Tag Archives: Cross-Border Business

LV Under Assault in China: When Companies Ignore Public Sentiment

European luxury giant Louis Vuitton (LV) is losing a David vs. Goliath battle in a China trademark case, where the company already won its case in court but is losing public support after the case verdict went viral among China’s netizens.

The case revolves around Molly Tea, a local beverage brand founded in Shenzhen in 2021, built around jasmine milk tea and marketed as an aspirational brand centered on traditional Chinese cultural imagery. In just a few short years, the company has become a genuine success story, with 2,300+ stores in China and international locations across the US, UK, Canada, Australia, and Southeast Asia.

The problems with LV began when Molly Tea applied for trademark protection on its four-petal flower design, part of a broader brand identity built around simplifying Chinese cultural elements into geometric shapes.

China’s trademark office (CNIPA) rejected the applications. Following the rejection, Molly Tea still chose to use the design in its public marketing and advertising anyway. This led to the lawsuit, which was decided in LV’s favor: Molly Tea was fined $1.5 million (USD), ordered to stop using the contested design, and ordered to issue a public apology across all official channels.

But the real trouble for LV began only after they won in court.

What Really Got LV in Trouble in China

In the past six weeks since the Chinese court’s verdict was handed down, the case has gone viral on Chinese social media, with LV losing public support in China for several key reasons:

Cultural ownership: While LV’s brand story attributes the designs in question to Gothic and Japanese influences, many Chinese consumers instead traced those same designs back to Tang Dynasty art, part of China’s cultural heritage. This led to the image of a foreign luxury brand claiming exclusive commercial rights to aspects of the Chinese people’s shared cultural heritage, enough to leave a bad taste in many consumers’ mouths.

Power imbalance: LV vs Molly Tea was not a story of a Chinese company making inroads against LV in the luxury industry. To many Chinese netizens, it felt like a powerful European luxury conglomerate suing a smaller company that sold milk teas for $2.20.

A pattern of behavior: Over the past five years, LV has filed more than 1,700 trademark actions in China, largely against small shops, workshops, and local brands. In Chinese consumers’ minds, this made the story grow from one case against Molly Tea to the image of a global brand systematically attacking China’s street-level businesses.

Public humiliation: The final nail in the coffin for LV in the battle for public sentiment was the required public apology, which most sources agree must have been asked for by LV. For many in China, this went beyond a mere legal resolution into downright public humiliation, which is never a good look for an overseas brand in China given the country’s history with foreign powers from the mid-19th through the mid-20th century, a period still referenced today as the “century of humiliation.”

The thread that connects all these points is that LV had the law fully on its side in the Molly Tea case. Officially, they did nothing wrong. But they’re still losing where it counts.

The Problem Companies Make With Public Sentiment

The mistake many companies make is assuming everything can be resolved in the legal arena: Win a legal case? Great. Lose a case? Pay the fine and move on. But as we can see from the LV case, it’s rarely that simple.

I’ve seen this pattern time and again from inside the room where these decisions get made: companies focus on what works or makes sense legally and file legal cases without factoring in how consumers, media, partners, and other local stakeholders will react, and what biases they may develop.

The problem with legal first and public sentiment second, as we can see in the LV vs. Molly Tea case, is that while protecting IP can be very important to maintaining a strong brand in a new market, none of it matters if the consumers turn against you. No consumer trust equals no one to buy the brand you spent so much time and effort protecting.


If you’re interested in thoughtful perspectives on China, cross-border work, and how culture, incentives, and organizations shape real outcomes, you’re welcome to subscribe to China Culture Corner and receive future posts by email.

I also share related ideas and longer-form video commentary on LinkedIn and YouTube, and post updates across the channels linked above.

If you or your organization is navigating China execution or cross-border alignment challenges, I work with teams on an embedded and remote basis. Reach out directly: Sean@SageSightConsulting.com

The Hidden Risks of China Speed in Overseas Business Partnerships

I was recently discussing China Speed with a business contact Marcus Pentzek, on LinkedIn, and I thought I would expand on it a little here, not just from a business POV, but along with some Chinese cultural insights.

The problem we discussed revolved around how Chinese companies tend to operate very quickly, much faster than overseas companies and markets are used to. Sometimes this results in positive outcomes, but it can also lead to self-sabotage and unhappy overseas business partners.

