Opening perspectives: a consumer market being rewired

Opening the Summit, Tom Simpson, Managing Director & Chief Representative, China, CBBC, highlighted the fundamental shift taking place in China’s consumer market:

“The deeper shift - and the one this forum is built around - is that the DNA of China’s consumer market is rewiring: Buyers are more discerning, not less - quality, provenance, and brand ethics matter more than pure price. Growth is no longer uniform; it is bifurcated, segmented, and increasingly experience-led. And Chinese consumer brands are no longer only going abroad - they are building global narratives, from e-commerce to beauty.”

His remarks captured two transformations at the heart of the Summit: the evolution of Chinese consumer expectations and the growing international ambitions of Chinese brands.

Sohail Shaikh, Deputy HM Trade Commissioner for China, underlined the importance of UK-China business engagement for economic growth and strategic partnership, highlighting success stories of UK brands in China. At the same time, he encouraged Chinese businesses to view the UK not simply as a destination market, but as a platform and partner for wider international expansion:

“Success in the UK sends a powerful signal to international investors, retailers, and consumers, while also providing a platform for expansion into wider European and global markets.”

Xu Hui, Director, Shanghai Xuhui District Business Service Center, outlined Xuhui District’s economic strengths, business environment and opportunities for cooperation, including industrial upgrading and technology-innovation synergies.

Xuhui District ranks first among Shanghai’s central urban districts in the number of regional headquarters of foreign-invested enterprises. The district will continue to implement its action plan for upgrading foreign-invested headquarters, strengthen the demonstration zone for intellectual property protection, and replicate customs-clearance facilitation measures from the pilot free-trade zone.

China consumer outlook: slower growth, sharper segmentation

In the Summit’s keynote address, Dr Weisi Xie, Shanghai Director of The Economist Enterprise Corporate Network, examined the outlook for China’s consumer market in 2026.

Three implications stood out.

First, the macroeconomic environment remains challenging. China’s growth forecast was downgraded to 4.7% for 2026, with weak demand remaining a major structural constraint. At the same time, accelerating population ageing and declining birth rates present both long-term challenges and new opportunities. Regional disparities, however, remain significant and require differentiated responses.

Second, consumer behaviour is moving beyond pure price sensitivity. New consumption models are emerging rapidly, with preferences shifting towards quality and experience. Foreign brands are often poorly positioned to compete on the pure “value” track, but their premium brand advantages have remained resilient post-Covid, creating opportunities through differentiation.

Third, there is no single “China market”. China’s consumer landscape is highly segmented and demands more precise and localised strategies. Assessing a city’s competitiveness requires a holistic view of innovation, openness, transport infrastructure and employment prospects, while consumption potential is influenced by factors including per-capita income, total retail sales, duty-free provision, the proportion of Gen Z consumers and the attractiveness of visa-free policies for international visitors.

Provincial capitals have demonstrated stronger resilience, while some smaller cities and emerging industrial clusters are rapidly gaining momentum as new growth poles.

Key takeaway

• Brands need to look beyond national averages. China’s next consumer opportunities will increasingly be found through precise segmentation — by city, generation, category and consumer need.

The Great Rewire: value, authenticity and the human connection

The first panel, “The Great Rewire: Decoding the Shifting DNA of China’s Consumer Market”, moderated by Ran Guo, Director of Consumer Economy, CBBC, examined how brands should respond to these changing expectations.

Dr Weisi Xie, Shanghai Director, The Economist Enterprise Corporate Network, observed that Chinese consumers, faced with greater information transparency and environmental challenges, are increasingly building their own internal “economic models”.

They are no longer simply seeking cheap goods, but rather “value for money” — assessing the premium they are willing to pay based on guaranteed basic value and service. Foreign brands therefore need to incorporate this changing calculation of value into their strategic frameworks.

