As the double re-brands of the "Forbes" and "Hurun" brand list in August this year, Ding Zhizhong, founder and family member of Anta Sports, repeatedly stressed in the interview that "it is the only way to survive."

He answered "Manager" with a serious face. Since the yuan's appreciation this year, the increase in labor and raw material costs has had little impact on Anta. "A company must withstand the storm, environmental issues are only minor contradictions, and deadly enemies often come from oneself, and competitiveness is vitality."

Full chain management

When Anta Hong Kong was listed in July 2007, it once set a record for Chinese local sports brands to raise funds in overseas capital markets. The 2008 mid-term financial report showed that the turnover in the first half of the year exceeded RMB 2.2 billion, which was a 50% increase over the previous year. The net profit was as high as RMB 434 million. The year of listing doubled compared with the same period of last year, surpassing that of Li Ning and Xtep.

In the early 20s, Ding Zhizhong, who founded Anta, realized very early that "manufacturing cannot be the whole of Anta." In fact, relying on the Jinjiang sports industry cluster to shape the control of the industrial value chain to ensure the company's profitability, it is this method that started with the foundry business to rise. When his fellow and colleagues are still holding OEM bored, Anta step by step in the layout of sporting goods, procurement, production, logistics, brand packaging, terminal sales and other aspects of the quietly laid out. The "Anta Sports Science Laboratory" established in 2005 is the sign that the value chain has been declared to be completed. The "Domestic first sports science laboratory" has so far received more than 40 national patents and has provided the majority of athletes in the CBA league. Basketball shoes and their personal style improvement programs.

Ding Zhizhong deeply felt that “In the process of industrial upgrading and market reshuffling, only the managers of the value chain will be able to form a competitive advantage through our profit portfolio and pricing strategy.” Anta has established Fujian, Jiangsu, Beijing, and Guangdong. 4 major warehouse logistics centers and 6 operating divisions, set up a full-time team of nearly 300 people to undertake logistics, brand services and other services for the distributors, “opened many stores in big cities, opened big stores in small cities” and formed over 600 national The city has a network of 5,193 terminal stores.

Value for money

At the beginning of the value chain, AT Kearney's prescription for Anta was "strengthening the control of the public." Ding Zhizhong frankly referred to Toyota's experience in brand management and business decision-making, aimed at middle-income people in the country, and made the most cost-effective brand.

In the third year of its opening, Anta had received a complaint of toe breaking. The test result is the sole quality problem. The destruction of the same batch of the same style product means a loss of 1 million, but Ding Zhizhong’s phrase “cannot make consumers feel that buying Anta is not worth it” puts 10,000 pairs of shoes that have been sent to all eight regions of the country. Recall and destroy. In order to honor its commitments, ANTA has invested nearly RMB 100 million in equipment upgrades, and has independently designed production management guidelines such as “on-site 5S standards”. Li Su, vice president of Insulation Technology, is the senior engineer of Anta. He has dedicated positions in the core management team to directly perform quality management.

Anta is planning to reduce the proportion of self-produced, shoes and clothing is currently 50% and 9%. Most of the apparel production is outsourced. How to control quality? Anta requires suppliers to meet the "growth with ANTA" principle, such as fabrics, accessories, developers have the same ability to develop; at the same time, we must allow suppliers to make money, procurement team assessment and set aside reasonable profit margins. "In the rules of the game, your partner will not make money. He will not reward you. For suppliers to add value, they are willing to advance and retreat with you."

In addition to 22 self-built footwear production lines and 2 garment production bases, Anta also actively collaborates with large-scale foundry companies such as Yuyuan to outsource business, and organizes flexible large-scale production capabilities through subcontracting production methods. Anta was able to achieve the “one-time new cargo coverage in 25 days” capacity.