BEIJING, China — Chinese sportswear giant Anta Sports is accelerating its global expansion, positioning itself to rival industry leaders Nike and Adidas in a shift that underscores China’s growing industrial and branding power.
Founded in 1991 in Fujian province, Anta has evolved from a contract manufacturer into a multi-brand retail powerhouse with more than 12,000 outlets in China and hundreds more overseas.
Its latest move—opening a flagship store in Beverly Hills, Los Angeles—marks a strategic push into Western markets long dominated by established American and European brands.
Anta’s founder, Ding Shizhong, began as a teenage entrepreneur selling shoes in Beijing during China’s early economic reforms. His rise mirrors that of many Chinese industrialists who capitalised on market liberalisation under state oversight to build globally competitive firms.
“Companies like Anta learned not just how to produce more, but how to produce better and faster,” said Fei Qin, an associate professor at the University of Bath who has studied China’s manufacturing ecosystems. “That capability now underpins their global ambitions.”
The company’s growth is closely tied to the rise of industrial clusters such as Jinjiang—often dubbed the “shoe capital” of the world—where dense networks of suppliers, manufacturers, and logistics firms enabled rapid scaling.
By the mid-2000s, Fujian province alone accounted for nearly a fifth of global footwear production, according to United Nations estimates.
Anta initially produced footwear for international brands before shifting focus to its own label, investing heavily in distribution networks and domestic branding. It went public on the Hong Kong Stock Exchange in 2007, raising about HKD3.5 billion ($450 million), then a record for a Chinese sportswear company.
In recent years, Anta has adopted an aggressive acquisition strategy to strengthen its global presence. It acquired rights to Italy’s Fila brand in China in 2009 and later led a consortium to purchase Finland-based Amer Sports in 2019.
That deal brought premium brands such as Arc’teryx and Salomon under its control, expanding its reach into high-end international markets.
The company has also invested in global partnerships, including a 29pc stake in Puma, and endorsement deals with athletes like Olympic skier Eileen Gu and NBA stars. Analysts say these moves are designed to overcome persistent perceptions of Chinese products as low-cost or derivative.
“Using established Western brands allows Anta to enter markets without forcing acceptance of its core label,” said sports business analyst Rufio Zhu. “It’s a gateway strategy that builds trust while expanding influence.”
Anta’s expansion comes at a time when its rivals face mounting challenges. Nike and Adidas have both reported slower growth in China amid weakening consumer demand, while rising tariffs and supply chain pressures have weighed on earnings.
At the same time, geopolitical tensions between China and the United States present a complex operating environment. High-profile endorsements, such as that of Eileen Gu—who chose to represent China over the US at the Winter Olympics—have sparked debate and highlighted the delicate balance global brands must maintain.
Despite these challenges, Anta’s leadership remains confident. In a statement, the company said it views global competition as “not a zero-sum game” and expects consumers to respond to its innovation and brand value.
“The question is no longer whether companies like Anta can compete globally,” Zhu said. “It’s whether traditional players can adapt quickly enough to defend their markets.”
