China’s Athleisure Throne: MAIA ACTIVE’s “She-Economy” Success & Future Under ANTA

In the hyper-competitive world of Chinese consumer brands, where fortunes are made and lost in the time it takes for a trend to go viral, the autumn of 2023 delivered a one-two punch that sent ripples through the industry. First came the bombshell announcement on October 16: ANTA Sports, the Fujian-based sportswear behemoth often dubbed the “Nike of China,” had acquired a commanding 75.13% stake in MAIA ACTIVE, the beloved, Shanghai-born yoga wear brand.¹ For a brand that had become a darling of venture capitalists and urban millennials, being absorbed into a legacy giant was a momentous event, a sign of its undeniable success.

But it was the second announcement, delivered just 74 days later, that truly marked the end of an era. On December 29, MAIA ACTIVE’s co-founder and design visionary, Lisa Ou, posted a poignant message on her personal social media: she would be stepping down from her day-to-day operational role.¹ The news confirmed what many in the investment community had been whispering for days. The creative force that had dreamed MAIA ACTIVE into existence was handing over the reins.

This confluence of events—a blockbuster acquisition followed by a founder’s farewell—encapsulates one of the most compelling business stories in modern China. It raises a fundamental question: What does the journey of MAIA ACTIVE, from a founder’s frustration in a Shanghai apartment to a prized asset in a multi-billion-dollar portfolio, tell us about building a brand, understanding the modern Chinese woman, and the ultimate fate of successful startups in today’s China? This is a story that is as much about leggings as it is about legacy, a case study in how a brand can capture the zeitgeist and the complex calculus involved when a founder’s vision meets the formidable logic of corporate scale. It is the story of a brand that dressed a revolution, only to find itself at the dawn of a new, uncertain one.

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Context Box: The Key Players

• MAIA ACTIVE: A premium, digital-native activewear brand founded in Shanghai in 2016. It rose to prominence with its core philosophy of creating apparel “Made for Asians,” resonating deeply with a generation of female consumers who felt overlooked by Western brands.²
• ANTA Group: A domestic Chinese sportswear titan with a market capitalization in the tens of billions of dollars. Known for its aggressive and highly successful acquisition strategy, ANTA has built a sprawling empire by purchasing and revitalizing brands like Fila (in China), the Japanese high-performance brand Descente, and the entire Amer Sports portfolio, which includes global icons like Arc’teryx and Salomon.²

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The departure of a founder post-acquisition is not merely a line item in a corporate restructuring plan. In this case, it is a deeply symbolic moment for an entire generation of Chinese startups. MAIA ACTIVE was a poster child for the “new consumer” brand wave that swept China from roughly 2016 to 2021. These brands were born on social media, fueled by venture capital, and built on an intimate understanding of digital culture.⁸ Yet, as that golden era of easy online growth and abundant capital drew to a close, many of these digital darlings found themselves hitting a ceiling.¹

Lisa Ou’s own explanation for her departure reveals this critical inflection point. In a remarkably candid interview published in early 2025, she reflected that her skills were perfectly suited for the “0 to 1” phase of building a brand from scratch. However, as MAIA ACTIVE grew to 40 brick-and-mortar stores, she recognized that the “1 to 10” phase of scaling required a completely different toolkit—one dominated by large-scale retail management and operational logistics, areas where a giant like ANTA excelled.¹⁰ Her personal decision mirrors an industry-wide reality: the creative, community-building genius that launches a successful startup is not the same as the operational, supply-chain-mastering expertise required to run a national retail empire. For a brand that had outgrown its startup phase but was not yet ready for an IPO in a cooling market, being acquired by a strategic giant like ANTA was not a sign of failure, but perhaps the most logical—and lucrative—path forward. MAIA’s story, therefore, is the definitive tale of this sector’s maturation, a chronicle of what happens when the digital new wave crashes against the shores of corporate reality.

Part I: A Tale of Two Founders and a Universal Problem

The genesis of MAIA ACTIVE is a classic startup story, but with a uniquely modern, bicultural twist. Its success was predicated on a founding team whose skills were not just complementary, but perfectly synergistic, representing a fusion of “art” and “commerce,” of Western design sensibility and Chinese digital savvy.

