Core Viewpoint - The incident involving Arc'teryx and the fireworks display in China highlights the challenges multinational companies face in balancing global and local management, particularly in terms of brand values and crisis response [1][2][3] Group 1: Company Response - Arc'teryx's Chinese team issued an apology emphasizing cooperation with relevant authorities and third-party assessments, while the overseas team expressed disappointment and indicated a need for improved communication with local teams [1][2] - The differing tones in the statements from the Chinese and overseas teams reflect a lack of cohesive governance in integrating global resources [2] Group 2: Environmental Concerns - The event raised significant ecological concerns, showcasing a misalignment with modern consumer expectations, particularly among younger generations who prioritize brand values and social responsibility over mere product functionality [2] - The choice of location for the fireworks display, an important ecological area in China, indicates a potential misjudgment of contemporary consumer values by the brand [2] Group 3: Brand Management Implications - A single misstep in brand activity can severely damage the high-end outdoor image of Arc'teryx and affect the reputation of its parent company, Amer Sports, highlighting the need for refined brand management and crisis response mechanisms [2][3] - The incident serves as a warning for all multinational companies about the complexities of cultural integration, management coordination, and value co-creation in global expansion [3] Group 4: Future Opportunities - Arc'teryx has the opportunity to learn from this incident and enhance its global brand management mechanisms, aiming to transition from being "internationally known" to "globally trusted" [3]