国内体育用品龙头企业安踏体育全球扩张再落关键一子。1月27日，安踏公告披露，已与阿尔忒弥斯集 团达成协议，将以每股35欧元的价格收购德国运动品牌彪马约29.06%的股权，涉及资金约15.06亿欧元 （约合人民币122.8亿元）。交易预计在2026年底前完成，届时安踏将成为彪马第一大股东。 彪马近年业绩增长乏力。财报显示，其2023年至2025年上半年营收增速放缓，净利润由盈转亏，其中 2025年上半年净亏损约2.5亿欧元。尽管面临短期挑战，彪马在全球市场，特别是在足球、赛车及潮流 运动领域，仍拥有深厚的品牌积淀与渠道网络。 安踏在公告中表示，此次投资将有助于提升集团的全球市场地位与品牌影响力。集团董事局主席丁世忠 称，交易完成后将充分尊重彪马原有的企业治理与品牌战略，计划通过委派监事代表的方式参与治理， 并支持现有管理团队继续运营。 "此次收购对中国体育用品集团而言具有战略意义。"业内人士认为，彪马在欧美等成熟市场的零售渠 道，可为安踏旗下品牌提供现成的国际化平台，大幅缩减海外拓展的时间与成本。同时，彪马在专业运 动与时尚领域的资源，能够与安踏现有品牌矩阵形成互补，进一步丰富其产品布局。 2019年起，安踏通 ...

近年来，在全球化战略布局中，安踏集团陆续将斐乐、始祖鸟、萨洛蒙、狼爪等品牌纳入版图，逐步形 成覆盖专业运动、时尚运动与户外运动的多品牌矩阵。最新数据显示，安踏集团2025年全年总营收超 700亿元，斐乐品牌实现中单位数正增长，以DESCENTE（迪桑特）和KOLON SPORT（可隆）为代表 的其他品牌矩阵表现最为亮眼，去年全年零售金额实现45%~50%的高速正增长。 本报讯 （记者 肖蔚男） 27日，安踏体育用品有限公司（以下简称"安踏集团"）与Pinault家族的投资公 司Groupe Artémis达成购股协议，收购全球标志性运动品牌彪马（PUMA）所属公司PUMA SE 29.06%的 股权，现金对价为15亿欧元。这是安踏集团深入推进全球化战略的又一重要举措。此次交易有望于2026 年底前完成，收购资金全部来源于安踏集团自有现金储备。 "收购彪马的股权成为最大股东，是安踏集团深入推进'单聚焦、多品牌、全球化'发展战略的重要里程 碑。"安踏集团董事局主席丁世忠表示，彪马是具有标志性意义的全球知名品牌，期待安踏集团与彪马 公司相互学习并分享经验，携手合作充分释放其品牌势能。 ...

Core Viewpoint - Anta Group is committed to a global strategy that emphasizes local market adaptation while maintaining brand identity, aiming to open 1,000 stores in Southeast Asia over the next three years [2][3]. Group 1: Global Strategy and Market Expansion - Anta Group has established its Southeast Asia headquarters in Singapore, using it as a base to strengthen market advantages and expand into South Asia, Australia, and New Zealand [3]. - The company employs a direct-to-consumer (DTC) approach, utilizing a "single platform, multiple brands, all-channel" model to operate various brands, including Anta, Fila, Descente, Salomon, and Wilson [3][4]. - In Southeast Asia, Anta Group is leveraging sports resources by collaborating with local sports organizations to host events and create job opportunities, with over 400 local positions created at the Singapore headquarters [3]. Group 2: Financial Performance and Growth - Anta's revenue in the Southeast Asian market is projected to grow nearly 100% year-on-year by the first half of 2025, while overseas business revenue has increased by over 150% due to new operations in the U.S. and the Middle East [5]. - The company has adopted a strategy of acquiring high-end brands to penetrate competitive markets in Europe and North America, establishing a strong global brand image from the outset [5][6]. Group 3: Strategic Focus and Future Outlook - Anta Group maintains a strategic focus on "single focus, multiple brands, globalization," aiming to meet diverse consumer needs across various categories and scenarios [6]. - The global sports goods market presents significant growth potential for Anta's multi-brand strategy, which is expected to drive long-term performance and open up broader premium pricing opportunities [6].

Core Insights - Anta Sports announced its goal to implement a thousand-store plan for the Anta brand in Southeast Asia over the next three years [1] - The company's Southeast Asia business revenue is expected to nearly double year-on-year by the first half of 2025, driven by high-value products, localization, and digital strategies [1] - Anta's strategy of "single platform, multiple brands, and all-channel" has successfully expanded into Southeast Asia, validated through operations of other brands like Fila and Descente [1] Group 1 - Anta Sports participated in the third Asian Vision Forum in Singapore to share its globalization strategy and progress in the Southeast Asian market [1] - The company has established its Southeast Asia headquarters in Singapore to strengthen its market position and expand into South Asia, Australia, and New Zealand [1] - Anta's overseas business revenue has increased by over 150% year-on-year, supported by new offline operations in the US and the Middle East [1] Group 2 - The company emphasizes a strategy of "global thinking and local execution" in Southeast Asia, exploring replicable models for overseas expansion [1] - Anta and Amer Sports have nearly 30% of their global market share outside of China [1]

Core Viewpoint - Anta Group announced its goal to implement a thousand-store plan for the Anta brand in Southeast Asia over the next three years, aiming for nearly double year-on-year revenue growth by the first half of 2025 [1] Group 1: Globalization Strategy - Anta Group's globalization process is divided into three phases: establishing international brand presence in China, expanding global brand operations, and promoting Chinese brands globally [1] - The company is currently focused on the third phase of its globalization strategy [1] Group 2: Southeast Asia Operations - Anta Group has established its Southeast Asia headquarters in Singapore to strengthen its market position and plans to expand into South Asia, Australia, and New Zealand [1] - The company employs a "single platform, multiple brands, all-channel" model to operate various brands under Anta Group and Amer Sports, including Anta, Fila, Descente, Salomon, and Wilson [1] - This model aims to create a seamless online and offline sales ecosystem for each brand [1]

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].