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"How many people know Kong Linghui or Anta?" In 1999, when many were confused about why Anta spent 800,000 yuan to get Kong Linghui as an endorser, Ding Shizhong made the same comment. He believed that Anta's success stemmed from focusing on two key areas: first, building a strong brand identity, and second, investing heavily in research and development and innovation.
By 2011, the sports community lacked major influential events, which affected the value of Anta’s sponsorship deals. However, with the London Olympics approaching in 2012, Anta had a full year to refine its strategy and improve its market positioning.
In the Hong Kong stock market, Li Ning had a total market capitalization of 16 billion HKD, but Anta’s value had already surpassed it, reaching over 300 billion HKD. Credit Suisse projected that Anta would achieve 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 by 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 tax revenue surpassing 800 million yuan. According to Ding Shizhong’s vision, Anta would fully embrace e-commerce this year, aiming to expand its physical presence to 10,000 stores. This move reflected the company’s long-term strategy to adapt to changing consumer habits and maintain its competitive edge in the fast-evolving sports apparel industry.
September 18, 2025