The Chinese sports brand taking on Nike and Adidas

In the late 1980s, as China’s economy began to shift toward openness, a young entrepreneur with no formal education set out to Beijing armed with 600 pairs of shoes. Ding Shizhong, who had previously dropped out of high school, crafted these shoes in his relative’s factory and aimed to sell them. The earnings from this venture funded his first workshop, where he started producing footwear for other brands. At 17, Ding was emblematic of a wave of Chinese entrepreneurs who emerged during the early days of capitalist expansion under the Communist Party’s guidance.

Though initially a local supplier, Ding’s ambitions grew significantly. His company, Anta, has since evolved into a global sports brand, acquiring partnerships with firms like Arc’teryx and Salomon, and recently investing in Puma. The brand now seeks to challenge Nike and Adidas, a vision Ding articulated in 2005: “We don’t want to be the Nike of China, but the Anta of the world.”

Anta’s ascent is closely tied to the rise of China’s manufacturing prowess. In February, it opened its first US store in Beverly Hills, a move underscoring its international strategy. This expansion coincides with Donald Trump’s efforts to revive American manufacturing through tariffs, highlighting the critical role Chinese supply chains now play in global production.

From Jinjiang to Global Markets

Anta’s roots trace back to Jinjiang, a city in Fujian province that transitioned from a rural area to a global shoe manufacturing hub. The government’s plan to develop specialized industries in different regions led to rapid growth, attracting investments from international brands seeking cost-effective production. By 2005, Fujian alone accounted for nearly a fifth of the world’s footwear, with Chendai town—home to thousands of factories—playing a central role in this boom.

Chendai’s ecosystem includes suppliers for laces, soles, and fabrics, along with logistics networks that expedite design-to-market processes. This specialization allowed Anta to scale production efficiently, making shoes in bulk for global clients while gradually building its own brand presence. The city’s economic boom also saw a third of its workforce employed in the shoe industry, cementing its status as one of China’s top-performing regions.

While Jinjiang was a standout, similar clusters emerged across China’s eastern coast, each focusing on distinct sectors like clothing or electronics. This level of industry specialization, noted by University of Bath associate professor Fei Qin, was unprecedented globally at the time. As foreign firms flocked to these hubs, China not only gained economic benefits but also absorbed advanced manufacturing techniques.

Anta’s domestic strategy included establishing a wide retail network and collaborating with major sports events. By 2007, the brand listed on the Hong Kong Stock Exchange, raising HKD3.5bn—a milestone for Chinese sports companies. Branding consultant Wei Kan, who worked with Converse and Nike, observed that Anta’s success stemmed from its integrated production system, enabling faster design and sales cycles than competitors.

“They learned not only how to make more, but how to produce better, faster and more consistently,” said Fei Qin.

Anta’s journey reflects a broader trend: Chinese companies transitioning from subcontractors to independent global players. With 10,000 shops in China and endorsements from athletes like freestyle skier Eileen Gu, the brand is steadily gaining recognition beyond its domestic roots.