安踏:踏出不安

What Makes Anta in Anxiety

"运转一个60亿的公司跟一个十几亿的公司完全不一样。"丁世忠说。这位年近不惑的安踏创始人,带领"晋江系老大"升级转型的道路才刚开始,他在努力把握变革。

In the past 15 years,Anta has opened 6,300 stores at third-tier or fourth-tier cities.As one of the OEM factories earliest built in China, Anta has much cost advantage.In 2008,relying on cost control,the wholesale price of a piece of clothing is as low as 57 yuan,every pair of shoes only 94 yuan,which suits the demand from third or fourth-tier cities quite well. But,the status quo disturbs Anta a lot. It seems that a change is inevitable.According to it semiannual financial report,Anta's sales growth rate is 27.7%.whereas in 2008 the number is 52.3%and in the year of Anta's IPO-2007,the data is 203.1%.President Ding Shizhong attributes it to growing'cardinal number'.In 2008,sales of Anta reach 4.63 billion RMB.By 2009,the figure is expected to reach 6 billion RMB. However,market is delivering an evident message that Chinese sports goods market is in slump after 2008 Olympic Games. Like its competitors,Anta needs to adapt the new speed of post-Olympic era.Moreover,as a 15 year-old sports goods leader in Jinjiang province,listed in Hong Kong,Anta needs transformations and upgrade urgently,including turning from a producing enterprise to a brand cultivator,from a family firm to a public company,from crazy scaling to strategic growth,from second or third-tier cities to first-tier cities. These challenges will put 39-year-old Ding Shizhong to a test of revolution and leadership.