The Dream Team

On one side was Lisa Ou (欧逸柔), the brand’s creative soul. A graduate of New York’s world-renowned Parsons School of Design, she had honed her craft in the demanding ateliers of high-end American fashion houses like J. Crew and Badgley Mischka.⁹ Her experience gave her a deep understanding of garment construction, fabric technology, and the aesthetic standards of the global fashion industry. She was the founder and design director, the visionary responsible for the product’s look, feel, and function.⁴

On the other side was Mia Wang (王佳音), the architect of the brand’s growth. Her resume was just as impressive, but in a completely different domain. After graduating from Ohio State University, she landed a groundbreaking role as the first-ever Asian buyer for the lingerie behemoth Victoria’s Secret at its New York headquarters.¹¹ This experience gave her an invaluable education in the global female apparel market. But her most crucial role came after she returned to China. She joined a fledgling startup called Xiaohongshu, becoming the second employee in its nascent e-commerce division.⁹ There, she helped build two major categories from the ground up, gaining an unparalleled, insider’s understanding of China’s most powerful social commerce platform. At MAIA ACTIVE, she was the co-founder and CEO, the pragmatic force driving operations, marketing, and overall growth strategy.¹

This partnership was MAIA’s foundational advantage. It wasn’t simply a case of a designer teaming up with a businessperson. It was a fusion of two worlds. Lisa brought the global design credibility, ensuring the product could compete on quality and aesthetics with any international brand. Mia brought the deep, structural knowledge of China’s unique digital ecosystem. Her time at Xiaohongshu meant she didn’t just know how to use the platform to market a product; she understood its algorithmic soul, its community dynamics, and the subtle art of “grass-seeding” (种草, zhǒng cǎo), the process of planting a desire for a product in the minds of consumers. This combination of knowing precisely what to make and how to sell it in the new digital China was a potent formula that few competitors, foreign or domestic, could hope to replicate.

The Core Insight: “It Just Doesn’t Fit.”

The idea for MAIA ACTIVE was born from a simple, personal, and deeply relatable frustration. As fitness culture began to take hold among urban Chinese women in the mid-2010s, Lisa, an avid fitness enthusiast herself, found that the premium activewear from leading Western brands simply didn’t work for her body.¹¹ It was a problem echoed by countless other women around her.

The issues were specific and persistent. Leggings, designed for the proportions of taller Western women, were often too long, bunching uncomfortably at the ankles. The waistbands didn’t properly fit the typical Asian waist-to-hip ratio, leading to gaping at the back or slipping down during a workout. Sports bras were another major pain point; designs often failed to account for different body frames, leading to the dreaded “side boob” (副乳, fù rǔ) or offering inadequate support where it was needed most.¹⁵ Even the color palettes seemed off, designed for different skin tones and often feeling out of place in the Asian aesthetic context.

This wasn’t a niche complaint; it was a massive, unaddressed market need. Millions of women were being asked to pay premium prices for products that made them feel uncomfortable and ill-at-ease at the very moment they were trying to build confidence. From this shared frustration, the mission of MAIA ACTIVE was forged in 2016: to create a high-performance, aesthetically beautiful activewear brand “designed specifically for Asian women” (专为亚洲女性设计).¹¹ This was not just a clever marketing tagline; it became the core engineering principle of the entire company, a promise of a better fit that would become the foundation of their empire.

Part II: Weaving the Fabric of a Community

If the product was designed for the Asian body, the brand was built for the modern Chinese soul. MAIA ACTIVE’s success was not just about superior tailoring; it was about a revolutionary approach to marketing and community-building that perfectly captured the spirit of the times. By rejecting the old top-down model of brand-building, they wove themselves into the very fabric of their customers’ lives.

