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Cakap, a leading education group in Indonesia, has consistently demonstrated its commitment to advancing education through measurable and sustainable impact. For five consecutive years, Cakap has published its “Impact Report,” reaffirming its dedication to transparently capturing and reflecting the outcomes it has created. The <a href="https://cakap.com/cakap-impact-report-2024/">2024 edition</a>, released under the theme “From Today’s Impact to Tomorrow’s Sustainability,” highlights how the company has empowered six million students and more than 2,900 educators across Indonesia. The report positions Cakap not only as a growing business but also as a catalyst for change in the country’s education ecosystem.
Over the years, Cakap has built its foundation on four pillars: Cakap Language, Cakap Kids, Cakap Business, and Cakap Upskill. Each pillar is supported by multiple learning formats, from one-on-one sessions and group classes to self-paced modules. This approach makes learning accessible and adaptable to learners of all ages, from children to professionals and corporate teams. By designing a holistic learning ecosystem, Cakap seeks to address various educational needs while staying relevant in an evolving market.
At the center of this effort is the Cakap Impact Value Chain (IVC), a framework developed to align with the United Nations’ Sustainable Development Goals (SDGs). It illustrates how Cakap’s activities contribute to broader social outcomes and evolves in line with Indonesia’s education challenges. One of the report’s key findings is the lack of focus on early childhood education, a problem with long-term effects on literacy, skills, and employability. By identifying this gap, Cakap aims to expand its interventions and create solutions that address education challenges from the ground up.
<figure id="attachment_156750" aria-describedby="caption-attachment-156750" style="width: 1920px" class="wp-caption alignnone"><img loading="lazy" decoding="async" class="size-full wp-image-156750" src="https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic.jpg" alt="An overview of Cakap’s “Impact Report 2024,” highlighting its nationwide reach and measured outcomes." width="1920" height="1080" srcset="https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic-720x405.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic-1024x576.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic-768x432.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic-1536x864.jpg 1536w, https://console.kr-asia.com/wp-content/uploads/2025/08/Cakap-Impact-Report-2024-Infographic-480x270.jpg 480w" sizes="(max-width: 1920px) 100vw, 1920px" /><figcaption id="caption-attachment-156750" class="wp-caption-text">An overview of Cakap’s “Impact Report 2024,” highlighting its nationwide reach and measured outcomes. Graphic and header image source: Cakap.</figcaption></figure>
The results highlighted in the report include both quantitative and qualitative progress. The most notable achievements include:
<ul>
<li aria-level="1">Over 56% of Cakap’s upskilling graduates secured jobs within one to three months.</li>
<li aria-level="1">73% reported income gains through Cakap’s job fair.</li>
<li aria-level="1">70% used Cakap’s test results to determine their next education step.</li>
</ul>
These figures reflect not only the scale of Cakap’s reach but also the concrete changes in learners’ and educators’ lives.
Cakap also recognizes that impact is not limited to external beneficiaries. The company prioritizes the well-being and development of its own team. Through continuous employee engagement programs, internal training, and development initiatives, Cakap ensures its workforce grows alongside the business. “Impact starts from within. At Cakap, we believe that when our people grow, our impact on education multiplies,” said Tomy Yunus, CEO of Cakap. This focus underscores Cakap’s belief that sustainable success requires investing in both its ecosystem and its people.
Looking ahead, Cakap remains committed to staying localized and agile, adapting to the specific educational needs of Indonesian communities. By strengthening its segment-based focus, the company aims to drive growth while reinforcing its role in building a more inclusive and resilient education system. Its latest report highlights that education technology, when executed with purpose and flexibility, can deliver profound social outcomes.
As it moves forward, Cakap pledges to continue building a stronger ecosystem that empowers students, supports educators, uplifts employees, and contributes to national development. By addressing challenges at their root, particularly in early education, Cakap strives to set a new standard for how edtech companies can grow sustainably while creating lasting impact.
<h3>About Cakap</h3>
Cakap is an Indonesian education group that provides a learning platform focused on upskilling and career readiness. Through a two-way interactive approach, Cakap connects learners with professional educators and industry experts across various fields, offering flexible learning methods including online classes, private sessions, and self-paced content. Available on Google Play and the iOS App Store, the platform is designed to be accessible to a wide audience. With internationally benchmarked curricula and a mission to improve lives through education, Cakap believes that everyone deserves access to relevant, high-quality learning.
This press release was published in partnership with <a href="https://cakap.com/">Cakap</a>. Press inquiries may be directed <a href="mailto:amirul@cakap.com">here</a>.

