The encyclopedia · Strategy & Leadership · Strategic decision · 2022–2025
Aokang lost ¥900M+ over 4 years — China's 'shoe king' couldn't outrun sneakers
Aokang closed 400 stores in one year, its Skechers license went to zero, while younger consumers stopped buying leather shoes.
Aokang International
What happened
Aokang International was once China's dominant leather-shoe brand, known as the 'shoe king' with over 2,200 stores nationwide. Starting in 2022, the company entered an unbroken decline: it lost ¥373M that year, followed by ¥93M in 2023, ¥216M in 2024, and ¥241M in 2025 — cumulative losses exceeding ¥900M. Revenue fell below ¥2B for the first time in 16 years, and the company closed 399 stores in 2025 alone, reducing its network to 1,836.
The root cause was a category shift that Aokang could not outrun. Chinese consumers, especially younger buyers, moved en masse from leather dress shoes to sneakers and athleisure. Aokang's core product — the leather business shoe — was a shrinking market. The company tried to diversify by licensing Western sportswear brands Skechers and Puma, but the effort was too late and poorly executed. By 2025, Skechers stores had gone to zero, Puma had only 7 locations left, and Aokang's own sub-brand Kanglong saw revenue drop 45%.
Aokang's decline is a textbook case of a brand trapped in a dying category. The company did not mismanage its finances or make a single catastrophic bet — it simply kept selling what it had always sold while the market moved elsewhere. Closing stores and cutting costs could slow the revenue decline but could not reverse it, because the product itself was no longer what consumers wanted.
Why it happened
- Consumer preference shifted from leather shoes to sneakers and athleisure, shrinking Aokang's core category year after year
- Aokang's brand was perceived as old-fashioned by younger consumers who had many alternatives and no loyalty to leather footwear
- The company failed to innovate its product — leather shoes remained uncomfortable compared to sneakers, a gap no marketing could close
- Diversification into sportswear licensing (Skechers, Puma) came too late and was poorly executed, with Skechers stores eventually going to zero
The lesson
A brand anchored in a shrinking category cannot outrun the decline by closing stores — the product itself needs to change.
Sources
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