SHUANGHUI(SZ:000895) Sou Hu Cai Jing·2025-09-05 15:11Core Viewpoint - The article discusses how certain brands perceived as domestic in China are actually owned by American companies, highlighting the impact of U.S. tariffs and the complexities of global capitalism in consumer perception [2][26]. Group 1: Brand Analysis - Shuanghui, once a true Chinese brand, was acquired by Goldman Sachs in 2006 for $2 billion, and later its parent company, WH Group, purchased Smithfield Foods, marking its transition to a global food giant [4][6]. - Despite the U.S.-China trade war, Shuanghui remains unaffected due to its localized production and supply chain, with 2024 sales exceeding 60 billion yuan [8]. - The brand continues to market itself as a "national brand," misleading consumers into believing it is still a purely domestic enterprise [8]. Group 2: Dabo Brand Case - Dabo SOD Honey, a well-known skincare product, was acquired by Johnson & Johnson for 2.3 billion yuan in 2008, altering its brand identity while maintaining its market presence [10][12]. - Post-acquisition, Dabo retained its original packaging and pricing strategy, allowing it to continue appealing to middle and lower-income consumers [12]. - The brand's production is fully localized, making it resilient to tariff impacts and positioning it as a cost-effective alternative to imported skincare products [12][14]. Group 3: Harbin Beer - Harbin Beer, originally founded by Russian merchants, was acquired by Anheuser-Busch in 2004, and its control eventually passed to European capital [16][18]. - The brand employs a marketing strategy that emphasizes "Chinese elements," misleading consumers into thinking it remains a domestic brand [18]. - Harbin Beer has successfully avoided tariff impacts due to its local production and sourcing, with sales exceeding 1.8 million tons in the previous year [20]. Group 4: Little Sheep - Little Sheep, a popular hot pot chain, was privatized by Yum Brands in 2012 for nearly 4.6 billion Hong Kong dollars, leading to a reduction in store numbers from over 700 to less than 300 by 2024 [22][24]. - Despite the decrease in store count, the brand's profitability remained stable due to integration into Yum's supply chain, which standardized production and maintained flavor consistency [24]. - Little Sheep's marketing emphasizes its "grassland genes" and "Chinese cuisine," reinforcing its image as a domestic brand [24]. Group 5: Consumer Awareness - The article emphasizes the blurred lines of brand nationality in a globalized economy, where profits are the primary focus, and consumers may unknowingly support foreign-owned brands [26]. - It calls for consumers to be more discerning and informed about the ownership of the products they purchase, rather than relying solely on emotional marketing [26].