Chinese sportswear giant Anta Sports is transforming itself from a local manufacturer to a true global giant. An example of China’s new industrial ambition
Just over thirty years ago, a Chinese teenager named Ding Shizhong traveled from Fuzhou to Beijing carrying shoes made by his family's business. Today, that company has not only surpassed Adidas as the second-largest sportswear brand in China, but is also treading a new path: become a big global name in the sports industry.
The financial power of a giant
A lot has changed since the days when Shizhong carried shoes on a train. Now, Anta Sports makes almost $81 billion a year, according to data from the Financial Times for 2023, the last year for which financial statements were presented.
Anta’s story represents much more than just the meteoric growth of a company: it symbolizes China’s transformation from the “world’s factory” to an innovative powerhouse capable of competing with established Western brands.
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Its global growth has yet to be consolidated, but its advance in China is unquestionable. In the first half of 2024 alone, Anta recorded 4,7 billion dollars in revenue, which represents:
20% more than Nike China.
160% more than Adidas China.
Additionally, Anta operates over 9.000 retail stores, most of which are in mainland China. To give you an idea of the magnitude of this number: Nike and Adidas each have between 1.000 and 2.000 stores globally.
Anta has almost all of its 9.000 stores concentrated exclusively in China.
In fact, Anta has been called “the Nike of China”, including in Spain. This is a quick way to define its essence. However, its founder rejects this comparison:
“We don’t want to be the Nike of China, but the global Tapir,” Shizhong said.
So far, the company has already achieved important milestones. It is currently the fourth most valuable sports company in the world, behind only Nike, Lululemon and Adidas.
The acquisition of Amer Sports and its importance
A key detail: Amer Sports operates independently, but has been owned by Anta since its acquisition in 2019.
This means that, if we add up the market values of both, Anta is already a direct rival to Adidas and Lululemon, fighting for second place in the global sports sector.
Ding Shizhong’s ambition has a clear backing: Anta’s aggressive international acquisition strategy, which has been ongoing for decades. Here are some examples:
In 2009, it acquired the rights to Fila for China.
In 2019, it purchased the Finnish group Amer Sports.
The purchase of Amer Sports gave Anta control of premium brands such as Salomon, Arc'teryx and Wilson.
This strategy has allowed Anta to grow much faster than rivals that were in similar positions at the beginning of the last decade, such as Li-Ning and Xtep.
In fact, Anta is located in the heart of the Chinese sports footwear industry, in Jinjiang, a region that has historically been a production hub for Western companies.
But, over time, this region learned a lot and began to create its own brands, becoming a driver of innovation.
From manufacturer to innovator
Anta is no longer limited to manufacturing sports shoes. It now invests heavily in innovation.
In 2018, it allocated 5,2% of its revenue to Research and Development (R&D), according to Nice Kicks.
In 2021, it announced a $5,5 billion direct investment plan to improve its global R&D system.
The results of this investment include:
The ANTA Sports Science Laboratory, the first of its kind in China.
A global network of R&D centers, including facilities in Los Angeles, Tokyo, Seoul and Milan.
More than 1.500 patents registered.
Innovative materials, such as REPREVE recycled fabrics, which reduce energy consumption by 44% compared to traditional nylon.
Anta's brand empire
Understanding Anta means looking beyond its own brand. Its strategy of acquisitions and expansion has transformed it into a Xiaomi-like sports conglomerate with several strategic brands under its control.
The main brands of the Anta group:
Anta – Its main brand, responsible for 50% of revenue. It offers professional sports equipment at affordable prices, but does not operate in the luxury or low-cost segment. It competes directly with Nike and Adidas.
Fila – Since it was acquired in 2009, it has become the company’s second pillar, accounting for 40% of revenue. In China, Fila has been repositioned as a premium sports brand, much more focused on luxury than in the West. Fila currently sells more in China than in its home country of Italy.
The 2019 purchase of Amer Sports (for €5,6 billion) gave Anta control of several renowned Western brands, including:
Arc'teryx (Canada) – Technical mountain clothing, with around 140 stores worldwide.
Salomon (France) – Specialist in trail running footwear and ski equipment, with 114 of its own stores and leadership in technical sports niches.
Wilson (USA) – Sports icon, reference in tennis, with global distribution and presence in several sports.
Atomic (Austria) – Manufacturer specializing in alpine skiing and winter equipment.
Peak Performance (Sweden) – Premium sportswear brand with a strong presence in the Nordic countries.
In addition to these acquisitions, Anta has also established joint ventures (50%-50%) with specialized brands:
Descente – Partnership with this Japanese ski clothing brand to explore the Chinese market.
Kolon Sport – Alliance with this Korean outdoor brand to expand its presence in Asia.
And, at the end of 2023, Anta made another strategic acquisition: Maia Active, a Chinese athleisure brand (casual sportswear) focused on the women's market.
This diversified portfolio has helped Anta change its business model in recent years.
Transformation in the sales model
Since 2020, Anta has changed from a wholesale system to a model of direct control of stores in large cities.
This allowed the company to:
Respond faster to new trends – while competitors take about a year and a half, Anta can launch new products in three months.
Directly control the brand experience.
Get real-time data on consumer preferences.
Manage inventory more efficiently.
This multi-brand, international, direct-to-consumer (DTC) strategy is unique among Chinese sportswear companies. While competitors like Li-Ning are trying to develop their own brands, Anta prefers to acquire and reposition them in the market.
However, this brand diversification can be a challenge: some analysts point out that this strategy can dilute resources from the main brand.
The next step: global expansion
Despite its success in China, Anta wants to expand its presence globally. Its initial focus is Southeast Asia, where it already operates stores in Singapore, Malaysia, the Philippines and Thailand.
Anta's international commitment gained even more strength with an unexpected move:
The Impact of Kyrie Irving's Signing
In September 2024, Anta caught the market's attention by signing NBA star Kyrie Irving.
He visited Anta's store in Bangkok, Thailand, drawing crowds like never before, according to Nikkei Asia.
Irving's five-year, $125 million contract also includes a major role: Creative Director of Anta Basketball.
The most symbolic part of this deal? Irving parted ways with Nike after nearly a decade as one of the brand's most profitable athletes.
According to Nice Kicks, Kyrie's signature products have generated $2,6 billion in revenue for Nike over seven years.
Now, an elite star has chosen to sign with a Chinese brand rather than continue with Nike. It marks a turning point in the global sports industry.
Anta is replicating the formula that made Nike a global phenomenon: combining technical innovation with the charisma of sports stars.
The final transformation
Anta represents the third wave of globally successful Chinese brands, following advances in technology with Huawei and Xiaomi and electric vehicles with BYD and NIO.
The company's next big test will be its initial public offering (IPO) on the New York Stock Exchange, valued at $10 billion.
This IPO is not just a financial move – it symbolizes Anta’s transformation from a simple manufacturer to a true manager of global brands.
The company's strategy is clear:
Verticalize to control the customer experience.
Diversify through acquisitions to reduce risk.
Invest in innovation to compete in added value.
Success is not guaranteed. Nike and Adidas still dominate the industry globally, while brands like Lululemon, Hoka and On Running are growing rapidly in specific markets.
But one thing is already clear:
Anta is no longer just “the Chinese Nike.” It is now a global sports giant that just happens to have originated in China.
The real question is not whether Chinese brands can compete in the premium segment globally.
Anta is already proving that it does.
The question now is:
How long will it take to dominate the global sports market?
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Thank you!