快时尚品牌在华竞争壁垒构建研究

Research on the Construction of Competitive Barriers for Fast Fashion Brands in China

摘要: 随着中国快时尚市场由规模扩张步入严酷的存量博弈阶段，传统基于敏捷供应链与常规营销视角的竞争优势理论对品牌长效增长的解释力面临边际递减。本文针对既有文献对战略级稀缺空间资产异质性与高阶决策团队深度介入的忽视，将研究定位为文献综述与理论概念框架研究。通过整合资源基础观与动态能力理论，本文构建了“国际品牌本土化战略增长系统”这一概念框架，解构了由“战略级资源整合与谈判能力”、“本土体系化运营能力”与“全链路商业重塑能力”组成的三维核心能力，并设计了包含四步演进闭环与反馈调控机制的动态执行路径。将理论模型映射于快时尚行业空间博弈与“大店模式”演变的典型实践表明，依托高阶决策团队的顶层把控与高杠杆资源整合，将顶级商圈不可复制的物理空间沉淀为核心战略资产，是跨国零售企业克服“外来者劣势”、构筑深层竞争壁垒与提升穿越周期抗风险韧性的关键路径。本文深化了空间资源与高阶决策效能的整合框架，为跨国零售企业本土化战略升级提供了系统性的理论参考。

Abstract: As China’s fast fashion market transitions from scale expansion into a rigorous stage of zero-sum competition, traditional competitive advantage theories anchored in agile supply chains and conventional marketing perspectives demonstrate diminishing marginal explanatory power for long-term brand growth. Addressing the oversight in existing literature regarding the heterogeneity of strategic scarce spatial assets and the deep involvement of upper-echelon decision-making teams, this paper positions itself as a literature review and conceptual framework study. By integrating the Resource-Based View (RBV) and Dynamic Capabilities theory, this paper constructs the conceptual framework of the “International Brand Localization Strategic Growth System”. It deconstructs a three-dimensional core capability matrix consisting of “Strategic Resource Integration and Negotiation Capability”, “Local Systematized Operational Capability”, and “Full-Chain Business Reshaping Capability”, while designing a dynamic execution path featuring a four-step evolutionary closed loop and a feedback control mechanism. Mapping the theoretical model onto typical industry practices—specifically spatial competition and the evolution of the “flagship store model” within fast fashion—reveals that leveraging top-level control by upper-echelon decision-making teams and high-leverage resource integration to transform non-replicable physical space in premier commercial districts into core strategic assets serves as the vital path for multinational retail enterprises to overcome the “liability of foreignness”, construct deep competitive barriers, and enhance cross-cycle risk resilience. This paper deepens the integrated framework of spatial resources and upper-echelon decision-making efficacy, offering a systematic theoretical reference for the localization strategy upgrading of multinational retail enterprises.