Anta - never stop

Nike imitation is indeed an effective strategy for catching it, and to move beyond Nike Nike is not hard and fast to apply to all identified. For Anta speaking, effective control of the market will be the use of market leverage its industry competition pattern of subversion of the effective weapons. Phil Knight (PhilKnight) is a legend. In 1972, he founded Nike Inc. ( Cheap Air Shoes ), and quickly create the world's leading brand sporting goods industry. More importantly, the Knight in the last century 80's policy of "asset-light operating" mode, and now has become a global sporting goods business mainstream business model. The so-called "asset light operating" mode, that is, the product manufacturing and retail distribution business outsourcing, its design is focused on developing and marketing business; mainly marketing and advertising product endorser way. "Asset-light operation" mode can reduce the corporate capital investment, particularly in the production of large areas of investment in fixed assets, thus improving return on capital. Nike in the early 80s of the 20th century began, "light asset management" model, was when the global transfer of manufacturing to developing countries, the peak period. In the U.S. market, sports products began to shift from mass-market professional athletes. Nike grasp the rhythm of the market changes, reliance on "asset-light operation" mode to change the traditional U.S. sports shoe market business model. Even those who have a centuries-old tradition of sports brands, have had to choose, "Nike" Survival mode, in order to be able to keep pace with the expansion of Nike's rhythm. In response, Phil? Knight said: "I wanted to beat Nike, the only way is fully and accurately imitate us, and then identify the different break points in all." In 1992, China's best gymnast Li Ning to founded his own name sporting goods company to enter China's sports industry, "brand" development stage. However, in the first 10 years, the majority of the Chinese sports only the Nike "asset-light operation" mode of the important OEM , and thus the birth of a group with good manufacturing skills OEM-style factory. In the southeast coast of Fujian Province Jinjiang City, there are nearly 3,000 footwear manufacturers, employing more than 300,000 annual output of 650 million pairs of shoes. The area was only 38.8 square kilometers of the town Chendai is the world's most important in China and producer of sports shoes. Now, from Jinjiang of Anta, 361 degrees, Xidelong, Del Hui, Jordan, Kinglake brands, rely on the rapid development of Nike's imitation of the local sporting goods market for the major competitors in China. As Phil? Knight said, the global sporting goods industry, increasing competition from convergence in the "Nike model." By Li Ning, Anta as the representative local sporting goods companies are also pursuing "asset light operating" mode. This means that, beyond the Nike will become increasingly difficult. Through this case, "Nike model" and the analysis of Anta's growth strategy in order to solve the Phil? Knight are set by the puzzle - how the company beyond Anta "Nike" of life throughout the development of prisoners.

Development of Anta's development process, is the town of Chen Tai shoes a microcosm of the industrial development, is one of the best. In 1981, Ding and wood with a partner to do from the shoe factory. In 1990, Ding and separation of wood with shoe partners, their own troupe. 1 year after the establishment of ANTA footwear, but just an ordinary family factory. At that time, the rise of the Chinese sports market, recently. Ding and Wood's son returned from Beijing, Chen Tai Shizhong take care of family business, and determined to get bigger footwear. However, as technology, materials and other issues, has just started, Chen Tai shoe could not foothold in the domestic market. 1993 to Anta Chendai represented by the athletic shoe industry, "within" to "outside" to begin production of sports shoes for the multinational OEM. Overseas orders for many sports goods manufacturer to complete the original capital accumulation, Anta company was not outstanding during this period. Jinjiang footwear company with many different is that not only undertake Anta company overseas orders, but also focus on the domestic market, is committed to develop the domestic market distribution channels. Shizhong and that "the terminal network is a business survival. Have a stable of overseas orders for food and clothing can live a carefree life, but the domestic market, Ye Shi a huge market, and to this big market, is their place in 找到, they must have their own networks. "In 1997, Anta VI system construction company began to gradually standardize the use of trademark recognition, brand strategy implemented. In 1999, when the 30-year-old Shizhong as Anta Group General Manager. Upon his inauguration, he made an important decision: The Chinese table tennis team signed an agreement to hire world champion Kong Linghui as ANTA Brand Ambassador. Over the same period, Anta launch brand slogan: "I choose, I like." Anta company quickly won a high market awareness. In 2001, the Beijing Oriental Sports Anta was founded and started the implementation of product diversification and brand new international development strategy. Companies across the apparel, accessories and apparel products in the field, from a single sporting goods sports shoes to the integrated production and marketing of the transition. In the same year, the first store in Beijing, Lee ANTA Sports Health sporting goods store opening, Anta monopoly system became fully start. According to the Chinese Chamber of Commerce and China National Commercial Information Center, ANTA sport shoes in 2001, the first comprehensive market share has risen. In 2004, Anta overseas promotion strategy for the full implementation of the company, one after another in Singapore, Greece, Hungary and other countries to open Anta stores; in the Czech Republic, Ukraine make partner, and use it as the window fully develop the European market. In 2005, the company headquarters is located in the "Anta sports science laboratory" set up, equipment investment 20 million yuan, nearly 50 researchers. Professional basketball, running shoes and other professional sports equipment research and development. In 2006, Anta company launched a new brand slogan: KeepMoving (never stop). In 2006, Anta in Jinjiang footwear has 15 production lines, annual production of 8.9 million pairs of shoes, all kinds of sporting goods reached 1.25 billion revenue.

