On September 7th, the "2026 Gulangyu Forum - World Business Leaders Discuss Global Investment" was held at the Xiamen International Convention Center. As one of the important supporting activities of the 26th China International Fair for Investment and Trade, this conference is themed "Prevention and Control of Non Commercial Risks for Enterprises Going Global", bringing together more than 400 heavyweight guests from governments, Chinese institutions, business associations, professional organizations, and leading enterprises to help enterprises grasp the new trends of international development, explore safe and efficient investment paths, and build a platform for promoting cooperation and investment landing between multinational enterprises and Chinese enterprises, and gather consensus. Sun Zhantuo, Deputy Prime Minister and First Vice Chairman of the Development Council of Cambodia, Wang Xun, Vice President of the World Trade Center Association, and Lin Ruiliang, Vice Governor of Fujian Provincial Government, attended the meeting and delivered speeches. The speech segment was presided over by Zhuang Rongliang, member of the Standing Committee of Xiamen Municipal Party Committee and Deputy Mayor.
During the keynote speech, Wu Yonghua, Executive Director and Co CEO of ANTA Group, was invited to represent a leading enterprise in the sports brand field and share ANTA Group's practical path of "global thinking and localized operation".
He stated that 'globalization is not an optional question, but a mandatory one', and we cannot use inertia thinking to expand new markets. We must coordinate global top-level planning with refined local operations.
9月7日，“2026鼓浪屿论坛·世界商业领袖共话全球投资”在厦门国博会议中心举行。作为第二十六届中国国际投资贸易洽谈会的重要配套活动之一，本次会议以“企业出海非商业类风险防控”为主题，汇聚政府、驻华机构、商协会、专业机构与龙头企业代表等400余名重量级嘉宾参会，帮助企业把握国际化发展新趋势，开拓安全高效的投资新路径，为推动跨国企业与中国企业的合作及投资落地搭建平台，凝聚共识。柬埔寨副首相兼发展理事会第一副主席孙占托、世界贸易中心协会副总裁王迅、福建省政府副省长林瑞良出席会议并致辞。致辞环节由厦门市委常委、副市长庄荣良主持。
在主旨演讲环节，安踏集团执行董事、联席CEO吴永华受邀代表运动品牌领域龙头企业，分享了安踏集团“全球化思维、本地化经营”的实践路径。
他表示，“全球化不是选答题，而是必答题”，不能用惯性思维去拓展新市场，必须统筹好全球顶层规划与属地精细化运营。
The full text is as follows:
Since the 18th National Congress of the Communist Party of China, General Secretary Xi Jinping has repeatedly emphasized open development during his inspections of enterprises, guiding them to innovate and develop by utilizing both international and domestic markets and resources, improving manufacturing levels, expanding product exports, and encouraging enterprises to dare to swim in the vast ocean of the world market and achieve better development in a higher level of opening up to the outside world.
For enterprises, especially for our sports equipment industry, globalization is not an optional question, but a mandatory one. Proactively expanding into the global market is not only a choice for the sports industry to respond to the national opening-up strategy, but also an inevitable path to building a sports powerhouse.
全文如下：
党的十八大以来，习近平总书记考察企业时多次强调开放发展，引导企业利用国际国内两个市场、两种资源创新发展，提高制造水平，扩大产品出口，勉励企业敢于到世界市场的汪洋大海中去游泳，在更高水平的对外开放中实现更好发展。
对企业而言，特别是对我们体育用品行业而言，全球化不是选答题，而是必答题。主动布局全球市场，既是体育产业响应国家开放战略的选择，也是建设体育强国的必然路径。
ANTA established its core strategy of "single focus, multi brand, globalization" in 2021. In the first half of 2026, the group's revenue was 43.51 billion yuan, a year-on-year increase of 12.9%, ranking first in the Chinese market industry and top three globally for five consecutive years. Anta Group and Yamafen Group achieved a total revenue of 67.98 billion yuan in the first half of the year, which is still a very good performance. Below, I will share three points.
Firstly, anchor long-term strategies, advance globalization layout step by step, and maintain development determination.
ANTA Group has formulated a three-step strategy for globalization.
安踏于2021年确立“单聚焦、多品牌、全球化” 核心战略，2026年上半年集团营收435.1亿元，同比增长12.9%，连续5年位居中国市场行业第一、全球前三。安踏集团加上亚玛芬集团，上半年总收入达到679.8亿元，还是取得了非常好的业绩。下面我分享三点。
第一，锚定长期战略，分步推进全球化布局，守住发展定力。
安踏集团为全球化制定了三步走战略。
The first step is to establish a strong international brand in China: in 2009, we acquired the operating rights of FILA in Greater China. After more than ten years of operation and team cultivation, our brand revenue has risen from less than 100 million yuan to nearly 30 billion yuan. Our subsidiary, Desant, has also grown into the third billion dollar brand, accumulating experience in multi brand operations and a unique business model of "brand+retail";
The second step is to go global and operate a global brand: In 2019, we jointly acquired Amalfi from multiple parties, retaining the characteristics of overseas brands and local teams, exporting mature operating systems in China, and promoting Amalfi's listing on the New York Stock Exchange in 2024;
The third step is to promote ANTA's main brand to go global, with Southeast Asia as the gateway of globalization strategy, gradually opening up the Southeast Asian market with the synergistic advantages of multi brand matrix, and gradually expanding to markets such as the Middle East, North Africa, Europe, and North America. The entire strategy progresses layer by layer, consolidating the foundation of globalization with a long-term perspective.
