Study On Anta Group’s International M&A Development Strategy

In recent years,with the gradual rise of the national trend,the upgrading of the quality of public consumption and the flourishing of national health sports,the rise of domestic sports brands is facing multiple favourable factors.At the same time,the domestic market is highly competitive and the global market is not yet saturated.While maintaining their competitive price advantage,Chinese sports brand companies are paying more attention to cultivating a comprehensive advantage based on brand building,so as to enhance their ability to expand into overseas markets.International mergers and acquisitions,as an effective way to increase brand influence,can achieve more desirable results in a shorter period of time compared to building a new brand on their own.As a result,the acquisition of high-end brands has gradually become one of the effective ways for domestic sports brand companies to achieve leapfrog development.Anta,as the leader in the Chinese sports brand industry,first acquired FILA in 2009 with great success,and then acquired several sports brands in succession from 2016 to 2018,hoping to achieve its ambitious goal of expanding into overseas markets with the help of its M&A strategy.This paper focuses on Anta Group and discusses the case of its international M&A by applying international production trade-off theory,synergy theory and stakeholder theory,after collating relevant research on the motivation and strategy of international M&A and international M&A of Chinese sports brand enterprises by domestic and foreign scholars.Using the Five Forces Model to analyse the survival and competitive environment faced by enterprises,and selecting relevant financial data from 2006-2021 and social responsibility fulfillment data from 2017-2021,this paper analyses Anta Group’s international M&A performance and social responsibility fulfillment,and draws the following conclusions: First,well-performing M&A brands can promote operational synergies and financial synergies;however,in terms of management However,in terms of management synergies,successive M&As may lead to inventory accumulation problems.Secondly,Anta actively practices social responsibility after improving its performance in international M&A,and attaches great importance to the sustainable development of its employees,consumers,environment and social investment.Thirdly,Anta still has some problems after its international acquisitions,which are reflected in the high degree of reliance on some of the acquired brands,the challenges faced by the company after the acquisitions,and the fact that its products have not entered new market segments.The main reasons for these problems are the slow synergy effect,the unclear brand positioning and the relatively weak core competitiveness of the company.Finally,the strategic vision for Anta Group’s international M&A was mapped out,and four aspects of future planning were suggested,namely scientific assessment of the acquired brands,reasonable brand positioning,improved corporate innovation and enhanced post-merger integration,so as to maximise the synergy effect of M&A and realise the company’s grand strategic blueprint.In the environment of consumer upgrading,promoting brand transformation and upgrading has become a top priority in the future development planning of Chinese sports brand enterprises.Anta Group should take advantage of this opportunity to solve the problems left behind by international mergers and acquisitions,realise the synergy effect of mergers and acquisitions,and build a high-value international brand.