Anta, the Chinese sportswear brand taking on the Western market.

For a long time, the Chinese group Anta Sports focused on low-cost footwear, but it has since radically transformed its business model. By acquiring international brands such as Fila, Wilson, Salomon, and Arc’teryx, the company has gradually built a portfolio capable of competing with the world’s leading players in the industry.

This strategy goes hand in hand with a major shift in consumer habits in China. Sandrine Zerbib, former head of Adidas in China, explains that the role of sport has changed in the country. Once seen mainly as something associated with school or as a secondary activity, sport is now considered a real investment in health and well-being. Since the Covid-19 pandemic, participation in sports has increased significantly, particularly in China’s major cities.

Consumer expectations have also evolved. General sports brands are facing increasing competition from specialized and technical brands, particularly in trail running, hiking, and outdoor sports. Brands such as Arc’teryx and Salomon are benefiting from this growing demand for technical products, which have also become a way for some Chinese consumers to express their identity and social status.

An acquisition strategy rather than direct expansion

Sandrine Zerbib herself contributed to Anta’s strategic planning. In 2010, after leaving Adidas and setting up her own consulting firm, Ding Shizhong, co-founder of the Chinese group, asked her to conduct a study on the brand’s opportunities for expansion in the United States. Her assessment was cautious: the U.S. market was already highly competitive, and entering it directly carried a significant risk of failure.

Anta therefore chose to focus on acquisitions. Rather than trying to establish a Chinese brand that was still relatively unknown internationally, the group acquired companies that already had a strong reputation in Europe or North America. It then sought to position them more firmly in the premium segment by focusing on technical products, more selective distribution, and higher prices.

Preserving the identity of acquired brands

According to Sandrine Zerbib, the success of this strategy also depends on Anta’s ability to preserve the authenticity of the companies it acquires. Acquiring a brand does not necessarily mean relocating all of its activities to China. In Salomon’s case, for example, the design teams have remained in Annecy.

According to her, a complete relocation could have harmed the brand’s credibility and identity, precisely the elements Anta had invested in. Mass production is still largely carried out in Asia, but certain areas of expertise, design activities, and technical skills remain associated with the brands’ countries of origin.

Anta’s strategy is therefore based on a balance: taking advantage of the strength of the Chinese market and the group’s efficiency while preserving the heritage of the international brands it has acquired. This approach has enabled the group to achieve strong growth, although its efforts to move its own Anta brand upmarket are still facing some challenges.