第一步在中国做好国际品牌：2009年拿下FILA 大中华区运营权，历经十余年经营和团队耕耘，品牌营收从不足1亿元攀升至近300亿元，集团旗下的迪桑特也成长为第三个百亿级品牌，积累多品牌运营经验和“品牌+零售”的独特商业模式；
第二步走出去经营全球品牌：2019年联合多方收购亚玛芬，保留海外品牌特色与本土团队、输出中国成熟运营体系，推动亚玛芬2024年登陆纽交所；
第三步推动安踏主品牌走向全球，以东南亚作为全球化战略的桥头堡，以多品牌矩阵的协同优势逐步打开东南亚市场，并逐步布局到中东、北非、欧洲、北美等市场。整套战略层层递进，以长期主义夯实全球化根基。
Secondly, we should uphold a global mindset, operate locally, and deeply integrate into various markets.
Globalization is not a simple translation of the Chinese model, and we cannot use inertia thinking to expand new markets. We must coordinate global top-level planning and refined local operations. The group builds a unified global supply chain, digitalization, logistics management, financial management and other collaborative platform to ensure the overall strategic implementation; Fully implement localized operation mechanisms in all regions. Taking the Southeast Asian market as an example, local employees account for over 90%, relying on local teams to accurately grasp consumer demand; At the same time, based on the differences in sports culture among different countries, products are laid out, such as focusing on the badminton equipment of all categories in response to the national badminton craze in Indonesia. This model of "global thinking and localized operation" has achieved outstanding results. Our plan in the Southeast Asian market is to open 1000 ANTA brand retail outlets by 2028.
Thirdly, we must adhere to symbiotic win-win cooperation and build a sustainable global competitiveness.
第二，秉持全球化思维、本地化经营，深度融入各地市场。
全球化不是中国模式的简单平移，不能用惯性思维去拓展新市场，必须统筹全球顶层规划与属地精细化运营。集团搭建统一的全球供应链、数字化、物流管理、财务管理等协同中台，保障整体战略落地；各区域全面落地本地化运营机制。以东南亚市场为例，本地员工占比超 90%，依靠本土团队精准把握消费需求；同时依据各国运动文化差异来布局产品，比如针对印尼全民羽毛球热潮，重点布局羽毛球全品类装备。这套“全球化思维、本地化经营”的模式成效突出，我们在东南亚市场的计划是，到2028年开设1000家安踏品牌零售网点。
第三，坚持共生共赢，构建可持续发展的全球竞争力。
In the process of globalization, Chinese enterprises are facing increasingly stringent environmental regulations and green trade barriers in overseas markets. ANTA Group's approach is to transform sustainable development into hardcore competitiveness. We propose the "1+3+5" sustainable strategic blueprint, with the goal of achieving carbon neutrality across the entire group by 2050. We will integrate sustainable development into the entire business chain, targeting consumers, employees, partners, society, and the environment, and build a symbiotic value system. We also actively fulfill our global social responsibility, establish global cooperation with the United Nations High Commissioner for Refugees, and showcase China's corporate responsibility on the international stage.
ANTA's vision is to become a world leading multi brand sports equipment group. The road to globalization is still long and cannot be separated from partners from all walks of life working together. ANTA is a company with dreams. In 2005, Ding Shizhong, the founder of ANTA Group, proposed to be the ANTA of the world. We always believe that China's top enterprises will definitely become the world's top enterprises in the future. ANTA will continue to export high-quality and diversified sports products to global consumers, showcasing the charm of Chinese sports brands to the world, building a bridge for communication between China and foreign countries with high-quality products, and gradually becoming the "ANTA of the world".
全球化进程中，中国企业面对的是，海外市场日益严苛的环保法规与绿色贸易壁垒。安踏集团的做法，是将可持续发展转化为硬核竞争力。我们提出“1+3+5”可持续战略蓝图，目标是2050年全集团实现碳中和。我们将可持续发展融入全业务链条，面向消费者、员工、合作伙伴、社会、环境，构建共生价值体系。我们还积极履行全球社会责任，与联合国难民署达成全球合作，在国际舞台展现中国企业责任担当。
安踏的愿景是成为世界领先的多品牌体育用品集团。全球化道路还很长，离不开各界伙伴携手同行。安踏是一家有梦想的企业，2005年，安踏集团创始人丁世忠提出：“要做世界的安踏”。我们始终认为，中国的头部企业，未来一定会成为世界的头部企业。安踏将持续为全球消费者输出高品质、多元化运动产品，向世界展现中国体育品牌的魅力，以优质产品搭建中外交流桥梁，一步步成为“世界的安踏”。
(Using AI translation)
（使用AI翻译）
