Speaking of the professional R&D fields of foreign brands, the author is reminded of a line on the cover of the American outdoor gear provider "Adventure 16": Life depends on gear. Indeed, "Being equipped to the teeth, and ensuring no mistakes occur at the most critical moments" is the standard of professionalism. Whether it's domestic or foreign brands, once professionalism is mentioned, "R&D" becomes the primary issue at hand. When reviewing relevant materials, the author found that most foreign outdoor product manufacturers started as family-run workshops, with many designers being outdoor enthusiasts themselves. Brands like Gregory (backpacks), HANWAG (shoes), KEEN (shoes), and Big Agnes (tents) all initially began by making their own equipment before gradually developing into top-tier outdoor brands.
As they developed, manufacturers began incorporating new technologies into their products. Foreign brands aggressively expanded in China's outdoor market—rushing to establish sales channels to seize market share. They attracted Chinese outdoor enthusiasts with slogans about high-end materials and technology, such as Gore-Tex fabric and precision-engineered YKK zippers. In 2002, Columbia entered China, bringing all-weather outdoor technology to Chinese outdoor enthusiasts. Columbia independently developed the patented fabric Omni-Tech (a windproof, waterproof, and breathable material), which, through professional sealing, meets consumers' needs for windproofing, waterproofing, and breathability in outdoor settings. Over decades, Columbia’s meticulously developed key technologies fully cater to various outdoor activities, such as UV protection, ergonomic knee articulation, full-range-motion sleeves, and convective ventilation systems. It is this unique technology delivering authentic outdoor experiences that sets Columbia apart.
After China’s outdoor market entered its golden era, foreign brands also began adapting to the Chinese market context. Top-tier brands remain as exclusive as luxury goods, towering over Chinese outdoor consumers with high-end prices, advanced designs, and materials, while maintaining a loyal customer base for specialized products (such as high-altitude gear and high-intensity outdoor equipment). Mid-range European and American brands have strengthened brand cohesion and sales channels, while also introducing European and American R&D technologies to enrich their product lines in China. Jack Wolfskin is one of the most successful foreign outdoor brands operating in China. The brand has consistently focused on self-developed and self-produced materials, supplemented by imported fabrics, and has invested heavily in exploring and developing functional outdoor fabrics. Jack Wolfskin’s self-developed waterproof and breathable fabric, Texapore, ranges from entry-level 4x4 to high-end O2 and O4 grades, offering products suited to different outdoor enthusiasts’ needs.
Due to unfamiliarity with the Chinese market, international brands face challenges such as distribution issues and localization problems during their expansion into China. Any one of these issues, if not handled properly, can cause even a top-tier brand to fail. Therefore, to mitigate risks, foreign brands often seek agents to pave the way, turning agencies into the vanguard for these major brands entering the Chinese market. Once the Chinese market became a major profit growth point for foreign brands, these big names began phasing out agents, opting for deeper penetration to carve out a larger share of this massive market. In the "battle of wits" between foreign brands and Chinese agents, savvy agents gradually found ways to adapt:
Strategy one: Sign longer agency contracts whenever possible. In 2008, China’s general agent, Shanghai United Asia Commercial Co., Ltd., secured the China agency rights for Jack Wolfskin and renewed the contract for another five years in 2011, further expanding market share.
Strategy two: As brands began valuing capable agents, some foreign brands opted for acquisition. Columbia decided that its joint venture would officially commence operations in 2014, with Columbia holding 60% and the original agency, Swire, holding 40%, initiating a preliminary 20-year partnership aimed at seeking long-term growth opportunities in China.
Strategy three: Agents began creating their own brands. Shanghai United Asia Commercial Co., Ltd., leveraging years of accumulated resources such as distribution channels, launched its own brand, Husky. This not only expanded the company’s profit margins but also established a path for independent development.
At present, the once-enthusiastic outdoor consumer group no longer obsesses over technology or R&D. They are gradually waking up from blind spending competitions and beginning to rationally evaluate gear reviews, discerningly selecting products that suit their needs before forming purchase intentions. Meanwhile, domestic outdoor brands are keeping pace, launching their own R&D products that consider Chinese consumers more in terms of pricing and design. This undoubtedly presents a challenging pressure for foreign brands in the Chinese market. Some foreign brands are surging into the Chinese market like a tidal wave, while others are watching to see whether this tide will create monstrous waves or be engulfed by them. The future remains unknown.