On the afternoon of January 12, 2020, the “Anta Group 2019 Annual Summary Meeting” with the theme “Z Future-Reconstruction, Quality and Wisdom” was grandly held in Xiamen International Convention and Exhibition Center. At the scene, Ding Shizhong, Chairman and CEO of Anta Group and Chairman of the Board of Directors of Amer Group, delivered a speech entitled “Reconstruction of Thinking, High-quality Growth”. The following is the full text of the speech. Long Yuxuan, the executive editor of “CEO Search Engine”, was reposted with Ding Shizhong’s approval and authorization.
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Dear colleagues, brothers and sisters of Anta Group:
good afternoon everyone! Today, we gather here to summarize the achievements of Anta Group in 2019 and look forward to the new year. From the performance point of view, 2019 should be the best year in Anta Group’s history, and also the year with the fastest growth rate. The company’s current market value has exceeded 200 billion Hong Kong dollars. On behalf of the board of directors of the group, I would like to express my sincere gratitude to all partners.
2019 is a crucial year for Anta Group. We put forward the concept of “collaborative incubation, value retail”, carried out organizational changes, established three major sports brand groups and three shared platforms, and fully upgraded the organizational structure of Anta Group. Multi-brand strategy matching. Last year, the Anta brand put forward the positioning of “Technology leads the ultimate cost-effectiveness” and carried out category system reform; FILA continued the momentum of rapid growth; the group’s new brand, Disante, had its annual turnover approaching 1 billion for the first time.
2020 is a special year. “2020” coincides with the stock code of ANTA Sports. This year, the external environment is full of challenges, but the Chinese consumer market is still full of opportunities. There is a popular saying in 2019, “I am too difficult.” However, I noticed that none of the leading companies in the industry have bad business operations, so we have no choice but to become the leading companies. In the past year, we have observed rapid changes in business models.
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Changchun’s “Here is a mountain” broke the concept of a traditional shopping mall and moved a culturally connotative pedestrian street into a shopping mall; Heping Fruit Bureau opened on the second floor of Beijing Wangfujing Department Store, which records the life of old Beijing Ways and cultural scenes; Beijing’s SKP-S overturns the traditional concept of department stores and displays the world’s best brands as works of art; Wei Ya, Li Jiaqi and other live broadcasts have annual sales exceeding billions. This is called subversion. All these subversions require us to think: “What did we do right and what did we do wrong?”
Everyone says that business is bad in the cold winter, but I think there is no cold winter, and if you don’t do it well, it is a cold winter. This year, we propose to reconstruct thinking. Why refactor your thinking? Because Anta is a company for nearly 30 years, its thinking is easily solidified by past successful cases and experiences. Past success does not mean that it will still be successful in the future. Therefore, we emphasize brand restructuring, management restructuring, and managerial thought restructuring. Anta Group’s culture is a high-standard benchmarking. If you dare not change yourself, what success will you talk about?
In addition, I proposed high-quality growth. Because the Anta Group has developed to today’s scale, it is very dangerous if there is no high-quality growth. In addition, it is unrealistic to achieve high-quality growth without the drive of dreams and missions. I believe that this is not only my dream, but also the dream of all ANTA Iron Forces.
Last year, we made the biggest merger and acquisition since we started our business-the joint consortium acquired the Amer Group. We have formulated Amer’s global five-year development plan and have reached a consensus with the management to achieve the effect of “1+1>2”. This is the multi-brand strategy of the Anta Group, the only way for the globalization of the Anta Group and the Anta brand, and it is also the road to victory. For the globalization strategy, we have formulated a five-year plan. We hope that Anta’s overseas business can account for 15%. We have established a joint venture company in Southeast Asia and plan to enter the European and American markets this year. Last month, we established a global retail headquarters in Shanghai to speed up the group’s global development.
Here I want to talk about Anta’s iron army culture in particular. What is the iron army culture? The iron army culture is responsible, high standards for benchmarking, not only can win battles, but also can win many battles. There are many such teams in our team, and they have done a good job now.
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Finally, talk about the talent development of Anta Group. In the early days of entrepreneurship, most of the people I recruited were Quanzhou natives, most of whom spoke Hokkien; when we started to do branding, the company began to recruit a lot of talents from across the country, and everyone spoke Mandarin; when we became No. 1 in the country, we had already Start hiring global talents. Today, if Anta is to become a world-class sporting goods company, we must make good use of global talents and recruit more international talents. In this development process, it reflects the company’s progress and the team’s globalization and internationalization. I am proud of you. thank you all!
It is not easy for Anta Group to get here today. In 2019, I have summarized 6 words, as today’s conclusion to everyone-“insight, cognition, and transparency”. “Enlightenment” is innate; “cognition” lies in whether you have an attitude and ability to learn; “transparency” means seeing clearly and understanding work and things. Finally, I wish all Anta people and Anta’s family members a New Year in advance, and I wish you all a happy Chinese New Year and never stop!
