As Chinese brands increasingly expand their reach globally, they face both the opportunities and the challenges that any global aspirant brand faces—not only building, but also reshaping, global perceptions.
To learn more about the outbound journey of Chinese brands, we spoke with Juanita Zhang, General Manager at Landor in Shanghai, who has helped many through this transformation.
In our conversation, Zhang shares her insights on dismantling outdated notions of “Made in China,” building trust in new markets, and navigating the balance between authentic local identity and global appeal.
Drawing from her work with clients like Changan Auto, she unpacks the strategic shifts needed for Chinese brands to resonate internationally—while also offering advice for foreign brands looking to connect meaningfully with Chinese consumers.
What are the biggest branding challenges Chinese companies face when expanding into international markets?
The most significant branding challenges for Chinese companies expanding globally aren’t just about market entry; they’re about overcoming deeply ingrained historical perceptions and mastering cultural agility.
First, the ‘Made in China’ shadow persists. While the reality has shifted dramatically towards innovation, the legacy perception of low-cost, mass-produced goods still demands a proactive, sophisticated brand narrative to dismantle.
It’s a battle for mindshare that requires more than just product quality; it demands a compelling story of purpose and innovation. Second, credibility is not inherited; it must be earned.
Unlike Western counterparts with decades of global brand building, Chinese brands often lack that foundational trust. This isn’t a minor hurdle; it’s a strategic imperative to invest in transparency, consistent brand experience, and ethical leadership to build genuine consumer confidence.
While the reality has shifted dramatically towards innovation, the legacy perception of low-cost, mass-produced goods still demands a proactive, sophisticated brand narrative to dismantle.
Finally, the failure to achieve authentic cultural resonance is a frequent misstep. It’s not about superficial translation; it’s about understanding the psychological undercurrents of diverse markets. Brands that simply export their domestic playbook often find themselves irrelevant or misunderstood.
The challenge is to articulate a universal brand truth that resonates globally without sacrificing the unique Chinese identity.
How has the evolution of the “Made in China” label—from low-cost manufacturing to a reputation for innovation and quality—shaped the way Chinese brands build their global reputations today?
The evolution of ‘Made in China’ is less an evolution and more a reclamation of narrative. It was once a liability, a shorthand for cheapness. Now, it’s increasingly a declaration of technological prowess and efficiency. Brands like Huawei, DJI, and BYD aren’t just producing; they’re leading in innovation.
It’s about achieving a brand identity that is unmistakably from China, yet unequivocally for the world. This isn’t a compromise; it’s a strategic articulation of a brand’s dual identity, allowing it to be both rooted and expansive.
This isn’t merely anecdotal; our extensive global brand equity studies via the Brand Asset Valuator (BAV) consistently identify this profound shift in how consumers worldwide perceive Chinese origin. It’s a demonstrable change in desired brand attributes – from purely functional to innovative, reliable, and even aspirational. This fundamentally alters the global branding imperative.
Chinese companies no longer need to apologize for their origin; they can assert it as a source of competitive advantage. The focus has moved from merely proving quality to articulating a higher purpose and demonstrating global leadership. Consumers now expect more than just a functional product; they demand a brand that stands for something, that contributes to a better future.
This isn’t just about marketing; it’s about leveraging a national industrial transformation into a powerful global brand proposition.
Landor recently led the rebranding of Changan Auto. Can you talk about the nuances of preserving a distinctly local flavor while ensuring the brand appeals to international audiences?
The Changan Auto rebranding was a prime example of navigating the inherent tension between authentic origin and global aspiration. The nuance isn’t about adding superficial cultural motifs; it’s about identifying the universal human values embedded within a brand’s unique heritage. For Changan, it was their pioneering spirit and relentless pursuit of innovation – qualities that resonate universally.
Our approach was to distill that core essence and translate it through a globally relevant lens. This meant crafting a visual and verbal identity that felt premium and contemporary worldwide, while subtly embedding design cues that spoke to their rich heritage without being overtly ‘ethnic.’
