On the evening of April 10, Anta Group released its operation performance in the first quarter of 2018: brand retail sales increased by 20% - 25% compared with the same period in 2017, while other brand retail sales increased by 80% - 85% compared with the same period in 2017.

　　On the whole, Anta's performance in the capital market has been increasing since it first touched the market value of 100 billion yuan in January 2017, never disappointing investors.
In contrast, many of the peers of Jinjiang department are relatively scattered: the most popular Sheraton announced bankruptcy in 2016; at the end of last year, Fujian daily announced the end of Delphi; at the beginning of 2018, a news about "dating in special shoes is rejected" was wildly spread in social media, and the embarrassing situation of special operation was highlighted
Nike and Adidas, the international brands, have a huge market and loyal consumers in China, while other domestic peer brands are in pursuit. How can we achieve a hundred billion yuan leap when we set foot on the enemy?
Perfect implementation of strategy 4.0, Anta leads the domestic sporting goods industry
After the 2008 Olympic Games, the industry broke out, the industry was at a low ebb in 2012, and the "No. 46" document industry boom in 2015 Every step of Anta seems to be going very safely. With the development of China's urbanization and consumption upgrading, Anta began to explore new strategic models and put forward the 4.0 strategy of "single focus, multi brand, and all channel".
The so-called "single focus", that is to say, we have always been deeply involved in the cloud sports goods industry, only doing what we can do well, and making products one centimeter wide one kilometer deep.
At the same time, Anta is committed to building a diversified brand matrix. Anta is positioned as a public specialty, emphasizing high cost performance and practicality. In 2009, Anta acquired the business of FILA, a 100 year old Italian sports brand, in China, which is positioned as high-end sports fashion. In addition, spandi, a walking shoe, aims at the middle and high-income light sports crowd. Desant, a Japanese functional sports brand, is positioned as high-end professional sports.
Anta has not let go of the 280 billion children's wear market brought about by the two child policy. In 2015, it established FILA kids; in 2017, it earned 60 million Hong Kong dollars from xiaoxiaoxiaoxiaoniu, a high-end children's wear brand, and constantly improved the market segment of children's wear.
From the perspective of channels, Anta's layout has been fully released. It has expanded from the past street stores to shopping malls, department stores and outlets, and invested in the operation of online stores and e-commerce platforms. In 2017, the double 11 day Cat Shopping Festival generated nearly 700 million revenue.
Anta, with its diversified brand and product mix, has positioned different consumer groups and fully exploited the market potential with its Omni channel strategy. Anta's development strategy of "single focus, multi brand and omni channel" has received obvious feedback from data. According to the 2017 financial report, Anta sports's total revenue increased by 25% to 16.7 billion yuan, and its net profit increased by 18.5% year on year to 3.088 billion yuan.
Best consulting helps Anta reshape corporate culture and realize strategic ambition
At the dinner party on the 10th anniversary anniversary of the listing of Anta group, CEO Ding Shizhong held up his glass, danced horse riding and sang a song in Minnan dialect, "love and struggle will win". This song is a reflection of his life. Starting from scratch at the age of 17, he is diligent, pragmatic and dare to fight hard. After more than 30 years, he has created a business miracle.
"To be Anta of the world, not Nike of China." Ding Shizhong has said this sentence more than once. During the hundred billion journey, Ding Shizhong directed Anta Group's upgrading strategy to match Adidas and Nike. Every month, we will focus on the specific indicators of each store, such as sales, gross profit, internal sorting, external comparison, and find out the real growth and backward places.
Industry experts and brand experts from all over the world gather in Anta Group, and the talent chain continues to expand. Only when the rear area is settled can the talents be at ease and fight side by side with Anta. In order to invite a Korean elite to work in China, Ding Shizhong went to Sangu moulu and funded his family to open the best Korean restaurant in Xiamen There is no doubt that Anta Group wants to become a global industry leader.
With the rapid expansion of Anta, its brands are more and more, and its organization scale is growing. To make each brand stand out in its own segmentation field, and to further integrate multiple brands in Anta, the pain points on the way forward are gradually exposed.
In 2016, Anta Group specially invited best management consulting group (hereinafter referred to as "best consulting") to cooperate in the "human resources and Corporate Culture Upgrading" project. During nearly a month's research, the best consulting team deeply felt Anta's strategic intention, and realized that it was Anta's urgent need to build a human resource system that matched the hundred billion strategy and a corporate culture that constantly encouraged employees to charge.
"All business management consulting services should point to business issues, including human resources," said Chen Hao, a senior consultant at best consulting In order to reconstruct the human resources of Anta Group in an all-round way and effectively improve its business strength, in the specific service process, best consulting called a number of experts in process management, supply chain management, it reform, retail and other fields to work together.
During this period, best consulting launched the internal "cultural discussion" of Anta Group, and constructed the "Anta road" of "consumer oriented, market position oriented, contributor oriented, innovation oriented", which gave Anta new connotation of core values and effectively integrated the group culture and brand culture. The three stages of upgrading path from cultural upgrading to Anta human shaping to cultural output are planned, and the key work contents and several years' cultural communication themes of cultural construction in recent three years are designed.
At the same time, Anta is committed to building a diversified brand matrix. Anta is positioned as a public specialty, emphasizing high