Gao Guqi, Founder of greatroam, argued that the Eastern aesthetic within his designs is not something deliberately pursued, but a natural expression of being a modern Chinese person. Designers, he suggested, should focus on what they genuinely love in order to create authentic connections with consumers.

Founding greatroam was not simply a commercial act, but also a change in mindset: an attempt to help society confront the subject of death with greater openness. Gao argued that niche brands can have particularly strong penetrating power in industries that are simultaneously “taboo” and “attention-grabbing”. The key is to tell the brand’s true story, communicate what makes it genuinely distinctive and respect consumers’ individual experiences.

Charlie Gu, Founder and CEO of Jingzhi Media Group, identified “value transmission” as one of the most important capabilities for future brands. In cross-cultural markets, the challenge is how to translate a brand’s core values into content that resonates with consumers, rather than relying on grand narratives.

He also highlighted the impact of AI. As consumers become accustomed to increasingly customised services, niche brands may be better able to reach highly segmented needs. At the same time, brands need a “human touch” to counter some of the anxiety created by AI — building interpersonal connections through offline interactions and sincere communication.

Key takeaway

• The future consumer proposition is not simply “premium versus value”. Successful brands will combine clear value, authentic identity, personalised relevance and human connection.

Winning in China: localisation over replication

Two brand fireside chats brought these themes to life through the experiences of individual businesses.

YASO: put the brand first

Tom Simpson, Managing Director & Chief Representative, China, CBBC, sat down with Emma Zhou, General Manager of YASO China, to discuss YASO’s core value proposition, the strengths of British brands and the lessons international brands should consider when entering China.

Emma described China as home to both the world’s most sophisticated consumers and its most advanced e-commerce environment. In her view, China is not an optional market but a “battlefield” where brands must enter, survive and thrive — and success or failure in China can directly affect a brand’s global performance.

YASO’s mission is to help brands retain control over sales, management and transparency in China, moving away from traditional distributor-led models that can leave brands disconnected from their consumers.

Emma also identified a particular strength of British brands. Unlike businesses that continually chase speed and trends, many British brands are built on deep heritage and continuous craftsmanship. This long-termism, she argued, is something Chinese brands can learn from as they build for global markets.

Her final message was one of “simplification” - not as a call to do less, but to concentrate on what matters most: product and brand. Brands entering China need the courage to abandon old models that succeeded elsewhere when those models do not suit local realities. A humble learning attitude and a “brand-first” mindset are essential.

Little Moons: cultural fusion as a competitive advantage

Kiran Patel, Senior Director Commercial & Deputy Head of China, CBBC, interviewed Howard Wong, Founder of Little Moons, exploring the brand’s story, cultural fusion and China strategy.

Founded in 2010, Little Moons went viral through TikTok in 2019 and developed into a leading brand in the mochi ice cream category.

Howard noted that although Little Moons is sold globally as a British brand, its core has distinct Asian characteristics, including the mochi recipe. For him, “British quality” is not one-dimensional. Britain’s multicultural character allows brands to embrace and integrate ideas, flavours and concepts from around the world — and this cultural fusion has become part of Little Moons’ competitive advantage.

Howard stressed that entering China requires flexibility. Simply replicating models that have worked in other export markets will not succeed; China needs to be treated as a standalone market.

He hopes that through localisation, Little Moons can become a successful China case study over the coming years. Guests were also invited to sample Little Moons mochi ice cream during the session, creating a “taste-while-listening” experience, while Howard welcomed feedback from Chinese perspectives to help the brand adapt further to the market.

Key takeaway

• There is no copy-and-paste route into China. Brands need to protect what makes them distinctive while being prepared to rethink how that distinctiveness is expressed locally.

From cross-border entry to omni-channel growth

The panel “From Cross-Border Entry to Offline Expansion: Omni-Channel Growth of Brands in China”, moderated by Lynn Xu, Director, Membership & Events, CBBC, examined how international brands can move from initial market testing towards sustainable scale.