If you follow me on LinkedIn or YouTube, you’ve likely noticed that I often talk about China Speed. This refers to the combination of factors that have enabled Chinese companies to move rapidly toward global leadership in areas like AI, robotics, and new energy.

While close alignment between industry hubs and national-level planning is an important part of this speed advantage, company-level speed, which means the willingness, or even basic need, to move fast, is also important. And this company-level speed is an area where Chinese companies can run into trouble.

Specifically, Chinese companies often feel pressured to try and grow very quickly in overseas markets, simply to survive, which can often be unsustainable. This can happen for several reasons, including:

  • High-speed, cutthroat competition in China’s domestic market
  • Misunderstanding overseas consumer buying habits
  • Applying domestic, high-pressure Chinese sales approaches to overseas markets

The discussion with Marcus made me think of several common Chinese idioms that are used in business scenarios, and I’d like to share them below.

Looking at Chinese Idioms on Gain & Loss

However, here I’d like to push back on common stereotypes that the negative business practices, caused by the above reasons, are due to some inherent traits of the Chinese psyche.

Some Chinese idioms, in use for hundreds, if not thousands of years, provide ample evidence that the Chinese have long understood that moving too fast can cause more loss than gain. They’re also fun to slip into conversations, and can provide added meaning and context that translations don’t convey.

Here are a few I enjoy:

Kill the chicken to get the eggs (杀鸡取卵 ; shā jī qǔ luǎn)

This idiom refers to taking actions to gain something immediately, but in the process destroying the source of future, ongoing benefit.

In a business sense, it can often mean pursuing short-term wins at the expense of long-term value. This is often seen when sales teams close a deal by over-promising, cutting corners, or sacrificing trust.

Drain the pond to catch the fish (竭泽而渔; jié zé ér yú)

This idiom refers to a person wanting to get a fish now, but ensuring there are no fish left for the future.

In business, it can refer to extracting short-term value from a market, channel, or partner without investing in sustainability. This can include squeezing distributors, over-discounting, or flooding the market to the detriment of brand value.

Pull up the seedlings to help them grow (拔苗助长; bá miáo zhù zhǎng)

This idiom refers to someone impatient with how slowly their crops are growing and pulls them upwards (literally) to help them grow, only to damage them in the process.

In business, this can refer to unrealistic sales targets, constant changes in strategy and direction, and expecting/pushing for immediate results in new markets.

Closing: What You Should Remember About China Speed

For overseas businesses and professionals concerned about the ill effects of China Speed at the company level, the most important thing is to first remember that it does not come from any malicious intent.

That said, it’s still important to be aware of the potential risks and plan accordingly.

For companies looking to work with or partner with Chinese firms, it’s very important to understand that there will almost always be a big gap in the speeds at which the two sides operate.

This speed comes not just from how they have been shaped and honed to behavior by domestic market forces in China. It also comes from the intense sales pressures that Chinese companies and professionals are under when expanding overseas.

But speed without alignment often leads to similar failure patterns, and without cross-cultural experience, both sides may not realize where things went wrong.

For overseas companies looking to work with and succeed with Chinese business partners, make sure you can set up and manage effective alignment mechanisms.

These can include using Chinese APPs to keep in touch at the speed Chinese are used to, finding trustworthy advisors to help you understand nuance and meaning in culture and business, and making regular visits to China to build relationships in person.

In closing, I’m not here to discourage you from working and partnering with Chinese companies. Chinese companies can bring a lot to the table. But the key is understanding how their culture and domestic business environment shape their behavior and expectations, and to plan accordingly.

If you’re interested in learning about other Chinese idioms and sayings that can be used in business and in life, feel free to view my past articles under the category “Chinese Wisdom“.


If you’re interested in thoughtful perspectives on China, cross-border work, and how culture, incentives, and organizations shape real outcomes, you’re welcome to subscribe to China Culture Corner and receive future posts by email.

I also share related ideas and longer-form video commentary on LinkedIn and YouTube, and post updates across the channels linked above.

If you or your organization is navigating China execution or cross-border alignment challenges, I work with teams on an embedded and remote basis. Reach out directly: Sean@SageSightConsulting.com