在近日举办的第三届亚洲愿景论坛上，安踏体育用品有限公司（以下简称"安踏集团"）副总裁、安踏集 团东南亚区域董事长兼总裁王华友表示，真正的全球化，是在坚持品牌基因的前提下，实现每个市场的 本地化。"我们要将品牌优势和优质服务带给当地消费者，有信心未来三年在东南亚市场拥有1000家安 踏品牌的门店，实现千店计划。" 记者从安踏集团方面了解到，目前集团正全力推进全球化战略。其中，把东南亚总部设在新加坡，以该 区域为"桥头堡"强化市场优势，并逐步向南亚、澳大利亚及新西兰等周边市场扩展。在此过程中，集团 通过直面消费者（DTC）的方式，通过"单平台、多品牌、全渠道"模式，运营安踏、斐乐、迪桑特、萨 洛蒙、威尔胜等多个品牌，实现线上线下全渠道链接，并为每个品牌构建完整的销售生态。 在东南亚市场中，安踏集团积极发挥体育资源优势，联合本地体育组织举办赛事，推动体育事业发展， 聘用大量本地人才，创造就业机会。例如，新加坡总部已创造400多个本地岗位，本地员工占比近八 成。 同时，集团还在当地投资数字化、物流等基础建设，以"品牌+零售"的商业模式及直营门店模式获得消 费者关注度，通过全球化资源整合和物流体系搭建提高整体运营效率， ...

2025年上半年，安踏品牌东南亚流水同比增长接近翻倍，新增美国线下业务和中东业务，共同拉动海外 业务流水同比增长超过150%。安踏加亚玛芬集团，其中国以外的全球市场占比近30%。 智通财经APP获悉，9月11日，安踏体育(02020)出席在新加坡举行的第三届亚洲愿景论坛，分享其全球 化战略在东南亚市场的最新进展与成功实践，宣布未来三年目标是实现安踏品牌在东南亚的千店计划。 2025年上半年，安踏品牌东南亚业务流水同比增长接近翻倍，其高价值商品、本地化和数字化策略初见 成效，不仅成功实现"品牌+零售"的商业模式出海，通过斐乐、迪桑特等其他品牌的东南亚运营，更是 验证了安踏集团"单平台、多品牌、全渠道"出海东南亚战略的成功落地。 目前，安踏把东南亚总部设在新加坡，以东南亚为桥头堡来不断强化市场优势地位，并逐步拓展至南 亚、澳大利亚及新西兰等周边市场，通过"单平台、多品牌、全渠道"模式，运营安踏集团与亚玛芬集团 旗下多个品牌，实现线上线下全渠道无缝链接，为每个品牌构建完整的销售生态。在东南亚市场，安踏 坚持"全球化思维、本土化执行"的策略，积极探索可复制的出海模式与发展路径。 ...

安踏集团9月11日出席在新加坡举行的第三届亚洲愿景论坛，安踏在论坛上宣布未来三年的目标是实现 安踏品牌在东南亚的千店计划。2025年上半年，安踏品牌东南亚业务流水同比增长接近翻倍，其高价值 商品、本地化和数字化策略初见成效。纵观安踏集团的全球化进程，可分为三个阶段：在中国做好国际 品牌，重塑品牌价值，释放发展潜力；走出去经营全球品牌，将安踏经验赋能全球；让中国的品牌走出 去，做世界的安踏。目前，集团正全力推进第三阶段的全球化战略。安踏集团把东南亚总部设在新加 坡，以东南亚为桥头堡来不断强化市场优势地位，并逐步拓展至南亚、澳大利亚及新西兰等周边市场， 通过"单平台、多品牌、全渠道"模式，运营安踏集团与亚玛芬集团旗下多个品牌，包括安踏、斐乐、迪 桑特、萨洛蒙、威尔胜等，实现线上线下全渠道无缝链接，为每个品牌构建完整的销售生态。 ...

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]

Core Insights - The article discusses the recent developments at Xtep, including the appointment of the founder's daughters as key executives and the company's financial performance in 2024, highlighting its growth strategy and competitive positioning against other brands like Anta and Li Ning [2][5][14]. Financial Performance - Xtep International reported a total revenue of 13.577 billion yuan in 2024, marking a year-on-year increase of 6.5% [2]. - The company's operating profit grew by 9.3% to 1.966 billion yuan, achieving a historical high [2]. - The e-commerce sector saw a robust growth of 20%, contributing over 30% to the main brand's total revenue [2]. Leadership Changes - The founder's elder daughter, Ding Lizhi, has been appointed as the Chief Financial Officer, while the younger daughter, Ding Jiamin, has gained prominence as a social media influencer and brand manager [3][5][11]. - Ding Jiamin has been actively involved in the e-commerce segment, leading to significant online sales growth, with retail sales on platforms like Douyin and Xiaohongshu increasing by over 80% year-on-year [13][19]. Strategic Positioning - Xtep aims to establish itself as "China's number one running brand," following a similar path to Anta's multi-brand internationalization strategy [5][14]. - The company has adopted a "buy-and-build" strategy, acquiring brands such as Saucony, which has become a significant revenue contributor, surpassing 1 billion yuan in income [18][19]. - Xtep's market position is currently third among domestic sports brands, with a market capitalization of 14.622 billion yuan, trailing behind Anta and Li Ning [14][19]. Competitive Landscape - The article highlights the competitive dynamics within the sportswear industry, noting that Xtep's growth strategy closely mirrors that of Anta, particularly in terms of sponsorship and brand acquisitions [16][18]. - Xtep's recent acquisitions, including the divestment of underperforming brands, reflect a strategic shift to focus on more profitable segments [9][18]. - The company faces competition from other brands like 361°, which has also reported significant growth and is expanding its market presence [19][23].