Marcia Mao, Head of Global Business Development, Cross Border Business, JD.com, shared the success story of JD's 10 Billion Giga Growth Plan and outlined JD’s four-stage pathway for international brands:

• Introduction & Seed Users - obtain early-adopter feedback to refine product assortment and selection and establish a foundation for expansion.
• Marketing Activation - use social seeding on platforms such as Xiaohongshu and content marketing to tell compelling brand stories, generate interest and break beyond niche audiences.
• Brand Awareness Reinforcement - communicate brand culture, history and heritage systematically through content co-creation and campaigns.
• Omni-Channel Activation - connect online and offline touchpoints to create a closed loop of “offline experience, online conversion”.

Jessie Ye, Director, Global Business Development – Asia, Hawksford, highlighted common pain points facing foreign brands establishing entities in China, particularly around capital planning, operations and policy communication.

Many foreign brands are unfamiliar with Chinese compliance requirements. Professional service providers can therefore play an important role in company registration, bank accounts, financial and tax compliance, and the transition from channel sales towards direct-management models that provide greater control over brand and customer experience.

Wei Zhan (Matt), Founder of MAY x TANG, advocated a “soft-landing” strategy based on precise channel penetration. For niche categories such as apparel and fragrance, multi-brand boutiques and concept stores can provide an effective initial route to market.

He also highlighted the flexibility of China’s commercial districts. Brands do not necessarily need a permanent storefront to reach target consumers: pop-ups and slow-ups can provide more flexible routes to engagement. Industry exhibitions, including beauty expos, can also be used to host small internal salons, test propositions and observe the market before or during the early stages of China entry.

Key takeaway

• Market entry should be treated as a learning journey: test, listen, localise, build the brand and then scale across channels.

What makes a British brand distinctive?

The panel “Essentials of Living a British Lifestyle – A Practical Guide”, moderated by Ran Guo, Director of Consumer Economy, CBBC, explored the essence of British spirit and the consistent quality associated with British consumer brands.

When asked to define British quality at the product level in three words, Atul Chhaparwal, Managing Director, Diageo Greater China, chose “craftsmanship”, “integrity” and “progress”.

He explained:

“Craftsmanship is what I would say the best of British brands stand for – the experience of centuries to craft something which can delight the consumers. This is about the product. It is very much in our purpose, which is crafting iconic drinks, chosen for life's moments. So craft is not just the process of making, but it's really blending the experience with consumer expectations to serve something which will be celebrated, which will be chosen for multiple occasions.

Second, integrity – the way I interpret integrity in British brands and products is about doing the right things. Even if it takes time, doing the right things even if it is hard. This is reflected in Scotch whisky - it takes time, but it's worth waiting for.

The last piece is progress. This is about ensuring that you are moving forward. This is what the best British brands stand for. Heritage is not a constraint. In fact, heritage is an enabler for innovation. Also, that's the spirit we carry on today – to ensure that as consumer preferences evolve, we are evolving and providing the right kind of experience.”

Travis Qian, Head of China & Northeast Asia, VisitBritain, observed that Chinese outbound travel motivations to the UK are shifting from “checklist sightseeing” towards “immersive experiences” and “slow travel”.

The change reflects the growing maturity of the Chinese travel market and the increasing influence of Millennials and Gen Z. Their lifestyles and preferences differ from those of previous generations: they seek stories, experiences and ideas that reflect their own identities. VisitBritain is therefore encouraging visitors to explore more deeply and widely and stay longer, helping spread economic benefits across destinations.

Cat Sinclaire-Jones, Director East China, British Council, highlighted another characteristic of traditional British brands: the power of “what is left unsaid”.

Products can act as subtle social signals through which consumers tell their own stories, rather than brands making one-way declarations about what they represent.

She also noted that UK universities face a similar branding challenge. Strong reputations historically meant they did not always need to recruit actively, but increasing global competition means universities now need to articulate their distinctive identities and value more clearly to attract Chinese students and investment.

