In 2015, Anta Will Become China'S First Sports Company With A Breakdown Of Ten Billion.

The most popular consumer group.

Anta became the first sporting goods company to get rid of the industry crisis.

In February 11th, Anta announced its annual report for fiscal year 2014, Anta's operating income was about 8 billion 920 million yuan, up 22.5% year-on-year, and net profit of about 1 billion 700 million yuan in the whole year, up 29.3% over the same period last year.

Anta became the first sporting goods company to successfully pform from wholesale to retail.

The core of the guidance pformation is to collect feedback from customers quickly, develop products that are popular in the market, provide precise ordering guidelines, encourage dealers to flexibly take up the order, keep the inventory level stable and prevent backlog.

Through the establishment of quick response supply chain and the re planning and adjustment of stores, the number of Anta retail stores in 2014 was 7622, a decrease of 135 over the previous year, and the efficiency of stores increased by 24.7% over the same period last year.

Anta outperformed the industry's best stock crisis.

In 2010, Lining's revenue reached the highest point in history of 9 billion 400 million yuan, while Anta reached a peak of 8 billion 900 million yuan in 2011.

Since 2012, Chinese sporting goods companies have been sliding down from the highest point and losing money. Other companies' data in 2014 have not yet been released. But in the first half of the year, the net profit of Anta's 803 million yuan in the first half of 2014 did not account for a loss of more than 500 million of Lining, which surpassed the sum of XTEP, PEAK and 361 degrees.

Anta found the most popular consumer market.

Provide them with sports shoes priced at 300 yuan -500 yuan.

The high-end consumers in the first tier cities have high consumption level and high product prices, but consumers choose more and compete fiercely.

On the other hand, international brands take advantage of brand power.

Lining, another local brand, wanted to fight directly against it after the 2008 Olympic Games, and upgraded the product price through the post-90s strategy, which ultimately proved the failure of the strategy.

From Jinjiang, Fujian, Anta, which has no brand's natural advantages, has positioned itself as the shoe that most people can afford to wear.

Anta found that the degree of consumer acceptance of domestic brands was between $300 and $500.

The characteristics of these consumers are monthly income of about 5000 yuan, college students, white-collar workers, hobbies, sports, living in two or three line cities.

Anta's stores also cater for this distribution.

At present, from the distribution of stores, first tier cities account for 15%, two or three line cities account for 75%, and other markets account for 10%.

And the future strategy is still the first tier cities to display the image, the two or three line cities to protect their status.

Adhering to this popular line, in 2013, Anta launched the basketball strategy of "priceless strength", and the price of basketball shoes represented by four NBA stars such as Kevin Garnett, Rajon Rondo and Luis Scola was 399 yuan.

In 2014, Anta -NBA joint brand shoes continued the positioning of national basketball shoes.

The price of its NBA basketball shoes is 449 yuan.

With NBA official partners, Adidas's NBA basketball shoes are priced at more than 600 yuan.

From Anta's sales data, it has enough recognition in the mass market.

"According to Anta's 2015 orders for the first three quarters, it is entirely possible that the target of 10 billion will be achieved in 2015."

Anta chairman and CEO Ding Shizhong said.

However, this company, which relies on the mass market growth, intends to gradually establish multi brand strategy to cater to different consumers. Anta children's clothing and FILA are becoming new growth points.

Under the multi brand strategy, Anta has established different channels for different brands, and has now been able to cover all channels such as street shops, department stores and the Internet.

Just like Lining has a high-end sports brand, Anta also has FILA. However, in 2008, Lining received a 20 year exclusive franchise of Lotto (Lotto) trademark for three years in a row, and the franchise period was shortened by 10 years in 2012.

In 2009, Anta acquired the trademark rights and exclusive rights of high-end sports brand FILA in China.

At present, FILA has increased faster than the main brand Anta, with 519 stores, an increase of 103 over last year.

Anta did not publish FILA sales data, but said FILA played a greater role in improving gross margin.

"Do not rule out the continued acquisition of high-end international brands to meet the high-end crowd, and now have contacted many brands."

Anta chairman and CEO Ding Shizhong said.

Although it is the first in China, the gap is still large compared with Nike ADI.

Adidas, ranked second in the Chinese market, achieved sales of 1 billion 655 million euros (about 11 billion 684 million yuan) in 2013 in Greater China.

The advantage that Anta contends with international brands is still the price. In the first tier cities, the affordable price is still an important factor in deciding the purchase.

However, the image of parity also hinders Anta from further enhancing its brand influence.

Anta is trying to enhance its brand influence. Measures include taking the gymnastic team from Lining in 2014, grabbing NBA from PEAK, providing awards equipment for the Sochi Winter Olympic Games and the Inchon Asian Games Chinese sports delegation, and providing match equipment for 24 national teams.

Zhang Chengliang, director of strategic consulting at Hua Tong Ming, pointed out that Anta has opened up the market with high cost performance in evaluating China's sports industry. But Nike is advocating lifestyle, so consumers no longer care about its price, which is why it can get higher profits with more expensive shoes.

And the domestic brands represented by Anta also need to provide more unique emotional factors to the brand.