Cakap deepens roots in education by addressing early learning gaps, releases “Impact Report 2024”

Indonesia

Southeast Asia

Indonesia's <a href="/industry/ev">electric vehicle</a> battery industry is increasingly relying on Chinese companies including <a href="/company/catl">Contemporary Amperex Technology</a> (CATL) as other investors withdraw amid a slowing EV market and changes in technology, potentially leaving it with vast nickel reserves it may find difficult to build an integrated EV supply chain.
At a <a title="" href="https://asia.nikkei.com/business/automobiles/electric-vehicles/indonesia-breaks-ground-on-5.9-bn-catl-backed-battery-venture" target="_blank" rel="noopener">groundbreaking ceremony</a> for a CATL battery plant in Karawang, West Java, on June 29, Indonesian President Prabowo Subianto said the collaborative project between CATL and state-owned Indonesia Battery Corporation (IBC) will benefit all parties.
CATL, the world's largest supplier of EV batteries, is investing in six projects in Indonesia, with total investments expected to reach USD 5.9 billion.
The West Java plant will initially have an annual production capacity of 6.9 gigawatt-hours by the end of 2026, enough to power approximately 100,000 EVs. The plan is to increase capacity to 15 GWh.
In North Maluku, CATL plans to build a nickel mine and smelting facility in collaboration with state-owned mining company Aneka Tambang. In 2028, facilities to make processed nickel products for EV batteries are expected to go online, as is a cathode materials plant.
These investment plans were originally announced in 2022, with the initial plan being to build a battery plant and smelting facility by 2026. Construction has now finally begun, several years late.
Battery-related investment in the country is starting to show the strain of the global EV market slowdown.
In April, South Korea's LG Energy Solution announced it was withdrawing a planned USD 7.7 billion in investments in Indonesia facilities for battery materials, including cathode precursors.
Its earnings are deteriorating. Operating profit for the year ended December 2024 was down 70%.
The company will continue to improve operational efficiency to prepare for the risk of a decline in demand, said CFO Lee Chang-sil at an earnings briefing in late April. He added the company would reduce its planned capital investments for 2025 by more than 30% compared with the previous year.
Last year, European chemical multinational BASF and French mining company Eramet canceled the construction of smelting and other facilities planned in North Maluku. The supply of nickel materials rose while EV demand slowed, reducing the need for new investments.
Indonesia accounts for 60% of global production of nickel. Leveraging this strength, the previous administration of President Joko "Jokowi" Widodo moved to set up a one-stop supply chain in the country, covering everything from mineral to EV production, aiming to become a global industrial hub.
In 2020, the government banned the export of raw nickel and made domestic smelting mandatory. This led to a flurry of investment in smelting facilities using a high-pressure acid leaching method to process products for batteries. It also introduced several preferential EV policies, including exemptions from value-added and luxury taxes.
Drawn by the incentives, a number of countries expressed interest in investing at one point, but many eventually withdrew, increasing the country's reliance on China. LG Energy Solution's abandoned project is likely to be taken over by Chinese manufacturer Zhejiang Huayou Cobalt.
Chinese companies control about 75% of Indonesia's nickel smelting capacity, US think tank Center for Advanced Defense Studies said in a February report, warning that "this substantial foreign influence could limit its ability to control and shape the industry for its benefit."
As US-China tensions intensify under US President Donald Trump, the increasing reliance on China in Indonesia's EV battery industry could pose a headwind for exports.
Changing technology is also a factor in making non-Chinese companies cautious about battery-related investments. The proportion of vehicles equipped with ternary batteries that use nickel, manganese, and cobalt (NMC) fell to 50% of EVs sold worldwide last year, according to the International Energy Agency.
Meanwhile, the share of nickel-free lithium iron phosphate (LFP) batteries has been expanding, reaching 50% last year. These batteries have been widely adopted by Chinese automakers, which dominate the Southeast Asian EV market.
Demand for NMC batteries is now centered in Europe and the US LFP batteries are the mainstream in Southeast Asia, diminishing the advantages of an integrated production system in Indonesia that leverages its nickel reserves.
An Indonesian battery plant opened by Hyundai Motor and LG Energy Solution last year produces NMC batteries, 98% of which are exported to countries like South Korea and India. Hyundai's share of Indonesia's EV market plummeted from 44% in 2023 to 6% last year.
The CATL battery plant that celebrated its groundbreaking in June is also meant to produce NMC batteries.
"With the majority of EVs sold in Southeast Asia equipped with LFP batteries, it will be difficult to capture demand with EV batteries in the region alone," an executive at a Japanese manufacturer said.
This article first appeared on <a href="https://asia.nikkei.com/business/automobiles/electric-vehicles/nickel-king-indonesia-relies-on-china-s-catl-for-ev-supply-chain-ambitions">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Nickel king Indonesia relies on China's CATL for EV supply chain ambitions

