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  "docSlug": "4e8802588ba6",
  "documentTitle": "ANTA Sports Products Limited (2020.HK)",
  "authorId": "51_Muddy_Waters",
  "authorName": "Carson C. Block",
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  "documentKindLabel": "Research note",
  "sourceTypeSlug": "short_seller",
  "sourceTypeLabel": "Short seller",
  "presentationDate": "2019-07-08 00:00:00",
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  "pageCount": 92,
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  "notes": "The slide contains two interview excerpts (Mr. D and Mr. E) detailing the relationship between the brand and its distributors, and the practice of separating semi-subsidiaries from the listed company to improve financial reporting.",
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      "text": "The Jinjiang companies came up with a strategy to separate out these semi-subsidiaries from the ListCo, so they would be outside of the ListCo, and let the companies' profits look more attractive.",
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      "text": "And then, at the beginning Mr. Ding Shizhong was working as a sub-contractor [OEM] for international brands, and then after he was able to accumulate his original [capital]: he could then lend money to these distributors and partners to support these dealers/distributors to expand their business. By developing personnel and building the channels, these distributors very successfully established a foothold in local markets and expanded the business. So this history cannot be separated from these connections, so this kind of connection and control between the brand and the distributors is very strong, and later when they went public, at the time, Li Ning also was going public. The Jinjiang companies came up with a strategy to separate out these semi-subsidiaries from the ListCo, so they would be outside of the ListCo, and let the companies' profits look more attractive. For example, when they ship product they can book revenue, in this way they could more quickly generate more revenue, at the same time the distributors' costs would not have to be inside the ListCo's system. So, they reduced expense and accelerated income, so their financials were all much better looking. — Mr. D (former ANTA senior executive)",
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