Li Ning Company to enter the retail business and complete a "light asset management" model is different from Anta company with vertically integrated business model, namely the design, development, manufacture and marketing of sports apparel, including professional athletes and the general public designed "Anta" brand campaign footwear and apparel. In the control of the market, the Anta strategy has been taking independent distributors. That is designed Anta distributors throughout the country, the distributor itself or engage a third party retail operators (must be approved by the Company to obtain Anta) Management scattered on the mainland of China authorized ANTA retail outlets network. Anta Anta all retail outlets are "Anta" brand name management, store the same pattern, and only sell ANTA products. As of the end of 2006, ANTA has 37 regional distributors, direct management and indirect management of 4108 authorized ANTA retail outlets. However, all the distributors and Anta Company has no equity relationship. After 10 years of accumulation, Anta in sports design, production, marketing, sales management and so on, already has a fairly rich experience. In view of the Chinese sporting goods market has entered a period of rapid growth, and the gap between urban and rural consumption structure gradually clear, Anta company began transition to the new business models. October 2006, Anta's investment strikers set up Shanghai Co., Ltd., entered the sporting goods retail business. At present, Shanghai has five strikers wholly owned subsidiary of the strikers, Xiamen, Suzhou, strikers, strikers Beijing, Harbin and Guangzhou strikers up front. July 2007, ANTA Sports in Hong Kong Stock Exchange, financing of about 3.168 billion Hong Kong dollars, the 2004 Hong Kong-listed Li Ning in the financing of the scale of 7 times. In accordance with the financing plan, Anta will invest 1.1 billion Hong Kong dollars for marketing, 5.5 billion expansion of the retail business with 4.4 billion to develop regional sales offices, 2.5 billion expansion of footwear products.

Air Shoes model from the soft underbelly of the opportunity to see beyond Anta Nike founder Phil? Knight had pointed out that in talking about competition, "I wanted to beat Nike, the only way is to comprehensively and accurately imitate us and then find the difference to each break. "Nike and Reebok, we, the competition between Nike and Adidas can draw a conclusion: for imitation Nike is really catching up to its effective strategy, To go beyond Nike is not hard and fast to apply to all identified by Knight. For example, Reebok sporting goods market by the rise of women than Nike, Adidas and Nike, through mergers and acquisitions strategy in the global competition, and globalization of business after the completion of Nike Reebok prove defeat, those for the target market to take effective strategic innovation company, may win the competition initiative. As Ohmae for Knight's teachings as "local, market-oriented policy implementation" is the core of the global strategy and innovation. Nike is another weakness in the Asian financial crisis of 1998 appeared. As the "light asset management" model does not involve the specific product areas, but by the OEM factory in Asia, this will produce two major management problems: One is the supply chain management, and the second is quality control. Fluctuations in the external economic environment, circumstances, Nike OEM factory in Asia the cost of volatility, supply, logistics and distribution stability factors will affect Nike's overall business performance. Operation from the perspective of globalization, as Nike's main product market is concentrated in Europe and the United States and other mainstream market, it means "light asset management" model of mass destruction in the Asian market is much smaller than the fact that the mainstream market. In other words, if Nike's Asian market (developing countries) of its total sales to account for a significant share of the income ratio will be part of the write-off of its "asset light operating" mode, the risks of globalization. Internalizing the market digested from external risks. There is no doubt that in all emerging markets, China is undoubtedly the potential of the recent growth and consumer markets. This is why Nike and other multinational companies in strategic planning in the future, seek to focus on the reasons for competing in China.