The DTC Revolution

From its inception, MAIA ACTIVE operated on a Direct-to-Consumer (DTC) model.⁹ This was a strategic choice with profound implications. On a basic level, it allowed them to bypass traditional distributors and retailers, reducing channel costs and investing more into the product itself. The brand claimed its garment costs were nearly three times higher than similarly priced competitors, a testament to its focus on quality materials and craftsmanship.²

But the true power of the DTC model was in the data and the relationship it fostered. By controlling the entire customer journey, from the first click on a social media ad to the final purchase on their Tmall store or website, MAIA ACTIVE created a powerful, real-time feedback loop.¹² They could see what was selling, read customer reviews instantly, and survey their users directly, allowing them to iterate on designs with incredible speed. A waistband could be adjusted by a single centimeter based on direct feedback, a feat impossible for a legacy brand reliant on seasonal wholesale cycles.

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Context Box: Decoding Xiaohongshu (小红书)

To understand MAIA ACTIVE, one must understand Xiaohongshu, or “Little Red Book.” For an American audience, the simplest analogy is a hybrid of Instagram, Pinterest, and a highly trusted Yelp, all rolled into one visually stunning mobile app. But even that doesn’t capture its cultural weight. Xiaohongshu is the undisputed kingmaker for female-focused consumer brands in China. It is a universe built on user-generated content (UGC), where beautifully curated photos and detailed product reviews, known as “notes” (笔记, bǐjì), form the basis of consumer trust. Influence flows not from corporate ads, but from authentic-seeming “seeding” campaigns by Key Opinion Leaders (KOLs) and, even more powerfully, from micro-influencers and everyday users known as Key Opinion Consumers (KOCs). For a brand targeting the modern Chinese woman, success on Xiaohongshu is not optional; it is everything.⁸

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The “Sisterhood” Strategy

Armed with Mia Wang’s insider knowledge of this ecosystem, MAIA ACTIVE executed a marketing strategy that was nothing short of brilliant. They consciously eschewed the traditional, expensive route of hiring A-list celebrities for endorsements—a decision that was almost unheard of for a premium brand at the time.¹¹ Instead, they built their brand from the ground up, focusing on authenticity and community.

Their approach was twofold. First, they championed the use of sù rén (素人)—a term for everyday people or real customers—as their models.⁹ Scrolling through their product pages or social media feeds, customers saw women who looked like them. In a bold move, the brand even featured plus-size mannequins in the windows of its flagship stores, a powerful statement of inclusivity in a market often dominated by a single, narrow beauty standard.⁹ This created an immediate sense of relatability and trust. The message was clear: you don’t have to be a supermodel to wear our clothes; you are already one of us.

Second, they cultivated this sense of belonging through a vibrant, offline community called the “MAIA FUN CLUB”.¹⁶ This was the brand’s ethos brought to life. Starting in 2017, the club organized hundreds of events across China’s major cities. These were not your standard, sterile gym classes. They were imaginative, joyful, and highly Instagrammable experiences: “doga” (yoga with your dog), paddleboard yoga on a city lake, glow-in-the-dark yoga parties set to electronic music.¹⁹ Crucially, these events were not positioned as sales opportunities but as genuine community gatherings designed to build a “Sisterhood” (姐妹情谊).⁶ They were places to make friends, share experiences, and celebrate the joy of movement, strengthening the emotional bond between the users and the brand far more effectively than any ad campaign could.

This strategy was a masterclass in leveraging the cultural nuances of China’s burgeoning “She-Economy” (她经济). This term, coined in 2007, refers to the immense and growing economic power wielded by women, whose rising incomes and social independence have made them a dominant force in the consumer market.²¹ This is not just about women buying more things; it is a fundamental shift in values. The “She-Economy” is driven by spending on self-improvement, wellness, and experiences that provide emotional and psychological fulfillment.²³ MAIA ACTIVE understood this intuitively. They recognized that for many modern Chinese women, wellness is not a solitary pursuit of athletic perfection but a holistic practice intertwined with social connection, self-care, and self-actualization. By building a brand that was not a distant, aspirational idol but a supportive, encouraging “sister,” they turned customers into passionate evangelists who willingly spread the word, populating platforms like Xiaohongshu with the authentic, user-generated content that is the lifeblood of any modern Chinese brand.

