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When the brand finally completed its communication mission, it mistakenly climbed the wrong wall, only to find there was no one left—neither people nor resources—to achieve the integration of an open space. With a brand value of 7.816 billion, it's clear that this value is mainly supported by the stand-collar Chinese market. However, sales of standalone men’s collars remain disappointing. The gap between brand value and market performance remains unexplained. Why can’t brand value be converted into sales? The answer lies in categorization. A brand’s long-term success doesn’t depend on how creative your ads are, but on whether you differentiate from the original category, create a new one, and capture media and consumer attention.
For example, Starbucks rarely advertises, yet it consistently captures news coverage. Walmart also avoids traditional advertising, but every move is under the spotlight. Only when a brand becomes the representative of a new product category can it simultaneously attract both media and consumer attention. In the process of advertising, the ad reinforces the brand’s position within its product category. And only when a brand is positioned as the pioneer in its category does it have the best chance to become the category leader.
What did Li Ning do in advertising? Many may not remember, but Li Ning’s brand awareness is high. Why? Because Li Ning pioneered the sports brand category in China, becoming a representative of that category. Shanshan opened the domestic suit category, positioning itself as a professional brand and successfully entering consumers’ minds. AIA Integrated Ceiling is another successful case of category strategy. Once dominated by Champion Op, even lighting industry leaders like NVC felt the presence of this new category, thanks to AIA’s pioneering power.
So what brand is this? It could be said that seizing the collar niche was a good position, but unfortunately, it didn’t persist or elevate it to a strategic level. Despite heavy investment, the direction was too narrow, leading to underwhelming market results. Why is the development direction of the brand licensing clothing too limited? Because the brand lacked the courage and determination to establish itself as the leader of this new category. It clung to the elements of the stand collar without daring to release them or lead the development of industry standards. Instead, it relied on promotional power to spread its message.
Eventually, the brand fulfilled some communication goals, only to find it had climbed the wrong wall—no more financial or human resources left to integrate into an open space. As a result, the performance of the stand-collar men’s line naturally couldn’t improve. The brand decision-makers were reluctant to let go of chicken-style suits and other products, preferring to enter the second-tier three-line market instead. They watched as consumers spent their money on brands like Shanshan, Younger, and BOSS.
In the end, consumers may associate the brand with stand-collar culture through advertising, but in reality, their experience is mostly about suits and jackets. This creates a disconnect—consumers may feel confused or indifferent. The brand has been hesitant and slow for years, trapped in a cycle of uncertainty and unfamiliar categories. It struggles to look beyond companies that are ten years younger and more agile than itself.