Anta'S Affinity Marketing Benchmarking Growth Method

In August this year, Forbes and "Hurun" China's brand list were double upstart. Anta sports founder and family member Ding Zhizhong repeatedly stressed in the interview: "rainy day is the way to survive."

He answered the manager with a serious face. This year the RMB has appreciated, and the increase in labor and raw material costs has not had a great impact on Anta. "An enterprise can withstand wind and waves, environmental problems are only minor contradictions. Deadly enemies often come from themselves, and competitiveness is vitality."

Full chain management

When Anta was listed in Hongkong in July 2007, it recorded a record of Chinese local sports brands raising money in overseas capital markets. The mid 2008 results showed that turnover exceeded 2 billion 200 million yuan in the first half of the year, up more than 50% from last year, and the net profit was as high as 434 million yuan. The number of listed companies doubled over the same period last year, exceeding that of Lining and XTEP.

Ding Zhizhong, who founded Anta in the early 20, realized very early that "manufacturing cannot be the whole of Anta". In fact, relying on the Jinjiang sports industry cluster to shape the control power of the industrial value chain, so as to ensure the profitability of the enterprise, is precisely the way of the rise of the enterprise based on the foundry business. While his fellow countrymen and his colleagues were still struggling with OEM, Anta quietly took steps to design, procurement, production, logistics, brand packaging and terminal sales. The Anta sports science laboratory, founded in 2005, marks the completion of the value chain. This "first sports science laboratory in China" has received more than 40 national patents so far, providing CBA players with a personalized transformation plan for basketball shoes and their last models.

Ding Zhizhong is deeply moved that "in the process of industrial upgrading and market shuffling, we can only become managers of value chain, and our profit portfolio and pricing strategy can become competitive." At present, Anta has set up 4 warehousing and logistics centers and 6 operation branches in Fujian, Jiangsu, Beijing and Guangdong, and has set up nearly 300 full-time team to undertake logistics and brand services for distributors. "Opening many stores in big cities and opening large stores in small cities" has formed a network covering 5193 terminal stores in more than 600 cities nationwide.

Value for money

At the beginning of the value chain positioning, AT corney's prescription for Anta is "to strengthen the control of the public". Ding Zhizhong admitted that he had referred to TOYOTA's experience in brand management and business decision making, aiming at the middle income group in China to make the best brand with cost-effective performance.

After third years of opening, Anta once received a complaint of a broken toe. The result of the test is the quality of the soles. The destruction of the same batch of products in the same batch means a loss of 1 million. However, Ding Zhizhong's phrase "can't let the consumer feel that Anta is not worth it". All the 10 thousand pairs of shoes that have been sent to eight large areas of the country are recalled and destroyed. In order to fulfill its promise, Anta has invested nearly 100 million yuan for equipment renewal, and has designed the production management standards such as "on-site 5S standard". Li Su, vice president of charge technology, is a senior engineer in Anta, who specializes in core management and directly manages quality.

Anta is planning to reduce its production percentage, and shoes and clothing are currently 50% and 9%. Most of garment production is outsourced. How to control quality? Anta requires suppliers to comply with the principle of "joint growth with Anta", such as fabric and accessories developers should have the same development capability; at the same time, suppliers should make money, procurement team assessment and leaving a reasonable profit margin. In the rules of the game, he will not repay you if your partner does not make money. They will be willing to advance with you if they add value to their suppliers.

In addition to the self built 22 footwear production lines and 2 garment production bases, Anta is also actively outsourcing cooperation with Yuyuan and other giant foundry enterprises, organizing flexible large-scale production capacity through subcontracting production, and relying on this way, Anta can achieve "25 days to complete the new product coverage" plus capacity.
 
Affinity marketing

The name of "Anta" is the source of "the name of the company". In the first place, Anta had no talent, strong background, and abundant capital, but it also benefited from grass roots.

Xu Yang, the brand director, said that with China's economic strength and political status improving, national pride is becoming an important link between independent brands and good relations with the Chinese people. "This is an opportunity for Anta, and ordinary people are not against China."

Sponsoring Chinese men's basketball, table tennis and men's and women's volleyball matches is the most classic marketing case of Anta in improving the brand's nationality. In 2004, CBA sponsor China Basketball Association found the top three sporting goods market in China to seek cooperation. Anta then joined the bidding team and threw out a strategic cooperation agreement lasting 4 years. In November of that year, Anta became the only sponsor of sports equipment in the CBA League. In 2006, another 6 year contract was renewed. In 2005, Anta became the only designated partner of the sports equipment of the 2005~2008 China Table Tennis Super League with more than 30 million cost. After 2 years, it won the full name sponsorship of all the domestic volleyball competitions in the 2007~2010 season. Even in the increasingly popular international strategy of signing overseas star athletes, Anta is also more inclined to cooperate with Yao Ming's Houston rockets Scola, a Chinese star who has attracted widespread attention.

These inputs have earned Anta the reputation of the "China League engine". "Sponsorship of CBA at the beginning