Part III: The “Waist-Shaping” Pant and the Battle for the Yoga Mat

A powerful brand story and a loyal community are essential, but in the competitive apparel market, they are nothing without a hero product. For MAIA ACTIVE, that product was the “Yao Jing Ku” (腰精裤), a name that translates literally to “Waist-Shaping Pant” but carries the more magical connotation of “Waist Genie Pant.” It was a garment that perfectly embodied the brand’s philosophy and became a runaway success, laying the financial groundwork for everything that followed.¹¹

The Hero Product

The Waist Genie Pant was not just another pair of leggings. It was a piece of engineering born from deep empathy for the user. Through over 1,000 user surveys and countless focus groups, the MAIA team unearthed a crucial psychological insight: for many women, especially those new to fitness, the most pressing need wasn’t for moisture-wicking or muscle compression. It was the need to overcome the initial wave of self-consciousness and anxiety that came with walking into a gym full of toned, confident regulars.¹⁵ They wanted to feel good in their workout clothes

before the workout even began.

The Waist Genie Pant was designed to solve this emotional problem first. Every detail was meticulously crafted to create a flattering silhouette for the Asian physique ¹⁵:

• The High Waist: The waistline was raised to sit about a centimeter above the navel, a specific height found to be optimal for concealing the lower abdomen and visually elongating the legs.
• The “Smile Line”: The brand developed and patented a unique, M-shaped seam on the back of the pants, dubbed the “smile line” (微笑线), which created a subtle lifting and shaping effect for the hips.¹⁹
• The Supportive Waistband: The wide waistband was constructed with a three-layer high-elastic mesh, providing firm but comfortable support to the core and preventing the embarrassing “jiggle” during high-impact movements.¹⁵

The result was a product that delivered on an almost magical promise: put them on, and you instantly look and feel more toned and confident. The market response was explosive. The pants became a phenomenon, and by 2022, a single product line had sold over 300,000 units, cementing its status as a true hero product.²⁵

The Science of Fit

This success was no accident. It was backed by a serious commitment to research and development. In 2020, the company formalized its innovation efforts by launching the MAIA-Lab™, an in-house R&D laboratory dedicated to fabric technology and fit science.¹⁶ They collaborated with the global leader in body-scanning data, ALVANON, to create a proprietary sizing system based on thousands of 3D scans of Asian women, ensuring their patterns were built on data, not guesswork.¹²

Fabric was another key battleground. MAIA partnered with world-class institutions like the Taiwan Textile Research Institute (TTRI) and renowned suppliers like The Lycra Company and NILIT to develop exclusive materials.¹² They created a family of proprietary fabrics like MAMA-MIA, an ultra-fine knit designed to feel like a “second skin” or “baby’s skin,” offering a “nude” sensation of ultimate comfort during movement.¹⁶ To highlight this technological edge, MAIA’s physical stores often featured a dedicated “fabric museum,” a tactile display where customers could see and feel the different materials, understanding that the brand’s quality was more than skin-deep.¹¹

The David vs. Goliath Narrative

With a hero product and a loyal following, MAIA ACTIVE was ready to take on the undisputed Goliath of the global athleisure market: Lululemon. The Canadian giant had long dominated the premium yoga wear space in China, building a powerful brand based on technical performance and a high-status, aspirational lifestyle.² Competing head-on would have been suicide. Instead, MAIA ACTIVE executed a brilliant flanking maneuver, leveraging a powerful cultural tailwind.

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Context Box: The Guochao Wave

The rise of MAIA ACTIVE coincided perfectly with the explosion of Guochao (国潮), or the “National Wave.” This is more than just a trend; it’s a profound cultural shift, particularly among China’s Millennial and Gen Z consumers. It represents a surge in national pride and a newfound preference for domestic brands that blend modern, global design aesthetics with elements of Chinese culture and a deep understanding of the local consumer.²⁷ The era of reflexively believing that “foreign is better” was over. Young consumers were now actively seeking out and championing homegrown brands that “got” them, and were willing to pay a premium for that sense of connection and relevance.²⁹ MAIA ACTIVE, with its “Made for Asians” ethos and premium positioning, was the quintessential

Guochao brand for the wellness space.

