36氪未来消费·2025-12-17 12:39Core Viewpoint - The article discusses the challenges and strategies involved in localizing foreign brands in China, particularly focusing on GAP's transformation under the management of Baozun, emphasizing the importance of deep localization for brand revival in the Chinese market [5][8][39]. Group 1: Market Dynamics - Recent acquisitions of foreign brands in China, such as Starbucks and Burger King, highlight a trend of local companies taking over international brands [5][6]. - In the fashion sector, Anta has been a veteran in mergers and acquisitions, and Baozun's acquisition of GAP's China business marks a significant entry of local forces into reshaping foreign brands [7][8]. Group 2: Operational Challenges - GAP China faced operational inefficiencies with over 40 independent systems that complicated decision-making processes, leading to missed market opportunities [9][27]. - Baozun undertook a ten-month project to localize GAP China's systems, streamlining operations and enhancing decision-making speed [10][27]. Group 3: Strategic Focus - The core strategy for GAP China is "Local for Local, China for China," emphasizing localized operations, local teams, and consumer perspectives in product development [17][18]. - GAP's brand positioning has shifted to focus on emotional connections with consumers rather than relying on discount-driven sales, aligning with the brand's historical roots in music and culture [19][23]. Group 4: Performance Metrics - Since Baozun's acquisition, GAP China's store count increased from over 120 to 170, with same-store sales growing by 7% year-on-year [10][15]. - The localization of the supply chain has reached approximately 70%, allowing for better alignment with local market demands [35][36]. Group 5: Future Outlook - The transformation of GAP China is ongoing, with a focus on enhancing brand perception and consumer engagement, which requires time for consumers to recognize the changes [39][40]. - Baozun's experience with GAP is expected to provide insights for GAP's global operations, particularly in adapting to local consumer preferences in Asia [40][41].