It’s about achieving a brand identity that is unmistakably from China, yet unequivocally for the world. This isn’t a compromise; it’s a strategic articulation of a brand’s dual identity, allowing it to be both rooted and expansive.
The “local-for-global” strategy is often cited as a hurdle for domestic brands going abroad. How do you define this approach, and what advice would you give companies looking to adopt a truly global branding strategy?
The ‘local-for-global’ strategy, in its problematic form, is essentially brand myopia. It’s the misguided belief that what works domestically will automatically translate internationally. This approach inevitably leads to irrelevance or cultural missteps abroad, because it fails to acknowledge that brand resonance is deeply contextual.
To forge a truly global branding strategy, companies must adopt a ‘global-first’ mindset from day one, even if their initial focus is domestic. This means:
- Defining a Universal Brand Purpose: Your brand’s core reason for being must transcend cultural boundaries. It’s the non-negotiable anchor.
- Investing in Deep Cultural Intelligence, Not Just Market Research: Understand the psychological drivers and communication nuances of target markets. This isn’t a checklist; it’s an ongoing commitment to empathy.
- Building a Flexible Brand System, Not a Rigid Template: Your brand architecture needs to allow for consistent core identity while enabling strategic local adaptation. Rigidity kills relevance.
- Establishing Robust Brand Governance and Management Systems: This is crucial for maintaining consistency and quality across diverse markets. Many Chinese companies, even those with MNC experience, have operated in market-specific silos. Global brand leadership demands a central hub of expertise and clear frameworks to guide execution worldwide.
Which sectors have proven especially easy or challenging for Chinese brands to compete in internationally, and why?
Chinese brands have found their stride, often with surprising speed, in sectors where objective performance, technological innovation, and compelling value proposition are the primary drivers of consumer choice. Think consumer electronics, EVs, and advanced manufacturing. In these areas, the ‘Made in China’ label has rapidly transformed into a mark of cutting-edge capability. The product’s inherent superiority often speaks for itself, overcoming initial brand skepticism.
Where rational assessment dominates, Chinese brands excel. Where emotional and cultural capital are key, the climb is steeper.
Conversely, the battle is significantly tougher for any Chinese brand aiming to build perceptions rooted in deep emotional connection, historical trust, or luxury aspiration.
This isn’t limited to specific categories like luxury goods or fashion, though they are prime examples. It applies to any brand, regardless of its product, that seeks to transcend mere functionality and craft a narrative that resonates on a deeply emotional, often aspirational, level.
This takes time, consistent investment, and a nuanced understanding of cultural codes that are difficult to transplant. The ‘why’ is simple: where rational assessment dominates, Chinese brands excel. Where emotional and cultural capital are key, the climb is steeper.
How are evolving consumer expectations worldwide influencing the branding strategies of Chinese companies?
A critical driver of consumer expectation shift is the rising influence of AI in how consumers gain information. It’s no longer about a single search result; AI aggregates and synthesizes data from myriad sources, providing a multi-faceted view of a brand. This means consumers are engaging with the ‘brand experience’ long before they ever touch the product, demanding unprecedented authenticity and transparency across all touchpoints.
Consumers are engaging with the ‘brand experience’ long before they ever touch the product, demanding unprecedented authenticity and transparency across all touchpoints.
This heightened scrutiny necessitates that every aspect of the brand contributes to a cohesive narrative: from the product itself, to retail environments, digital platforms, customer service, and even the perceived values of internal employees.
While Chinese companies often excel digitally domestically, they must adapt their strategies to diverse global platforms and user behaviors, ensuring consistency and relevance across this expanded experiential landscape. This also means articulating brand purpose and ESG initiatives with conviction, as these are now integral to the holistic perception.
Ultimately, this pushes Chinese brands to engage in more sophisticated storytelling and genuine community building, transcending national boundaries to become truly global citizens. It’s a profound shift from merely ‘what you make’ to ‘how you engage’ across a 360-degree, increasingly transparent, and interconnected world.
Can you share any lessons or insights from recent client success stories that might help other Chinese companies succeed abroad?
