Anta Builds Sports Culture Hypermarket

For Anta,

Most shoe factories tend to attribute their success to the first step in advertising.

In the small city of Jinjiang, thousands of large and small shoe factories have embarked on the entrepreneurial road at the same time.

The reason for Anta's success is that advertising is unfair.

Because the real key to Anta's success lies in its channels.

It depends on the market network established by Ding Zhizhong and his brothers since 1980s. By 2002, Anta has basically formed a monopoly network covering the whole country (county) and above the city level, and has the largest coverage of the largest local market in its local counterparts.

This foundation released a lot of energy when Anta advertised.

In addition, it is worth mentioning that Anta's expansion and elimination are simultaneous.

This shows that Anta's network expansion has entered a mature stage, and it is no longer simply to expand sales performance, but to combine brand building, market impact, sales performance and long-term development.

And after 2006, Anta's monopoly system was getting better.

Anta has built the flagship store of Anta brand throughout the country, and promoted the construction of sports goods retail City, and entered the era of sports culture.

At the same time, Anta also intends to enter the field of sporting goods retail, and create a comprehensive chain format.

According to Anta's prospectus, Anta will invest 550 million yuan to open concessionary international sports brands and retail stores after listing, and set up sports city and Anta flagship store in major cities of China.

At the same time, it will invest 440 million yuan to further expand and upgrade Anta's sales network.

One in

Executives who worked for many years said that Ding Zhizhong's greatest strength was his ability to learn and respond quickly.

After Anta went public, Ding Zhizhong was also shrouded in aura.

But the market is not without doubt. Many people want to know whether Ding Zhizhong is a tactician or a strategist.

After the listing of Anta, the capital was naturally quite abundant (accounting for 3 billion 500 million cash).

Anta's plans after listing include a high-end brand.

This high-end brand is not the upgrading of Anta brand, but rather the acquisition of a high-end international brand, but it has not yet been implemented.

Over the past few years, Anta has been surpassing itself.

At the end of 1990s, Anta's annual sales volume was only tens of millions, and the double star had achieved about one billion.

But a few years later, Anta surpassed the two stars.

But in the face of another local rival, Lining, Anta is no longer at a disadvantage.

Of course, when it comes to speed,

Such a company is superior to Nike.

Because Nike took only about 30 years to become the world's top 500 company.

In the mid 80s of last century, after about 10 years' production of Nike, Nike's annual turnover exceeded 3 billion 700 million dollars, occupying more than half of the American sports shoe market.

Nike originated from dreams.

In the early 60s of last century, when Phil Nate was pursuing his master's degree in Standford, it was his goal to build a world's top sports shoe company.

One of his term papers is entitled "building a small business in the field of sports shoes, using cheap Japanese labor to produce a good cheap sneakers to defeat Adidas, the market leader."

Perhaps because of the different business environment, Phil Nate initially had the vision of mobilizing resources across borders.

In 1972, the "Nike" product was formally put into operation.

It is also at this time that Nike began to establish a virtual business model that will be praised in the future, firmly grasp the core link of product development and brand marketing, and do not produce a pair of shoes.

Nike is seeking production partners all over the world. Its production department has witnessed the process of shoemaking in the global cascade.

From Japan, Korea to Taiwan, and then to mainland China, India and Vietnam.

In addition, unlike Anta's grass-roots businesses, Nike was an elite company at the beginning of its venture.

It is not just Phil Nate himself, who has hundreds of researchers in Nike's product R & D and technological innovation field. Many of them have postdoctoral degrees in biomechanics, experimental physiology, engineering technology, industrial design, chemistry and related fields.

In addition, the company has established research committees and customer committees, including coaches, athletes, equipment operators, even foot doctors and plastic surgeon.

Anta may not be very convinced of Nike's Air Force technology, because it is after all a simple, easy to understand shoe making technology.

But Nike's quality assurance capability is an important fulcrum for Nike's success. Moreover, air cushion shoes and Jordan Street's popular culture have become an indelible cultural memory of Nike.

In addition, Nike also embodies excellent skills in brand marketing.

It is hard to imagine that ordinary companies can accumulate resources in such a short period of time in the short term when watching the gleaming sports stars and Nike fans around the world.

In the Chinese market, Nike, Adidas, Lining and Anta still have their own brands.

And Anta is also very patient because Anta's public price will continue.

Unless its brand value explode in the short term.

Persistence is a kind of business wisdom. In Japan, Adidas and Nike do nothing but MIZUNO, while in China, Mitsu Noya is not Anta.

Of course, it is Ding Zhizhong's dream to become a world-class brand, but "enterprises are first of all the whole country, and then the whole world."