THE DUAL PATH OF BRANDING: THE EVOLUTION OF THE RELATIONSHIP BETWEEN ITALY AND CHINA

The global trade landscape is undergoing an unprecedented transformation, marked by an increasingly dense and complex dialogue between Italy and China. On the occasion of the event promoted together with ICCF (Italy China Council Foundation), titled “The Dual Path of the Italy-China Brand”, Intarget outlined a strategic vision that goes beyond traditional export and import paradigms.

The analysis highlights an unavoidable reality: “Made in Italy” is no longer an automatic passport to success in the East, while Chinese brands are gaining ground in the European market not only through mass technology, but also through lifestyle, design, and culture.

The silent invasion: Chinese Lifestyle in Europe

For decades, Chinese products have been almost exclusively associated with the technology and automotive sectors. However, today’s reality shows a significant shift: brands from the Dragon are entering spaces historically dominated by Italian excellence, such as beauty, fashion, and high-end design.

There are emblematic cases that describe this transformation:

• Florasis. In the beauty sector, this brand has surpassed one billion dollars in global revenue, bringing traditional Chinese aesthetics and craftsmanship to international markets with a premium positioning.
• ICICLE. In fashion, this brand represents a strategic paradox: although Chinese, it uses 50% Italian materials in its collections. Its expansion, culminating in the acquisition of the French maison Carven and its presence at Paris Fashion Week, demonstrates that competition today is driven by supply chain quality and sustainability, not low cost.
• Pop Mart. A leader in lifestyle and the so-called “fan economy,” it has experienced exponential growth in Europe, opening flagship stores in iconic locations such as La Samaritaine and the Louvre in Paris, leveraging collectible collections that blend art and play.

These brands do not just sell products; they sell a deep cultural identity that integrates Eastern production efficiency with a global aesthetic sensibility.

The new Chinese consumer: from Brand Orientation to Real Value

The Chinese market has radically changed over the past five years. Italian companies that want to remain relevant must face an extremely evolved consumer, whose behaviors can be summarized in three structural shifts:

1. From aspiration to proof of value: brand prestige is no longer enough. The modern consumer asks whether the product solves a specific problem or truly represents their current identity.
2. The “Outcome-Oriented” approach: emphasis has shifted from owning a luxury logo to real utility and the experiential outcome achieved.
3. Heritage as applied competence: while Italian history and tradition are still admired, they are no longer sufficient to justify a purchase. Consumers seek quality that fits their daily context, not just a nostalgic narrative of the past.

The era of Guochao 3.0

A key concept to understand modern China is the evolution of guochao, or pride in domestic culture. While earlier phases were linked to nationalism or simple aesthetic collaborations, version 3.0 focuses on deep cultural identity.

Chinese Gen Z seeks authenticity and consistency. In this scenario, success does not go to those who speak about their own (Western) culture, but to those who can speak with Chinese culture, as seen in Prada RongZhai in Shanghai: not a store, but a restored historic villa. These initiatives transform historic spaces into cultural hubs, where international luxury engages with local history, creating an emotional connection that goes beyond commercial transactions.

Industry strategies: what really works

To turn omnichannel into a growth opportunity, it is necessary to adopt industry-specific approaches, moving away from “one-size-fits-all” strategies.

Luxury: ritual and quiet refinement

Luxury must move away from ostentation and embrace the concept of jingzhi, meaning refined and understated elegance. Winning strategies involve building recurring cultural rituals—linked to local festivities such as Chinese New Year or the Qixi Festival—rather than one-off promotional events. Customer relationships should be data-driven, creating personalized interactions on platforms like WeChat and RED.

Fashion & Beauty: life scenarios and scientific transparency

In fashion, adapting European sizing is no longer enough; products must be designed for specific contexts of Chinese daily life (office, leisure, travel). In beauty, consumers have become experts: they analyze ingredients and compare formulations on social media. Therefore, storytelling must focus on technical superiority and supply chain safety, providing scientific proof of quality.

Design & Furniture: the showroom as a cultural experience

High-end furniture brands do not just sell products, but the concept of “Italian living.” The showroom must evolve into a cultural environment—a place for workshops and material discovery offering experiences that cannot be replicated online. Design must engage with the philosophy of domestic harmony rooted in Chinese tradition.

Tourism: destination as a lifestyle brand

Italian destinations should not promote only hotels and flights, but an aspirational lifestyle. Today’s Chinese traveler seeks authentic immersion in craftsmanship, gastronomy, and architecture, planning every detail well in advance on digital platforms.

Technology and AI: the ecosystem of the future

Both in Italy and China, managing this complexity requires an advanced technological infrastructure. The proposed vision includes integrating platforms and AI agents to monitor, understand, and activate brand narratives in real time.

This ecosystem is structured into three key phases:

Monitoring: Continuous analysis of digital environments, competitors, and emerging narratives.

Understanding: Use of collective intelligence to validate message resonance with target audiences.

Activation: AI-powered workflows to manage media and social communication, ensuring tone of voice remains consistent and secure across markets.

The ultimate goal is to create a continuous loop connecting demand acquisition with CRM intelligence, ensuring every interaction generates measurable value.

International orchestration and governance

For brands operating across multiple markets, the challenge is to maintain global consistency while ensuring strong local relevance. Intarget presented the case of Oppo, where a central coordination hub defines the strategic vision, while local teams retain the flexibility to implement initiatives based on their deep market knowledge.

In different markets, marketing levers vary: for example, in Austria the focus may be on tech reviewers, while in Greece or Italy communication may lean more toward aesthetics, photography, or culinary arts, requiring highly accurate, data-driven partner and influencer selection.

Conclusions: Three pillars for the future

The message for the future of Italy-China relations is clear: the response to market challenges is not theoretical, but practical and operational.

• Competence as a promise: “Made in Italy” must be proven every day through technical quality and cultural connection, not just declared on the label.
• The challenge of meaning: Competition with Chinese brands is no longer about price, but about the ability to build meaning and value around the product.
• Data-driven approach: Success depends on continuously measuring business impact, moving beyond vanity metrics to focus on building long-term consumer relationships.

In this new scenario, companies must act with agility, integrating cultural rituals, native social commerce, and unique physical experiences to remain competitive in an increasingly interconnected world.