One critical insight is the power of unapologetic differentiation, especially as Chinese brands move beyond the ‘outbound 2.0’ era. The initial wave of success often rode on e-commerce efficiency, providing commodity-level products and leveraging vast data insights.
However, we’ve observed that many brands then dwell too much in ‘end-user insight,’ optimizing for existing demand rather than proactively building aspirational gravity. The brands that truly succeed don’t try to be all things to all people; they identify a unique, compelling value proposition and own it fiercely.
This clear, bold stance cut through the noise because it wasn’t just about meeting existing needs; it was about creating new desire and influencing a broader demographic through aspirational branding.
Take, for instance, a client we worked with who became a top three global smartwatch/wearable brand. Landor conducted a comprehensive global segmentation study to truly understand their core target audience. This allowed us to move beyond mere product features and define the aspirational role of the brand and its products in consumers’ daily lives.
This clear, bold stance cut through the noise because it wasn’t just about meeting existing needs; it was about creating new desire and influencing a broader demographic through aspirational branding.
Perhaps the most profound observation, however, relates to the entrepreneurial mindset itself. Many Chinese brand owners embody an iterative, dare-to-fail approach that has been incredibly effective in China’s dynamic domestic market.
While this intuition-driven, rapid-trial methodology is a strength, we’ve observed that international brand building, particularly for those seeking deep emotional connection and long-term equity, often demands a different rhythm. It requires a more patient, meticulously planned strategic investment rather than rapid iteration.
Many Chinese brand owners embody an iterative, dare-to-fail approach that has been incredibly effective in China’s dynamic domestic market.
The successful companies we’ve worked with have recognized this distinction and adapted their internal processes and investment horizons, understanding that global brand leadership is a marathon, not a series of sprints.
Ultimately, the most successful companies treat their brand as a strategic asset, not just a marketing expense. They invest in a flexible brand architecture that allows for global consistency and local relevance, understanding that a brand must be both robust and adaptable to thrive on the world stage. It’s about strategic foresight and a willingness to evolve.”
Looking the other way, what advice would you offer foreign brands seeking to resonate with Chinese consumers?
For foreign brands seeking to resonate with Chinese consumers, the single most critical piece of advice is to recognize the vast internal diversity of the Chinese market. It’s often mistakenly treated as a monolithic entity.
Many international brands and agencies focus disproportionately on the ‘advancement’ seen in tier-one metropolises like Shanghai, Beijing, and Shenzhen, while overlooking or insufficiently understanding the immense populations in lower-tier cities and rural areas who lead vastly different lifestyles, possess distinct aspirations, and engage with brands in unique ways.
For foreign brands seeking to resonate with Chinese consumers, the single most critical piece of advice is to recognize the vast internal diversity of the Chinese market.
A truly effective strategy requires deep segmentation and localized approaches that account for these profound regional and demographic differences, moving beyond a ‘one-size-fits-all’ approach to truly unlock the market’s potential.
Quick Hits:
Most useful app or tool you’ve started using recently:
Without a doubt, it’s WPP Open. As the head of China business, having a unified platform that connects our vast network of creative and strategic capabilities across WPP agencies has been transformative.
It allows for seamless collaboration, knowledge sharing, and leveraging the collective intelligence of our global talent pool, which is invaluable for delivering integrated solutions for our clients.
Book, podcast, or resource you recommend:
I’d highly recommend ‘The Culture Map’ by Erin Meyer. It’s not new, but its framework for understanding cultural differences in communication and leadership is incredibly practical and insightful for anyone operating in a global business context, especially when navigating the nuances between China and other markets. It directly informs how we approach brand strategy for international expansion.
Something you want to learn or wish you were better at:
Beyond the professional realm, I’m fascinated by linguistics, particularly the profound impact of language on thought and perception.
I wish I had more time to delve deeper into how different linguistic structures fundamentally shape people’s mindsets, their understanding of the world, and consequently, their relationship with brands. It’s a constant reminder of the subtle, yet powerful, layers of cultural nuance we navigate daily in global branding.
