中國運動用品產業之經營成長策略探討：以安踏為例

中國自改革開放以來，經濟快速成長，個人消費支出也伴隨GDP以驚人的速度增加。但是近年來，隨著中國經濟成長速度趨緩，消費品市場的成長也隨之降溫，不過這些成長趨緩的消費品中並不包括運動用品。運動用品的消費金額近年來一枝獨秀，領先群雄，繼續成長。全球知名知名運動品牌如：耐克、阿迪達斯等公司早早插旗中國市場，近幾年營業額仍持續成長。在一眾列強環伺之下，中國國產運動品牌安踏體育用品有限公司在近20年的激烈競爭中，靠著與眾不同的策略、鎖定大眾市場，成功脫穎而出，成為中國第一的國產運動品牌，2016年營業額達133億人民幣。本文以個案研究法探討安踏體育用品有限公司，以安踏各個時期的發展策略及經營成效將公司的成長區分為三個時期：創立初期(1994~1999)、快速發展期(2000~2008)、擴張期(2009~)。首先利用Timmons & Spinelli(2003)的創業模型，分析安踏創辦人是如何成功創業，進而分析安踏在各個時期的資源與能力，並了解安踏是如何運用其既有資源、發展不足的能力以因應各個時期中國市場環境的變化，以做出適配產業關鍵成功因素之策略，並維持其競爭優勢。此外，安踏開創出有別於競爭者的全產業鏈營運模式，並且採用零售導向策略成功突破市場困境，因此本研究進一步分析安踏與競爭對手因策略的不同，在財務面所收到的成效。最後本研究針對中國運動用品市場現況及趨勢，結合安踏的競爭優勢，給予未來持續成長的建議。

關鍵字

運動用品；產業分析；安踏；成長經營策略；資源與能力分析；輕資產營運模式；全產業鏈營運模式

並列摘要

After the initiation of the Open Door policy and economic reform, China’s economy grew rapidly. Along with GDP, personal consumption expenditure had also experienced an exponential increase. However, in recent years, with China's economic growth slowing down, the growth rate of the consumer goods market has begun to decline. Yet, while most consumer goods are experiencing slow growth, sporting goods, such as subsectors of sportswear, fitness and athletic training, and sports events, are still on the rise. Well-known global sports brands, such as: Nike, Adidas, and other companies, entered the Chinese market several years ago, and their revenue has continued to grow in recent years. In such a competitive environment, ANTA Sports Products Ltd. successfully stand out as China's biggest domestic sports brand in the past twenty years. ANTA relies on strategies that are different from its competitors and targets the China mass-market to enhance its competitiveness. In 2016, ANTA Sports has generated a revenue of 13.35 billion yuan. This study aimed to analyze ANTA Sports Products Ltd. using a case study approach and identified ANTA’s strategies and operating results under various time periods: early stage (1994~1999), rapid development period (2000~2008), and expansion period (2009~). Using Timmons & Spinelli (2003) entrepreneurial model, the study first analyzed how the founder of ANTA successfully started its business. Then, the study proceeded to analyze how ANTA adjusted its core resources and capabilities to maintain its competitive advantage and how ANTA responded to the changing external business environment in different stages. Thirdly, since ANTA created a model of whole industry chain that is different from its competitors and had adopted a retail-oriented strategy to successfully break through the market dilemma, the study further analyzed the effectiveness of ANTA and its competitors in terms of their strategies. Finally, this study considered the current situation and future trend of China's sporting goods market along with Anta's competitive advantages, and presented a proposal regarding sustainable growth in the future.

並列關鍵字

China Sports Market ； Industry Anlysis ； ANTA Sports Products Ltd. ； Growth strategy ； Resource and Capability Analysis ； Asset-light models ； Asset-heavy models

參考文獻

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中國運動用品產業之經營成長策略探討：以安踏為例

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