Chapter 15 The second section of Anta's struggle history

Anta (China) Co., Ltd. was founded in 1994, and its headquarters is located in Jinjiang City, Fujian Province.Its subsidiaries include Hong Kong Anda International Investment Co., Ltd., Anta (Fujian) Shoes Co., Ltd., Beijing Anta Oriental Sports Goods Co., Ltd., etc. In 2001, Anta took the lead in establishing a sporting goods monopoly system in China, and completed the transition from the production of a single product to the operation of a comprehensive sporting goods brand. Up to now, Anta has more than 6,000 exclusive stores in China, and has established the most complete in the country. , Marketing network covering first, second, third and fourth tier cities. In 2005, Anta took the lead in establishing the first sports science laboratory in the sporting goods industry in China, dedicated to the research of sports mechanics, aiming to improve the performance of Chinese athletes and promote the development of China's sports industry. In 2007, Anta Sports (2020.HK) landed on the main board of Hong Kong.Through unremitting efforts, it has developed into the largest comprehensive sporting goods enterprise integrating production, manufacturing and marketing orientation in China.Anta's sales in 2008 reached 4.7 billion yuan, with a market share of more than 10%. It has grown from an OEM to a domestic first-line sports brand in more than ten years, and has maintained a sales growth of more than 20% every year.

The sportswear industry is a traditional manufacturing industry, including brand management, design, procurement, production, and sales. Due to low technical barriers and no industry protection, this industry has low barriers to entry and huge competition. This requires enterprises to be in the industry chain. All aspects must be intensively cultivated, and each link will determine the company's achievements in the market. As a local company, Anta has no advantages in brand management, design, procurement, and production quality compared with Nike and Adidas. The situation caused Anta to lag far behind its competitors before 2006. From Figure 3-2, it can be seen that Anta not only had low sales but also limited growth before 2006, but after 2006 this situation changed significantly. The change.

One of the characteristics of Chinese companies is that they are well versed in the way of imitation, and Anta is no exception. In terms of design, it imitates the classic appearance of Nike and Adidas' heavy gold design, and in terms of production, it uses the same OEM manufacturer as Nike. Unable to find out the way, until 2006, when Professor Lang Xianping proposed that the essence of the sportswear industry is the spirit of sports, a group of domestic enterprises including Li Ning and Anta began to follow suit. Can an excellent company be achieved only by imitation?It is obviously impossible. Apart from imitation, Anta's strongest link is the channel that determines the success or failure of marketing. The result of the channel system construction that began in 2001 is that Anta now has more than 6,000 specialty stores, all over cities at all levels.Relying on its strong channels, it has achieved rapid growth in recent years, and its imitation + transcendence model has brought it rapid growth in sales since 2006.

Next, let's see how its imitation + transcendence mode works.