In the late 1980s, as China’s economy began opening up, a 17-year-old dropout named Ding Shizhong arrived in Beijing with 600 pairs of shoes made in a relative’s factory.
20世纪80年代末，随着中国经济开始开放，一名17岁的辍学生丁世忠带着亲戚工厂生产的600双鞋来到北京。
Selling them funded his first workshop, where he began producing footwear for other companies.
卖掉这些鞋为他第一间工坊提供了资金，他开始为其他公司生产鞋类。
This marked the start of what would become Anta Sports Products, now one of China’s largest sportswear brands with global ambitions.
这标志着后来成为安踏体育用品公司的开端，该公司现为中国最大的运动服装品牌之一，并具有全球雄心。
Founded in 1991 in Jinjiang, Fujian, Anta grew within a powerful manufacturing ecosystem.
安踏于1991年在福建晋江成立，在一个强大的制造业生态系统中成长。
Jinjiang transformed into a global “shoe capital,” hosting thousands of factories and specialized suppliers.
晋江变成了全球“鞋都”，拥有数千家工厂和专业供应商。
Clusters like these allowed companies to produce faster, cheaper, and at scale, attracting global brands such as Nike and Adidas seeking lower production costs.
这样的产业集群使公司能够更快、更便宜、大规模地生产，吸引了耐克和阿迪达斯等寻求更低生产成本的全球品牌。
By the mid-2000s, Fujian produced nearly a fifth of the world’s shoes.
到2000年代中期，福建生产了全球近五分之一的鞋子。
Anta initially operated as a contract manufacturer but gradually built its own brand, expanding distribution across China and sponsoring major sports events.
安踏最初作为合同制造商运营，但逐渐建立了自己的品牌，在中国各地扩展分销，并赞助重大体育赛事。
Recognizing the higher value of branding, it went public in Hong Kong in 2007, raising significant capital to fuel growth.
认识到品牌化的更高价值，安踏于2007年在香港上市，筹集了大量资本以推动增长。
Its vertically integrated supply chain enabled faster design and production cycles, giving it an edge over competitors.
其垂直整合的供应链实现了更快的设计和生产周期，使其比竞争对手更具优势。
The company adopted a “multi-brand strategy” to expand globally and overcome perceptions of Chinese products as low-quality.
公司采取“多品牌战略”以全球扩张，并克服对中国产品质量低劣的看法。
In 2009, it acquired rights to Fila in China, turning it into a major revenue driver.
2009年，它收购了斐乐在中国的权益，将其转变为主要的收入驱动力。
In 2019, it purchased a controlling stake in Amer Sports, gaining brands like Arc'teryx and Salomon.
2019年，它购买了亚玛芬体育的控股权，获得了始祖鸟和萨洛蒙等品牌。
It also owns Wilson and recently bought a stake in Puma.
它还拥有威尔胜，并最近购买了彪马的股份。
Today, Anta operates over 12,000 stores in China and hundreds abroad, with plans to expand further in Southeast Asia and the US.
如今，安踏在中国拥有超过1.2万家门店，海外数百家，并计划在东南亚和美国进一步扩张。
It opened its first flagship US store in Beverly Hills, signaling its intent to compete globally.
它在比佛利山庄开设了美国第一家旗舰店，表明了其全球竞争的意图。
However, it faces challenges including brand perception, geopolitical tensions, and strong competition from established players like Nike and Adidas.
然而，它面临着品牌认知、地缘政治紧张以及来自耐克、阿迪达斯等老牌企业的激烈竞争等挑战。
Anta has invested in athlete endorsements, signing figures such as Eileen Gu, but has yet to secure deals as iconic as Nike’s partnership with Michael Jordan.
安踏大力投资运动员代言，签约了谷爱凌等人物，但尚未获得像耐克与迈克尔·乔丹合作那样标志性的协议。
Meanwhile, global rivals are facing difficulties, including tariffs and slowing demand, especially in China.
与此同时，全球竞争对手正面临关税和需求放缓等困难，尤其是在中国。
China’s manufacturing strength continues to support companies like Anta, with increasing automation and efficient supply chains enhancing competitiveness.
中国的制造业实力继续支持安踏等公司，自动化和高效供应链的提升增强了竞争力。
Anta’s rise reflects a broader trend: Chinese firms evolving from contract manufacturers into global brands.
安踏的崛起反映了一个更广泛的趋势：中国公司从合同制造商演变为全球品牌。
While challenges remain, Anta aims not just to be “the Nike of China,” but a truly global sportswear leader, confident that consumers will recognize its innovation and value.
尽管挑战依然存在，安踏的目标不仅仅是成为“中国的耐克”，而是成为真正的全球运动服装领导者，相信消费者会认可其创新和价值。
