https://lnkd.in/gYdBEFT2
The Third is “Capability of globalized operation and resource integration of multiple brands”
This capability is reflected in three aspects: first, our competence in multi-brand management realizes the value of internationally renowned brands in the Chinese market and helps them create values for China’s consumers and achieve rapid development . Second, we introduce our unique business model globally, driving the development of global brands in retail, supply chain, and middle and back ends; and third, the open and inclusive ANTA culture being recognized worldwide. Brands acquired by or collaborated with us in the past hail from various parts of the world, including Europe, the United States, Japan and South Korea. Despite diverse equity structures, these collaborations have been proved particularly successful.
We have gone through several stages along the way. We were often challenged and had to face doubts. Some questioned whether ANTA’s achievement stems from competitiveness or just simply luck. Some argued that the FILA’s success was accidental. However, we made DESCENTE, KOLON SPORT, and AMER SPORTS successful. We achieved success of one brand after another in the Chinese market.
How can we make this far? It’s our firm determination and vision that helped us become who we are. When ANTA became the leader in this industry in China, I proposed a multi-brand and globalization strategy? The reason is that there was no world-class enterprise in China’s sporting goods industry at the time. I put forward the vision of “To be ANTA of the world, rather than NIKE of China”. It is now the mission and vision of our company.
Today, we build a unique “brand + retail” business model, blazing a distinctive trail for globalization, a path our counterparts in China could follow. It is never easy, but we made it. All credit goes to you!
(To be continued)
