ANTA Sports is a leading Chinese sportswear company and ranks among the world’s top sportswear firms by market capitalisation. It pursues aggressive global expansion via a “single-focus, multi-brand” strategy. Founded in 1991, ANTA built a dominant position in China (23% market share) by owning and revitalising multiple brands (e.g., ANTA, FILA-China, Descente, Kolon, MAIA Active, Jack Wolfskin), targeting mass and premium segments. With domestic growth maturing, ANTA has expanded across Southeast Asia, the Middle East, Africa, North America, and Europe. In January 2026, ANTA announced it would acquire a 29.06% stake in Puma SE (valued at USD 1.78 billion) from the Pinault family, becoming Puma’s largest shareholder. ANTA frames this deal as further accelerating its globalisation. It seeks board representation at Puma but pledges to preserve Puma’s brand autonomy and independent governance. We use this case to explain corporate strategy, global strategy, core competencies, post-merger integration, and MNCs from emerging markets.
Students will be able to apply corporate-level strategy theory to ANTA’s multi-brand portfolio.
Students will be able to assess distance and market differences, analyse ANTA’s international strategy using globalisation frameworks, understand dynamic capabilities and value creation, and discuss post-M&A integration logic for equity stakes.
- SDG12 Responsible Consumption and Production
- SDG17 Partnerships for the Goals
- Q42026