Interestingly, many of the British cultural markers that appeal to younger Chinese consumers have remained relatively consistent over the past decade. What has changed is how and where those consumers encounter them. Digital platforms including Xiaohongshu, WeChat and Weibo, together with immersive local experiences in China, are increasingly important.

When asked to define the spiritual essence of British quality in one word, Catherine chose “Innovation”, while adding that it is underpinned by “Creativity” - two inseparable characteristics at the core of British brand identity.

Jay Li, Managing Director – China, Premier League, highlighted the fragmentation of content consumption among younger football fans. Whereas audiences once primarily consumed the full 90-minute match, younger consumers increasingly seek short videos, highlights, player-specific content and deep-dive analysis.

He explained:

“People are slicing and dicing our content very differently. Going back to my point – having the freshest ingredients is not enough; you need a Michelin-grade chef who knows what consumers want and can serve it on a platter. If you want technical analysis, the Premier League has it; if you want insights into the lifestyles of stars like Haaland, we have it; if you want the full 90-minute match, it’s there. That is the power of a content-driven product – Premier League football.”

In closing, Jay also called on international brands to take a long-term approach to the local market and to “leave something behind” by creating lasting, positive social value. He noted that this was particularly important in the sports industry, which requires a long-term perspective and a focus on supporting local development. Drawing on more than 30 years of experience in operating the Premier League, he said that supporting the steady development of football in China would not only create mutual commercial benefits, but also enable international brands to give back to the local market and build sustainable, mutually beneficial partnerships.

Key takeaway

• British heritage remains an asset, but heritage alone is not enough. Its value comes from continually translating craftsmanship, creativity, integrity and progress into experiences that remain relevant to today's consumer.

Chinese brands going global: from “PP” to “PPT”

The final panel, “Cornerstones of Chinese Brands Winning Consumers on the Other Side – A Global Narration”, moderated by Ben Rotheram, Director, Commercial & Outbound Services, CBBC, turned the lens outward.

Representatives from JD.com, Florasis, WPP and the Sino-Commercial Overseas Industrial Alliance explored how Chinese businesses can build global narratives, optimise local operations and establish trust and long-term value - moving beyond simple product exports towards meaningful engagement with international consumers through distinctive aesthetics and cultural language.

Pass Van Leiden, Head of China Brands Going Global, JD Worldwide, JD.com, identified one of the biggest misconceptions among Chinese brands going global: the belief that “good price and good product are enough”.

He described this as an over-reliance on the “PP” - Price + Product - model. Supply-chain efficiency has helped Chinese brands compete strongly on both dimensions, but these advantages are increasingly becoming a baseline rather than a barrier to competition.

His alternative is “PPT” - Price + Product + Trust, with the additional “T” representing “Brand Trust” or “Local Trust”.

Li Zhuo, Chairman of Sino-Commercial Overseas Industrial Alliance and Director of Industrial Cluster Globalization Centre, identified mature and efficient supply chains as one of the greatest competitive advantages of Chinese companies.

Their corresponding weaknesses, however, often lie in cultural understanding and adaptability, alongside the cultivation and retention of international talent.

Addressing these challenges requires more than short-term fixes. It demands sustained investment, sufficient time and patience. Chinese businesses also need to set aside their existing assumptions and proactively understand the cultural logic, lifestyles and value systems of the markets they hope to enter.

Gabby YJ Chen, President of Global Markets, Florasis, noted that the brand’s vision is to “celebrate the beauty of the East and build a century-old brand”. Since its founding, Florasis has used beauty products as a vehicle to incorporate China’s rich cultural heritage and traditional intangible cultural heritage techniques into its products, sharing the depth of Chinese culture with audiences around the world.

