安踏全球化方法论十八条

Group 1: Internationalization Stages - Anta Group's internationalization consists of three stages, starting with acquiring the trademark rights for the international brand FILA in 2009, demonstrating its capability to operate international brands in the domestic market [1] - The second stage involved acquiring brands like Descente and Kolon, culminating in the successful acquisition and operation of the Finnish sports group Amer Sports, showcasing Anta's diversified management, global resource allocation, and brand operation capabilities [1][2] Group 2: Brand Management and Empowerment - Anta adjusts management teams of acquired brands and empowers them with its foundational capabilities, including channels, logistics, production, marketing, and digitalization, particularly through the Direct-to-Consumer (DTC) model [2] - The core of brand operation is finding brand positioning, where Anta evaluates the role of the brand within its multi-brand strategy before and after acquisition, ensuring alignment with the group's overall brand positioning [3] Group 3: Brand Value and Scarcity - The process of acquiring and operating brands reflects Anta's deep understanding of brand value, which is built on long-term connections between products and consumers, emphasizing the importance of brand memory [5] - The essence of overseas mergers and acquisitions for Chinese companies is to acquire scarcity, whether in qualifications, channels, markets, technologies, or brands, requiring a profound understanding of the market [6] Group 4: Globalization Challenges and Strategies - The third step in Anta's globalization is the internationalization of its main brand, which involves a lengthy investment period without immediate revenue increases, testing its ability to establish brand recognition from scratch in international markets [7][8] - Entering overseas markets requires building local teams to understand market ecosystems and consumer habits, which is a complex task beyond merely finding agents to sell products [10] Group 5: Long-term Investment and Learning - The journey from "0 to 1" in globalization involves a long trial-and-error process that may last several years, often resulting in initial losses but potentially leading to significant revenue growth as experience and model validation accumulate [12] - The Middle East market is identified as a potential second foothold for Anta's globalization efforts [13] Group 6: Organizational Structure and Entrepreneurial Spirit - Anta employs a brand responsibility system for globalization, balancing the roles of headquarters and regional companies while addressing the challenges of management structure adjustments during the initial phase of globalization [15][16] - The entrepreneurial spirit is crucial in the globalization process, with successful global companies treating globalization as a new venture, driven by a culture of risk-taking and a deep-rooted global mindset [16]