Authentic reinforces global strategy with APAC headquarters in Shanghai

On June 5, Authentic Brands Group, the global brand development and licensing platform, officially launched its APAC headquarters in Shanghai.

Since its establishment in 2010, Authentic has consistently pursued a calculated global expansion strategy, achieved by developing regional hubs customized for specific local markets. The inauguration of Authentic’s APAC headquarters, following the opening of its EMEA headquarters in 2024, further reinforces the company’s “Think Global, Act Local” approach, which emphasizes leveraging global scale in conjunction with local expertise.

On the day of its grand announcement, Fashion Network conducted an exclusive interview with Authentic’s core management leaders, Founder, Chairman and CEO Jamie Salter and President Matt Maddox, to gain deeper insight into the strategy of its APAC headquarters and the global business model underpinning it.

Fashion Network: Over the past few years, the performance of many brands in China’s market has not been that competitive. Why has Authentic still chosen to set up its APAC center in Shanghai instead of other cities?

Jamie Salter: We believe in the long-term potential of the Chinese and broader Asia-Pacific market, and Shanghai is at the heart of that vision. Shanghai is a dynamic city and is the right home for our APAC headquarters, with China presenting great growth opportunities. The opening of our Shanghai office reflects our confidence in the region and commitment to building strong, localized partnerships that unlock the full potential of our brands. This city also provides a complete ecosystem that supports the acceleration and localization of our portfolio brands. It is our long-term commitment to this market.

FN: What key brands will Authentic focus on developing in the Greater China/APAC area?

Matt Maddox: Our strategic partnerships are driving significant success across our brand portfolio. Nautica is thriving through our collaboration with Tristate, whose deep expertise in China’s apparel market and understanding of the brand have proven invaluable. For Hunter, our partnership with Baozun leverages their robust digital, logistics, and supply chain capabilities, perfectly suiting a brand focused on quality, performance and storytelling. Brooks Brothers is gaining renewed momentum thanks to ImagineX, a leading partner in building premium local brands. Finally, Champion‘s explosive growth is a direct result of our collaboration with Belle Fashion, which has expertly positioned the brand in key retail channels and effectively connected with the right consumers.

FN: What are the criteria for choosing these local partners?

Matt Maddox: With nearly 1,800 global partners, our primary focus consistently centers on the product. We prioritize collaborations that effectively represent the brands and yield products genuinely valued by regional customers. This emphasis on product and quality naturally leads to considerations of operational synergy and collaborative methodologies. We are committed to fostering long-term, sustainable relationships built over many years. Our aspiration is for our global brands to also achieve local relevance, both here and in other markets, thereby significantly broadening our partnership footprint worldwide.

FN: How do you manage brands with different cultural backgrounds across regional markets?

Jamie Salter: Our core business model remains consistent globally; however, cultural adaptation is paramount. While product is key, we recognize the importance of localization: approximately 50% of our product line is global, with the remaining 50% tailored to local preferences. The world is shrinking due to social media and influencers, leading to increasingly similar styles worldwide.

The time lag for trends to travel, once six months from Europe to America, has significantly shortened in the digital age. Therefore, our strategy is firmly ‘Think Global, Act Local,’ a practice we will continue to refine. We’re observing a significant shift with products from Japan, Korea, and China, like the highly sought-after Champion Japan collection, now influencing the American market. Our asset-light business model facilitates this global collaboration, ensuring all partners can access diverse products.

FN: How do you manage different teams that have varying cultural dynamics?

Matt Maddox: From a cultural standpoint, we deeply value listening to our local teams and understanding that operational approaches and team dynamics vary significantly by region. This philosophy extends to our regional companies, each operating almost autonomously rather than receiving top-down directives from Europe, North America, or China, ensuring they effectively cater to their respective local cultures.

FN: Aside from brand management, Authentic also operates a sports and entertainment business. Are there plans to expand this business locally?

Jamie Salter: Our playbook remains centered on building out sports and entertainment, encompassing live events, experiences and media, much of which is already in motion.

With Sports Illustrated, for example, we have live events in Singapore, and we are continuously expanding our footprint to replicate our execution model from Europe and America. With figures like David Beckham present and Sports Illustrated established, alongside live events in Singapore, we are continuously expanding our footprint to replicate our execution model from Europe and America. This expansion will involve both existing brands and the integration of new local celebrities and athletes, with a critical focus on their global appeal.

Our ‘Think Global, Act Local’ strategy dictates that while we adapt to local markets, any engagement—particularly brand acquisitions—must have international travel potential. We believe that what resonates in one market, such as China, can indeed find success back in America. As a global company, we may engage in collaborations for purely local ventures, but our acquisitions prioritize brands with global reach.

Interview and writing by Sissi Chu