What Is The Difference Between Domestic Boss Anta And International Boss Nike?

What is the difference between Anta, the world's third and China's first sporting goods group, and Nike, Adidas?

Data show that in 2018, Anta group achieved a revenue of 24 billion 100 million yuan, and its market value exceeded HK $100 billion, ranking the top three of the same industry in the world. Although it has become the top three in the world, compared with Nike and Adidas, it is not only far from market value, but also has a big gap in terms of brand, product, technology and operation. According to the insiders, after the acquisition of amamin sports by Anta, it is further approaching the "100 billion target". However, the domestic leader and the international boss want to shorten the gap. There are still many needs to explore and learn.

Homemade giant crocodile

In June 19th, Anta announced through official channels that in June 18th, with the theme of "condensing heart and agglomerating strength, creating and innovating", Ding Shizhong, chairman and chief executive officer of Anta group's board of directors and chairman of the board of directors of AMF group, said that when I started my business, I started from 500 thousand, and now Anta group has become the world's third and China's first sporting goods group. Sixth

In 2018, Anta sold more than 40 billion water and sold about 70000000 pairs of sports shoes and 100 million clothes throughout the year. The total tax paid was over 20 billion yuan, creating more than 100 thousand jobs directly, with HK $100 billion in the top three of the world's industry.

Looking back at the performance of Anta's listed companies so far, although there are occasional twists and turns, in general, it is a great triumph. In 2007, Anta went public. In that year, Anta's revenue grew 139.07% to 2 billion 989 million yuan, and the profit attributable to shareholders increased 264.81% to 538 million yuan over the same period.

In 2011, a storm was brewing in the domestic sports market. But at that time, Anta had already made preparations for its revenue of 8 billion 905 million yuan. In the same year, Lining's revenue was 8 billion 929 million yuan, XTEP's revenue was 5 billion 540 million yuan, XTEP's revenue was 5 billion 569 million yuan. "By contrast, Anta has a relatively stable position and sufficient capital strength to deal with the" baptism "of the sports market. Insiders pointed out.

In 2012-2013 years and two years, Anta has readjusted its strategy after a brief decline in its performance. In 2014, Anta resumed double-digit growth and continued to grow.

Even though the industry has been querying that "Anta's performance has reached the ceiling", Anta's acquisition of amamfin sports has injected new profit growth points into it. Not long ago, Yang Dayun, a fashion industry investor and excellent Italian CEO, pointed out that enterprises should "buy" big instead of "big" when talking about how to expand their scale.

For the future, whether Anta will further consider continuing to buy new brands, Beijing Business Daily reporter interviewed Anta, as of press release, the other side did not reply.

Shang Cunchao's 100 billion yuan gap

However, the industry generally believes that although Anta has been wearing the "world top three" laurel crown, there is still a big gap to further catch up with Nike and Adidas.

First, the market value gap. As of June 20th, Nike's market capitalization was about $131 billion 320 million, or about 900 billion yuan. As of April 2019, the market value of Adidas was close to $49 billion 400 million, or about 300 billion yuan; as of June 20th, Anta's market value was HK $139 billion 505 million, or about 120 billion yuan.

Second, look at the revenue of the three. In the 2018 fiscal year, Nike's revenue was captured by US $36 billion 397 million, an increase of about 6% over the previous year, or about 240 billion yuan, while Adidas's revenue grew 3.3% to 21 billion 915 million euros in the 2018 fiscal year. About 170 billion yuan, while Anta in the 2018 fiscal year, revenue grew 44.38% to 24 billion 100 million yuan. It is obvious that although Anta is in the top three, it still has more than 100 billion yuan in revenue.

Guo Bin, an associate professor of the national sports industry research base at Peking University, believes that although Anta's current revenue is not high, it has grown rapidly. At the same time, Anta has made a plan to achieve "100 billion target" by 2025. It is hopeful to catch up with Nike and Adidas.

But people in the industry expressed different opinions: "according to the current development, even if Anta achieved 100 billion target in 2025, then the second year Adidas is expected to break through 200 billion yuan of revenue, while Nike also has the possibility of breaking through 300 billion yuan, so that Anta still has a gap of 100 billion yuan."

Anta and Nike, Adidas are not an equal class. There are so many things to learn in brands, products and operations. Anta should digest the merged brands rather than flaunt the world's third.

Relying on "black technology" can reverse?

In addition to the difference between revenue and market value, in many sports enthusiasts, sports products are not only limited to beauty and comfort, but also in pursuit of "black technology" in sports products in the era of science and technology. "When it comes to Nike, I will think of AIR; when it comes to Adidas, I will think of BOOTS; but when it comes to Anta, I can only think of it as a mid-range brand, but it is difficult to hook up with technology."

In fact, Anta has realized the importance of technological innovation to products. In 2005, Anta set up the first national sports science laboratory in China, and began to research and develop independently, and its R & D investment was less than 1%, and now it is more than 5%.

Recently, when Ding Shizhong talked about Anta's development, he pointed out: "Anta has gone all the way to today, and has gone through four stages of upgrading through innovation: 1 manufacturing, 2 creating brands, 3 retail spanformation, and 4 more brand development. Every spanformation is subverting itself."

Ding Shizhong further emphasized that in the past, everyone believed that Chinese brands could only be sold at low prices. But last year, a basketball shoe made by Anta sold us $160 in the US, and we had to queue up for it. A record of $199 a year will start this year.

"Relying solely on" black technology "is also hard to become a great undertaking. Guo Bin said, compared to Nike and Adidas, they are all enterprises with a long history. Their brand accumulation and enterprise strength are very strong. Meanwhile, their operation mode remains to be studied.

It is worth mentioning that the difference between Anta and Nike and Adidas is also reflected in operation and management. For example, Anta is a "heavy asset" mode, while Nike and Adidas are "light assets" operations. Anta's rapid growth is mainly driven by FILA and other acquisition brands, while Nike and Adidas mainly rely on the main brand to promote growth.

From the local market, Anta and Nike, ADI are two different modes of operation. ADI and Nike are brands, emphasizing brand creativity and product development. Anta's main brand is currently retailer mode, investing in brands, products, production, channels and other enterprises. This makes Anta resources lack of focus, especially Anta, which goes abroad to operate the global market. It also needs to rethink whether the existing models can catch up with the global market.

In the future, Anta wants to catch up with Nike Adidas. In the outgoing market, marketing orientation can be overstated in a high profile; in the interior, Anta is the first to ease the digestion of the existing brand; in addition, the main brand and the main market are the places where Anta needs to be further strengthened.