BEIJING, April 27, 2026, 20:01 (CST)
Anta Sports is dialing up its international ambitions, shifting from its Chinese factory roots to take on giants like Nike and Adidas. The company’s latest moves—a stake in Puma and a flagship in the U.S.—are setting up a more direct path into Western markets. Monday brought new reports tracking Anta’s journey, from founder Ding Shizhong’s first 600 pairs sold to a vast retail network now boasting over 10,000 stores across China, plus a steadily expanding lineup of global brands.
Timing’s key here. Nike’s still trying to right the ship, but Anta’s got resources: cash on hand, strong presence at home, and an expanding lineup—from its core brand to Fila in China, Descente, Kolon Sport, Jack Wolfskin, plus Amer Sports names like Arc’teryx, Salomon and Wilson. The company reported 2025 revenue climbing 13.3% to RMB80.22 billion, with operating profit up 15.0% at RMB19.09 billion.
Nike took a different turn, reporting flat revenue of $11.3 billion for its fiscal third quarter, but that number was actually down 3% when adjusting for currency effects. The company pointed to a decline in Nike Brand revenue across Greater China, while gross margin slid by 1.3 percentage points—higher North American tariffs were largely to blame.
Ding remains at the center of Anta’s narrative. He landed in Beijing in the late 1980s, selling shoes made at a relative’s factory. With that money, he set up a workshop—the seed for Anta. By 1991, Anta was officially established in Jinjiang, Fujian province. The business got its start as a manufacturer and later rolled out its own retail network across China.
Anta isn’t simply pushing to move more of its own branded shoes. The company is leaning into a “multi-brand” approach, with various labels aimed at multiple price segments. It’s also doubling down on direct-to-consumer, focusing on sales through its own stores and online, not just third-party wholesalers. The result: tighter grip on pricing, inventory, and customer data—critical advantages as trends can shift overnight. Streamline
Ding isn’t just talking about getting bigger. Back in March, Anta’s chairman pointed out the company had topped RMB80 billion in revenue for the first time, making clear the focus is “winning through products” and operational strength, not just chasing growth for growth’s sake. ir.anta.com
January brought the clearest sign yet: Anta lined up a 29.06% purchase of Puma shares from Groupe Artémis, paying 1.5 billion euros in cash. They’re aiming to wrap up the transaction by the end of 2026, assuming they get the necessary approvals. For now, Anta insists there’s no intention of launching a full takeover bid for the German company.
Puma brings Anta a globally recognized mass-market name—something Anta itself still doesn’t have beyond Asia, especially when it comes to Europe and the U.S. “Very, very difficult” is how Morningstar’s Ivan Su described the challenge of building U.S. recognition as a Chinese brand, speaking to Reuters. For Ding, those two markets remain the big gaps if Anta is going to chase down the world’s top sportswear spot. Reuters
Anta is putting the idea to the test. Its first U.S. flagship in Beverly Hills is set to open Feb. 13, with a launch event featuring Kyrie Irving and Klay Thompson. Samuel Tsui, Anta brand chief executive, described the debut as a “defining moment” for its entry into the U.S. market. PR Newswire
Adidas is on the move. The German company posted a record 2025 revenue figure: 24.81 billion euros. Greater China? Sales jumped 13% on a currency-neutral basis, bucking the trend for Western sportswear labels in the region. Higher U.S. tariffs, however, are still a drag.
Some analysts point to both cultural and operational factors behind China’s shift. Ashley Dudarenok, who runs the consultancy ChoZan, told CKGSB the “guochao” movement—this surge of national-trend pride—is genuine. Chinese brands, she added, have closed the quality gap and are more tuned in to the domestic digital landscape. CKGSB
Beyond China, challenges remain. Anta’s name carries more weight at home than abroad, and ongoing geopolitical frictions could drag on Chinese labels. Puma, for its part, is no sure thing—it’s still working through its own recovery. The risk? Anta could scoop up brands worldwide, only to find Western shoppers still place its own products a tier below Nike and Adidas.
Anta isn’t relying on a single brand to carry its weight. The company’s scale in China is an advantage; Puma brings international access, and Amer Sports boosts its presence in premium outdoor products. It doesn’t have Nike’s worldwide dominance, but calling Anta just a Chinese player doesn’t fit anymore.
