安踏加速全球化布局：从"中国安踏"到"世界安踏"的战略转型
中国体育用品行业正迎来全球化发展的黄金时期。 作为中国领先的专业运动品牌，安踏近期通过一系列战略举措加速其全球化进程。最新动态显示，安踏任命肖泳为专业运动群国际事业部负责人，这一人事变动被视为安踏全球化战略的重要一步。
The Chinese sports goods industry is ushering in a golden period of global development. As China's leading professional sports brand, ANTA has recently accelerated its globalization process through a series of strategic initiatives. The latest development shows that ANTA has appointed Xiao Yong as the head of the Professional Sports Group International Business Division, a personnel change seen as an important step in ANTA's globalization strategy.
安踏的全球化步伐始于2019年对亚玛芬体育(Amer Sports)的收购，随后通过成立东南亚国际事业部、推出全球性产品如欧文一代篮球鞋等举措持续发力。2021年，安踏将战略升级为"单聚焦、多品牌、全球化"，标志着其全球化战略的正式确立。
ANTA's globalization journey began with the acquisition of Amer Sports in 2019, followed by continuous efforts through establishing the Southeast Asia International Business Division and launching global products like the Kyrie Irving first-generation basketball shoes. In 2021, ANTA upgraded its strategy to "Single Focus, Multi-brand, Globalization," marking the official establishment of its globalization strategy.
安踏集团董事局主席丁世忠表示："在全球化面前，企业永远只有创业，没有守业。如果不能主动走出去，开辟第二战场，就会连中国市场都保不住。"这番话揭示了安踏积极出海的战略考量。
ANTA Group Chairman Ding Shizhong stated: "In the face of globalization, enterprises always have only entrepreneurship, no maintenance. If we don't take the initiative to go out and open up a second front, we won't even be able to keep the Chinese market." This statement reveals the strategic considerations behind ANTA's active overseas expansion.
目前，中国运动品牌出海主要有两条路径：一是通过收购海外品牌实现国际化，二是直接输出原生品牌。安踏采取了双管齐下的策略：一方面通过收购FILA、亚玛芬体育等国际品牌积累全球化经验；另一方面推动安踏主品牌进入新加坡、泰国等东南亚市场。
Currently, Chinese sports brands mainly have two paths to go global: one is to achieve internationalization through acquiring overseas brands, and the other is to directly export native brands. ANTA has adopted a two-pronged strategy: on one hand, accumulating global experience through acquisitions of international brands like FILA and Amer Sports; on the other hand, promoting the ANTA main brand's entry into Southeast Asian markets such as Singapore and Thailand.
专家观点：鞋服行业分析师马岗指出："全球化面前，进攻就是防守。安踏需要解决产品设计本土化、供应链协同等根本性问题，这对其全球化各类资源储备和管理是全面考验。"
Expert Opinion: Apparel industry analyst Ma Gang pointed out: "In the face of globalization, offense is the best defense. ANTA needs to solve fundamental issues such as product design localization and supply chain coordination, which is a comprehensive test of its global resource reserves and management."
根据安踏2024年中期报告，公司已在多个海外核心商圈开展直营零售业务，东南亚市场布局及渠道扩张步伐正在加快。中金公司研报指出，东南亚鞋服市场增长潜力大，中国头部服装公司可将成熟的运营管理经验复制到东南亚市场。
According to ANTA's 2024 interim report, the company has launched direct retail operations in several overseas core business districts, with market layout and channel expansion in Southeast Asia accelerating. CICC research report pointed out that the Southeast Asian footwear and apparel market has great growth potential, and leading Chinese apparel companies can replicate mature operation and management experience to the Southeast Asian market.
未来挑战：尽管安踏全球化取得初步成效，但专家认为要成为真正的"世界安踏"仍需克服诸多挑战。不同市场的文化差异、法律法规、激烈的国际竞争等都是安踏需要面对的现实问题。特别是在欧美成熟市场，如何与国际巨头耐克、阿迪达斯竞争，将是检验安踏全球化成功与否的关键。
Future Challenges: Although ANTA has achieved initial results in globalization, experts believe that becoming a true "World ANTA" still requires overcoming many challenges. Cultural differences, laws and regulations, and fierce international competition in different markets are all practical issues ANTA needs to face. Especially in mature European and American markets, how to compete with international giants like Nike and Adidas will be the key to testing the success of ANTA's globalization.
