At the press conference celebrating the 30th anniversary of Jinba Men's Wear and its Charity Foundation, Lianba Menswear's Vice President, Lian Jin, shared insights with NetEase Finance about the company's future direction. He emphasized that international expansion will be a key focus, with the brand aiming to open stores globally through channel model innovation and strategic growth. Alongside this, Jinba is also intensifying efforts to establish a stronger presence in major Chinese cities and high-traffic shopping districts.
In addition to its global ambitions, Jinba is preparing for an IPO on the domestic A-share market, signaling a new phase of financial and operational growth. Hong Bai, the president of Jinba Menswear, highlighted that after three decades of focusing on the domestic market, the company is now ready to take its brand to the world stage.
Founded in 1980, Jinba Men's Clothing has grown significantly, boasting over 3,000 branded stores nationwide, with a total fixed asset value of more than 230 million yuan. The company remains committed to the core values set by its founder, Hong Yuming—“One person can do one thing in a lifetime,†emphasizing uniqueness and excellence. Its mission is to become the world’s leading jacket brand.
According to Lian Jin, Jinba plans to expand internationally not only through organic growth but also by acquiring foreign brands, particularly designer labels. This approach aligns with a multi-brand strategy, where each acquired brand will still focus on men's wear, specifically jackets, rather than diversifying into women's or children's fashion.
Lian Jin drew a comparison to Procter & Gamble, which successfully manages multiple shampoo brands like Pantene, Rejoice, and Head & Shoulders, each with distinct positioning. He hopes Jinba can follow a similar model in the future. However, the company has not yet disclosed specific details about ongoing international brand acquisition efforts.
Liang Yong, Executive Vice President of the China Fashion Color Association, noted that while cultural and management differences have historically posed challenges for domestic companies acquiring foreign brands, these issues are becoming less common as domestic firms grow more experienced. With proper integration and operations, the risk of “not adapting well†to local markets is diminishing. He stressed that the most critical factor post-acquisition is ensuring product quality and alignment with the brand's identity to avoid customer dissatisfaction.
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