Ding Zhizhong: Pragmatism + Wolves

Why did Anta succeed?

Pragmatism and wolf spirit.

Looking back, Ding Zhizhong did not think Anta followed Nike's imitation.

On the contrary, the reason why Anta develops more rapidly is because of its unique fast business mode.

Unlike Nike, Anta insists on its own production.

In the early days of Anta, the scale of enterprises was very small, and in fact, they could not implement the close type strategy. Looking for agents and opening stores were all extravagant hopes, and could only be implemented by loose wholesale sales.

"Our position is a mid-range product, the pursuit of the same price, value for money, if what products are given to OEM, you may be worth a lot of money?"

Ding Zhizhong said that manufacturing is the advantage of Anta.

Anta's own factories not only contribute to the profits of the whole group, but also play an important role in the rapid replenishment of large channels, and the market has a fast response.

The spirit of loving collage and the spirit of grass roots in Southern Fujian formed the pragmatism of Anta, plus the wolf spirit.

Ding Zhizhong suggested that enterprises should not blindly pursue.

Anta's vision is that by 2011, sales revenue will reach 12 billion yuan, becoming China's first and world's tenth.

He believes that the biggest progress of Anta in recent years is the pformation from the role of Ding Zhizhong's personal leadership to the operational capability of the whole professional manager team.

"This is a very important change."

In the impression of employees, Ding Zhizhong, who is extremely jumps in thinking, is a strong leader who often strikes a fancy. Once he has set his goal, he will concentrate on it with the fastest speed.

But it can also be carefully verified.

Ding Zhizhong is also influenced by many foreign companies, foreign professional managers and international companies.

Just now, after a heated debate, Ding Zhizhong signed the idea of signing a contract.

Wolf spirit also affects family management.

Ding Zhizhong told reporters that the traditional character of the Ding family is "who can do more, who will do it", which enables him to win the support of his family, who is not a family leader but has successful cases, so that he can focus on the core business of the company.

Ding Zhizhong follows a result oriented management model. He often reminds the team that the results are the best proof that successful cases are the most important.

Lai Shixian, chief operating officer of Anta, pointed out that some of the shareholders left by Anta family currently involved in finance and production management are rich in expertise in their respective fields.

From the beginning, the family of Ding did not penetrate into the management level of decision-making, which laid the foundation for the centripetal force and the pre market reform.

Ding Zhizhong is said to be a child with many ideas. He has good business talent and is good at grasping the general direction and understanding the market.

"Family businesses are most afraid of leaders who can't see clearly."

In addition, Ding Zhizhong is characterized by setbacks and bravery.

In those days, when CBA launched the reform of the "Polaris program", it was left behind in the cold. Anta was sponsoring it, but it was complained by the team that the product quality was poor because of the club's interest in reform.

This is Ding Zhizhong's most painful period. Under heavy pressure, he regarded the crisis as a matter of Anta's survival and spent 20 million yuan to build the first laboratory of enterprise science movement in China to reverse the situation in one fell swoop.

Today, Anta's basketball shoes are not only favored by CBA players, but also fought with Francis and Scola in the NBA arena.