骑行新物种撬动全球化生态品牌机会：洛克兄弟张新刚出席2026全球化新品牌AI竞争力大会

This article outlines the development journey and key success factors of Rockbros, a Chinese cycling brand that has expanded overseas to build a global ecological brand. Its core takeaways are as follows:

1. Key development milestones: Founded in 2010, Rockbros transitioned from being a white-label agent to launching its own brand. It has now grown into a comprehensive outdoor sports group with a portfolio of multiple brands. Its products are sold in over 100 countries across six core regions globally. In 2024, the company recorded 1 billion yuan in annual global sales, with 70% of revenue coming from overseas markets. In the first half of 2025, its Amazon store generated over $100 million in revenue, with multiple products ranking top in their respective Amazon categories.

2. Actionable takeaways: For long-term growth, brands must shift from a pure sales-focused model to brand building. Rockbros recommends pre-building warehouses in core markets to improve delivery speed, making sustained investments in R&D and production, expanding product lines around user needs, and building a full ecosystem by extending from accessories to complete bicycles.

This article uses Rockbros as a case study to share actionable insights for brands going global, aligned with the current consumer trend of cycling as a new global lifestyle. Key takeaways are as follows:

1. Brand building roadmap: Brands can accumulate experience through white-label agency work before transitioning to their own brand. A multi-brand portfolio strategy helps cover different segmented user needs, and brands can gradually expand from single-category accessories to complete bicycles to grow into a comprehensive outdoor group. A differentiated positioning as a "new cycling species" can drive brand growth through alignment with new lifestyle trends.

2. Channel and product strategy: Brands should establish a presence on major cross-border platforms such as AliExpress and Amazon, and pre-build warehouses in core markets including Europe, the U.S. and Japan to improve the shopping experience for overseas consumers. Brands should also make sustained investments in product innovation, including building in-house mold factories and production bases, developing an in-house R&D team, adopting a modular system to manage large SKU portfolios, and partnering with leading overseas companies to complete ecosystem布局.

This article provides a successful transformation reference and clear opportunity insights for cross-border sellers going global. Key takeaways are as follows:

1. Market opportunities: As an emerging new lifestyle, cycling sees strong demand across global markets, creating growth opportunities across many segmented product categories. Brands positioned as "new cycling species" have significant room for growth.

2. Lessons for transformation: Sellers can accumulate industry and cross-border experience by working as white-label agents early on, then transition to their own brand to capture higher brand premiums. They can leverage major cross-border platforms to quickly enter global markets, and pre-position warehouses in core markets to resolve logistics pain points. Gradually expanding from cost-effective accessories to complete bicycle business helps boost average order value and brand equity, while a multi-brand portfolio allows sellers to reach a broader user base.

3. Risk warning: Building a sustainable long-term brand requires提前布局 production and R&D to ensure product quality and supply stability, which is the foundation of strong brand reputation.

Rockbros' growth trajectory offers important insights for Chinese manufacturing factories looking to transform and expand overseas. Key takeaways are as follows:

1. Market and demand opportunities: The global cycling market continues to grow, with strong demand across everything from cycling parts and accessories to complete bicycles. Overseas consumers are increasingly demanding higher quality and more innovative cycling products, creating significant business opportunities for factories that focus on product excellence.

2. Transformation direction: Factories can move away from the low-margin model of pure OEM or white-label supply to build their own brands, and leverage cross-border e-commerce platforms to access global markets and capture higher brand-driven profits.

3. Operational upgrade insights: Factories can expand production capacity through building core in-house capacity and forming strategic investment partnerships to keep product development and manufacturing in-house. Adopting a modular production system allows for efficient management of tens of thousands of SKUs, solving the efficiency challenges of multi-category, multi-SKU operations and adapting to the operational needs of cross-border e-commerce.

This article outlines current trends in cross-border brand global expansion and the cycling sector, pointing out industry direction, client pain points and new opportunities for all types of cross-border service providers. Key takeaways are as follows:

1. Industry development trends: Cross-border expansion has now entered an era of new global brand building. A growing number of sellers are transitioning from white-label sales to building their own global ecological brands. AI has become a core element for new brands to improve their global competitiveness, and more brands are making heavy investments in production and R&D.

2. Core client pain points: Brands going global need multi-regional warehousing and logistics, multi-platform operations, digital solutions for efficient SKU management, as well as support for global brand partnerships and capital connections. Many small and medium-sized brands lack access to resources for capacity upgrading and R&D.

3. New service opportunities: Service providers can develop dedicated services for outdoor cycling brands expanding overseas, such as overseas warehouse connection services in core markets, digital production upgrade solutions, and global brand marketing services. These services address brands' needs for capacity expansion, R&D innovation and capital connection, and align with current industry development direction.

This article outlines the needs of expanding brands for platforms, and offers insights for cross-border platforms on merchant recruitment and operational optimization. Key takeaways are as follows:

1. Core needs of brand merchants: Brand merchants need traffic support from platforms to help build hit products in segmented categories, and leverage platforms' global reach to quickly enter overseas markets. That multiple of Rockbros' products have held top spots in Amazon's segmented categories for a long time proves that platforms' traffic and category operation mechanisms can effectively support the rise of new brands.

2. Recruitment priorities: Outdoor cycling is a fast-growing track with strong global demand that aligns with the new lifestyle consumption trend. Platforms can prioritize recruiting brands in this space to drive new growth for the platform.

3. Operational optimization directions: Platforms can optimize overseas warehousing and logistics supporting services to meet the needs of global brands, support brands' ecological expansion from single-category to full-category布局, and launch relevant enabling services aligned with the new trend of AI competitiveness, to help brands improve their tech-aesthetic competitiveness and capitalize on global expansion opportunities.

This article presents new industry trends in Chinese cross-border brand global expansion, and provides a highly typical research case. Key takeaways are as follows:

1. New industry trends: Chinese global brands have completed an upgrade from early white-label sales to building their own global ecological brands. A growing number of brands are making heavy asset investments in upstream production and R&D, rather than relying purely on contract manufacturers. Driving brand growth through alignment with new lifestyles has emerged as a new growth path, and AI-enabled competitiveness has become a core competitive advantage for new global brands.

2. Innovative business model: This case introduces the innovative positioning of a "new cycling species", which forms a complete global ecological business model driven by new lifestyle trends, with accessories driving user acquisition, complete bicycles driving synergistic growth, and a combination of overseas offline stores and community operations. The model leverages third-party cross-border platforms to quickly reach global users, and keeps product development and manufacturing in-house through self-built capacity, creating a differentiated brand growth path.

3. Directions for future research: This model of building a global brand starting from a personal hobby, with heavy asset investments in upstream capacity, has a growth logic and sustainability that deserve in-depth study. It also provides a new sample for research on Chinese brand globalization.