncertainties about becoming a boss, and second in front of us, we can have many bases for transcending. And if you want to be number one, you have to be second first. " Ding Shizhong's Anta is beginning to become a messy maker for Nike and Adidas.

Chairman NBA Adam Mr. Xiao Hua and chairman of the Anta Sports Products Limited board and Mr. CEO Ding Shizhong jointly opened the two sides' cooperation.

Reporter: what is the core content of this cooperation with NBA?

Ding Shizhong: the core of this cooperation with NBA is to have a way to land, a cooperative commodity. NBA used to cooperate with all the brands in China, and there was no way to make products. Therefore, our cooperation can have many associations. Its value is very large. It has thirty teams, which means that there are thirty brands. Now it is an enterprise. You have no way to convert this symbolic value into commodity value. No commodity landing is an empty word for an enterprise.

Reporter: including the signing of NBA, Anta has signed several heavy sports resources this year. Why did it choose to do so many big moves when the industry just recovered a little bit?

Ding Shizhong: this industry has been mostly negative in the past three years. In fact, it is not only sporting goods, but also the negative voice of the clothing industry. Under such circumstances, every industry and every enterprise is seeking transformation and transformation.

Anta has no negative growth since its start up, but 2011 and 2012 have seen negative growth for two consecutive years. Precisely in this case, let us think seriously about how to transform and how to transform the brand, and think about the future of the brand. So it is not simply that this year's series of actions are decided this year, but we have identified some major directions in the future in transformation and transformation.

　　 Reporter In the past few years, what transformation and transformation have Anta made?

Ding Shizhong: first, in 2012, we took into account the transformation of our strategic and business models. From a strategic point of view, we have made two adjustments. One aspect is the wholesale adjustment of the brand. In fact, over the past decade or so, our domestic clothing and apparel industry has all created the brand through advertising, and then wholesale to dealers and so on, so a simple business model. However, as China develops to the present day, we have no retailers. There are many large retailers in the US. Why is China's electricity supplier much larger than that of the United States? Because China basically has not formed a competitive retailer. In this case, let's think about brand transformation from brand wholesale to brand retailing.

The second aspect is from single brand strategy to multi brand strategy. China's current business model is very simple, there is no diversification, at present, no brand can cover all channels. There are three types of commercial corridors in China: one is the commercial street shop, the other is shopping center and department store, and the other is the electricity supplier. Now we have made three brand combinations. The main brand of Anta is mainly street shops. FILA is mainly shopping centers and department stores. The authorized commodities that cooperate with NBA are the hope that this channel can be differentiated in the future.

Interviewer: how do you measure Anta's position in the industry today?

Ding Shizhong: now China's sporting goods market is third, Nike boss and Adidas second. I have always stressed that no matter how big you are, even if you grow 50% or 60% a year, it will still depend on whether you are in the industry or in progress.

At present, some enterprises in China are doing quite well in the industry, but the status of rivers and lakes is not good. I think this enterprise is still not enough. We have many trades and professions, and some industries do not do much, but they have done the first in the industry. To measure the standards of an enterprise is the status of the industry, so we must give ourselves a pressure that we can not regress.

We are going to do second in 2020. We don't say it's the first, but we need to do second from third. If Adidas does better than Nike, I will do better than Nike. If you continue to lead, you will win.

Reporter: can this cooperation with NBA be regarded as a signal to challenge Nike and Adidas?

Ding Shizhong: competition is always there. We are now the boss in China, and we must consider competing with international brands. The difference between the brand competition with the domestic market is not so great. Anyway, everyone is pretty much the same. I often say, "now I can't compete with you in the world, but I am enough to compete with you in China".

Now our basketball shoes come out with Nike ADI, but the price is only their 1/3. They are also thinking about how to compete with Anta in the Chinese market. In the past, Nike and Adidas kept us awake. Now we have to keep them awake.