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MAIA didn’t try to be a better Lululemon; it offered a compelling alternative. It positioned itself not as the “professional coach” for the elite athlete, but as the “supportive sister” for the everyday woman on her fitness journey.¹⁵ This differentiation was evident across every aspect of their strategy.

Brand	Core Identity	Target Customer	Price Point (Yoga Pants)	Key Marketing Message	Community Model
MAIA ACTIVE	The Supportive Sister	Fitness Beginner / Style-Conscious Urbanite	¥360-¥500 (~$50-$70) 7	“It’s good to be me” / “Be as you wish” 18	Sisterhood / MAIA FUN CLUB 15
Lululemon	The Professional Coach	Serious Athlete / Affluent Lifestyle Aspirant	¥830-¥1160 (~$115-$160) 31	The “Sweat Life” / Technical Performance	Ambassadors / In-store Classes 15

This table crystallizes the strategic gap MAIA exploited. While Lululemon sold technical perfection at a steep price, MAIA offered an “approachable premium.” Its price point was significantly lower than Lululemon’s but still high enough to signal quality, placing it in a sweet spot for China’s rising middle class.⁷ Its marketing was about self-acceptance, not grueling performance. Its community was about fun and friendship, not elite athleticism. By focusing on the psychological and emotional needs of a customer segment that felt intimidated or overlooked by the high-performance narrative of Western brands, MAIA ACTIVE carved out a massive and highly profitable niche for itself.

Part IV: The Embrace of the Giant: The Logic of an Exit

By the early 2020s, MAIA ACTIVE was no longer a scrappy startup but a formidable player in China’s apparel market. The brand’s growth was meteoric. After securing a Pre-A round in 2017, it attracted a string of blue-chip investors, including Sequoia Capital, China Growth Capital, and CMC Capital, through its A, B, and C funding rounds.¹¹ This influx of capital fueled its expansion. By 2019, online sales had already surpassed 100 million RMB.¹⁶ By 2021, total revenue hit 300 million RMB, and by 2022, it surged to 500 million RMB (approximately $70 million USD), with the company achieving full profitability—a rare feat for a venture-backed consumer brand.⁹

Hitting the Ceiling

Despite this impressive trajectory, the founders began to see clouds on the horizon. The brand was facing the classic “founder’s dilemma.” Lisa Ou’s candid reflections reveal the internal challenges they faced.¹⁰ As the company scaled, particularly its push into brick-and-mortar retail with nearly 40 stores by 2023, the founders found themselves increasingly bogged down in tasks they were not passionate about or equipped for: complex personnel management, investor relations, and large-scale financial oversight.¹⁰

More critically, Lisa recognized that the skills required for the next phase of growth were fundamentally different. She admired the sophisticated retail operations of giants like ANTA, citing the impressive execution of the Arc’teryx flagship store in Shanghai as an example of what was needed to win in the offline world.¹⁰ MAIA was hitting bottlenecks in retail management and supply chain logistics, areas where a startup, no matter how clever, could not compete with the sheer scale and experience of an established titan. The decision to sell was not a surrender but a strategic realization: to truly become the number one yoga brand in China, MAIA needed to be “grafted onto a bigger tree”.¹⁰ The talks with ANTA began in June 2023 and concluded swiftly by October, a sign of the clear strategic fit for both sides.¹⁰

ANTA’s Grand Strategy

From ANTA’s perspective, the acquisition was a masterstroke. The sportswear giant has long been a savvy acquirer, but MAIA ACTIVE was its first purchase of a homegrown Chinese brand.³⁴ The logic was crystal clear. ANTA had publicly stated its ambition to grow its women’s category business to a staggering 20 billion RMB in revenue by 2025.⁷ While its core ANTA brand and its Fila division were making inroads, they lacked a dedicated, premium brand with deep credibility in the white-hot women’s wellness space.⁷

MAIA ACTIVE filled this gap perfectly. Instead of spending years and hundreds of millions of dollars trying to build a similar brand from scratch, ANTA could acquire one that already had a cult-like following, a proven product, a powerful brand story, and invaluable data on the modern female consumer.² ANTA’s official announcement stated the acquisition was “a good supplement to the Group’s female business segment” and that its own capabilities in brand operations, retail management, and supply chain could help MAIA “better realize its growth potential”.² It was a classic synergistic play: MAIA provided the brand soul and consumer insight, while ANTA provided the operational muscle and financial firepower.