Florasis has recognised that effective “cultural translation” is key to helping overseas consumers understand the cultural stories behind its products. The brand has also developed an internationally aligned quality management system, the Florasis Quality Standard, to support market access across different markets. With quality as its foundation and culture at its heart, Florasis has built its international growth strategy around craftsmanship and products with a distinctive cultural identity, earning recognition and popularity among consumers worldwide.

In terms of its channel strategy, Florasis’ offline retail presence has entered the UK and expanded into France, the US, the UAE, Japan and Vietnam, among other markets. Its standalone online store and e-commerce platforms now reach more than 110 countries and regions worldwide, giving the brand an integrated online and offline presence across international markets.

Allen Xu, Global Managing Director, Global Key Client, WPP, emphasised that going global requires systematic thinking and a genuinely global perspective.

He argued that the first investment in building brand trust should take place internally. Managers who understand the power of brands will prioritise brand-building from the outset, involving R&D and supply-chain colleagues and drawing on the organisation’s accumulated assets to establish trust.

Chinese companies should seize the current wave of globalisation and adopt the mindset of global-citizen brands, proactively adapting to high-standard markets such as the UK and pursuing win-win cooperation on the basis of compliance, rather than responding to regulatory requirements only after they arise.

Key takeaway

• For Chinese companies, the next stage of globalisation is not simply about selling more products overseas. Price and product remain important, but trust, cultural fluency and local relevance are becoming the real differentiators.

UK-China Brand Excellence Awards

The Summit also saw the official presentation of the UK-China Brand Excellence Awards, recognising organisations demonstrating excellence in brand-building and UK-China commercial engagement.

The judging panel comprised representatives from Invest Shanghai, the Shanghai Xuhui District Business Service Center, the British Consulate-General Shanghai, The Economist, Jingzhi Media Group and WPP, ensuring a fair and impartial evaluation process.

The 2026 winners were:

• Dettol and MINISO - UK-China Brand Excellence Award
• Savills - Chinese Brand Global Partner Award
• YASO - E-Commerce Agency of the Year
• Ahmad Tea London Ltd. - Consumer ESG Appreciation Award

Brand Experience

During the event, brand partners offered a diverse range of engaging experiences for guests. Dettol showcased its flagship product range, while YASO provided on-site trials of several of its represented brands. JD Worldwide presented a selection of trending products from its platform, while Premier League football-themed elements added a lively sporting touch to the event.

Little Moons, one of the brands represented by brand management and strategy consulting firm ArcOn Brands, also served its mochi ice cream, giving guests the opportunity to enjoy the products while discovering more about the brand’s story and philosophy. In addition, ArcOn Brands and Mandarin Oriental unveiled their first gift card in China, which was another highlight of the event.

From market access to mutual understanding

Following the awards ceremony, Ran Guo, Director of Consumer Economy, CBBC, delivered the Summit’s closing remarks.

She brought together the four major themes running through the day: the rational upgrading of China’s consumer market; the omni-channel journey from online to offline; the tangibility of the British lifestyle; and the globalisation of Chinese brand aesthetics and culture.

Although each addresses a different part of the consumer landscape, they are closely interconnected. Together, they point towards a central message: Chinese and British brands must not only see each other, but truly understand and empower each other.

For UK brands, this means combining heritage, craftsmanship and quality with localisation, agility and a deeper understanding of China’s increasingly segmented consumers.

For Chinese brands going global, it means complementing product and supply-chain strengths with trust, cultural fluency, compelling storytelling and sustained investment in local markets.

For both, the opportunity is to move from market access to meaningful connection.

With deep roots in UK-China business relations spanning 72 years, CBBC remains at the forefront of bilateral cooperation, connecting businesses, knowledge and opportunities across the two markets.

The UK-China Brand Excellence Awards recognise the outstanding practitioners helping to build that collaborative bond — while the Summit itself reflects a broader ambition: to enable British and Chinese brands not simply to enter each other’s markets, but to understand, contribute to and succeed within them for the long term.

View photos from the event here

For related enquiries please email Ran.Guo@cbbc.org.