{"id":408,"date":"2026-04-23T21:29:56","date_gmt":"2026-04-23T13:29:56","guid":{"rendered":"https:\/\/galan.net.cn\/?p=408"},"modified":"2026-08-16T08:13:47","modified_gmt":"2026-08-16T00:13:47","slug":"%e5%8f%a4%e9%a9%b0%e5%85%b3%e5%ba%97%e3%80%81zegna%e9%80%86%e8%a2%ad%ef%bc%9a%e4%b8%ad%e5%9b%bd%e5%a5%a2%e4%be%88%e5%93%81%e5%b8%82%e5%9c%ba%e5%86%b0%e7%81%ab%e4%b8%a4%e9%87%8d%e5%a4%a9","status":"publish","type":"post","link":"https:\/\/www.galan.ltd\/?p=408","title":{"rendered":"Gucci store closures, Zegna’s turnaround: China’s luxury market is experiencing a “world of contrasts”"},"content":{"rendered":"
There was a time when simply hanging a luxury brand logo in China would guarantee sales. But now, this “easy win” scenario has completely changed.<\/section>\n
Recently, Gucci closed its stores in Shanghai’s core business district, sending shockwaves through the industry. It is important to note that Gucci has always been one of the “barometers” of the luxury goods industry. Its contraction is a direct declaration of the fact that the golden age of the “general growth” of China’s luxury goods market has ended.<\/section>\n
On one side is the sea, and on the other is the fire. While Gucci fell into double-digit decline and ranked last in terms of volume, Zegna, Chanel, and Ralph Lauren became new leaders. Especially Zegna, which dominated both Chinese and Western markets, became the biggest winner in this round of reshuffle.<\/section>\n
What survival principles lie behind this “Song of Ice and Fire”? \"Gucci<\/section>\n
I. What did Gucci do wrong?<\/section>\n

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Once upon a time, Gucci successfully “gained popularity” with its bold and youthful design. But trends can be both a blessing and a curse. When the novelty wears off, the brand fails to establish a deep enough “moat”. Frequent creative changes fail to precipitate stable brand value. Consumers begin to feel that “spending so much money on a bag doesn’t seem worth it anymore.”<\/section>\n
More importantly, it fell short in “operations”. When other brands were engaging in membership systems and localized marketing, Gucci’s actions always seemed to be half a step behind. In the fiercely competitive Chinese market, “being slow” is a sin.<\/section>\n
II. Why did the winner win?<\/section>\n
Looking at those brands that bucked the trend and rose, you will find a common denominator: their clear positioning and solid operations are astonishing.<\/section>\n