The Integration and the Pivot

The integration began almost immediately, and the changes were swift and decisive. ANTA installed its own seasoned executives to professionalize the operation. The new board chairman, Bi Mingwei, was ANTA’s Group CFO, and in May 2024, Zhao Guangxun, a former Vice President of Retail at ANTA, was appointed as MAIA’s new President.¹

The new leadership quickly began implementing the ANTA playbook. The product line was streamlined, with 10-15% of non-core SKUs cut to sharpen the focus on yoga apparel.²⁵ The retail strategy was upgraded, shifting away from smaller boutiques towards larger, more immersive “experience halls”.¹⁰ A new “Yoga Studio” concept store was launched in Shanghai, featuring movable racks that could transform the retail space into a yoga practice area at the push of a button.³⁵

However, the most telling—and potentially controversial—change came in May 2024. MAIA ACTIVE announced its first-ever major brand ambassador: Yu Shuxin (虞书欣), a hugely popular actress and singer.¹⁹ The campaign positioned her as the embodiment of a “Three-High Girl” (高能量, 高情绪价值, 高配得感) — high energy, high emotional value, and a high sense of deservingness.¹⁹ This move stood in stark contrast to the brand’s celebrated, long-held “real people” strategy. The decision to embrace a mainstream celebrity signaled a fundamental pivot from niche community-building to a strategy aimed at mass-market awareness and scale.

This strategic shift encapsulates the core tension at the heart of MAIA’s new chapter. The brand’s original magic was rooted in its authenticity and the peer-to-peer “sisterhood” it cultivated, explicitly rejecting the artifice of celebrity marketing. ANTA’s playbook, proven successful with its other brands, relies on the power of scale, operational efficiency, and the broad-based appeal that A-list celebrities can deliver. The appointment of Yu Shuxin is the first major test of whether these two philosophies can coexist. Can a brand built on the promise that “we are all MAIA Girls” retain its soul when one girl is suddenly a multi-million-dollar superstar? The answer will determine the future of the brand and offer a crucial lesson for the entire Guochao movement on the price of success.

Conclusion: A New Fit for a New Era

The eight-year journey of MAIA ACTIVE is a testament to the power of a simple idea executed with brilliance. Lisa Ou and Mia Wang did more than just sell leggings; they identified a deep-seated need for products and a brand that saw, understood, and celebrated the Asian woman. They built a company that was both a product innovator and a cultural whisperer, weaving together data-driven design, authentic community-building, and an empowering ethos of self-acceptance. They created a profitable, influential brand that not only challenged the dominance of Western giants but also provided a blueprint for a new generation of Chinese entrepreneurs.

Today, MAIA ACTIVE stands at a crossroads. The acquisition by ANTA has secured its future, providing the capital, supply chain mastery, and retail expertise needed to achieve its audacious goal of becoming the “number one yoga brand in China”.²⁵ The potential for synergy is immense. ANTA can streamline production, accelerate offline expansion, and leverage its immense resources to push MAIA to heights its founders could only dream of.⁵

Yet, this embrace by a corporate giant comes with inherent risks. The very essence of MAIA ACTIVE was its intimacy, its authenticity, and its “for us, by us” feel. The shift from using real customers as models to hiring a major celebrity ambassador is the most potent symbol of this new direction. It is a calculated trade-off: sacrificing the deep, niche connection of a “sisterhood” for the broad, powerful reach of stardom.

Can MAIA ACTIVE successfully merge the soul of a startup with the body of a corporate machine? Can it scale its business without diluting the authentic spirit that made it so beloved in the first place? The next chapter of this story will be closely watched, not just by its loyal customers, but by the entire consumer industry in China and beyond. It will serve as a fascinating, real-time experiment on whether a brand born from a community can thrive after it is adopted by an empire. The fit may be different, but for MAIA ACTIVE, the challenge of shaping its future has only just begun.

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