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"How many people know Kong Linghui or Anta?" In 1999, when many were puzzled about why Anta spent 800,000 yuan to get Kong Linghui as an endorser, Ding Shizhong made the same statement. He believed that Anta’s success came down to two key focuses: first, building a strong brand identity, and second, investing in research and development with a focus on innovation.
By 2011, the sports community lacked major influential events, which limited the value of Anta's sponsorship rights. However, the company used the time before the 2012 London Olympics to refine its strategies and gain valuable experience.
In the Hong Kong stock market, Li Ning had a total market cap of 16 billion HKD, but by that time, Anta’s market value had already surpassed it, reaching over 300 billion HKD. Credit Suisse predicted that Anta would grow at a compound annual growth rate (CAGR) of 22.8% over the next three years. The company also aimed to surpass Li Ning in retail sales in 2010, becoming the first truly successful Chinese domestic brand.
Anta planned to open more than 7,000 stores by 2010, with annual sales expected to exceed 7 billion yuan and taxes exceeding 800 million yuan. According to Ding Shizhong’s plan, the company was set to fully enter the e-commerce sector in 2010, with a goal of reaching 10,000 stores by the end of the year. This marked a bold step toward expanding its reach and strengthening its position in the competitive Chinese market.
September 18, 2025