East Asia

China

… one product detail you’ve invested a lot of effort into, but most users don’t notice?</h3>
LJ: Scene and character reference generation.
Anyone who uses image generation models knows how hard it is to maintain stylistic consistency. Writing effective prompts takes real skill. We spent a significant amount of time optimizing how prompts are interpreted so the agent better understands user intent.
Image models are more stable than video models right now, so that helps.
<h3>AN: CrePal avoids competing directly with large players at the model level. Is your advantage in user experience?</h3>
LJ: Yes. We’re continuing to refine the experience so that creators can enter and stay in a deep work state.
For example, we’re exploring batch generation for storyboard frames. Once scripts and character designs are ready, why not produce ten reference shots at once, display them in a preview board, and let users quote or edit directly?
We’re also building a community where users can share their work and learn from each other. That’s my top priority.
<h3>AN: You’ve said you’ll never profit from token arbitrage. Instead, you charge a service fee for orchestration. Why?</h3>
LJ: Primarily to save users money. I believe CrePal is the most cost-effective solution for 90 percent of AI video creators.
Some models output cleaner initial frames when used in a particular format, but only a handful of experienced users know this. CrePal reduces trial-and-error by handling those choices.
Users pay for CrePal’s reasoning and orchestration, not for access to the models themselves. We don’t build the models; we help people use them more effectively. Relying on token arbitrage doesn’t work in the long term. Our value lies in lowering the learning curve and improving efficiency.
<h3>AN: How is revenue so far?</h3>
LJ: We officially launched the beta on July 16. As of August 1, we have more than 5,000 registered users. Within 48 hours, we generated over USD 500 in subscription revenue.
<h2>Whoever masters orchestration, wins</h2>
<h3>AN: You’ve focused on agents since 2023. The term is now widely used. What’s the real value?</h3>
LJ: Innovative interaction design. That’s how you collect user memory and process data, which are two important future moats.
Most teams overlook this. They don’t consider what data is worth storing or what memories are worth recalling.
In early 2024, I debated with a well-known investor who claimed memory wouldn’t matter, arguing that future models could infer everything from minimal input. That’s an unrealistic assumption. Even the most advanced AI models need the right context to perform well.
<h3>AN: Some critics say agent-based apps are just wrappers and lack real innovation.</h3>
LJ: They are mistaken. Deep industry expertise isn’t the most important factor when building a vertical agent. It matters, but only to a certain extent.
The real differentiator is whether the team understands how to design and implement agent systems. That’s where most video agent teams fail.
Think of it like gaming. A professional League of Legends player like Faker may be exceptional at playing, but that doesn’t mean he can design or build the game itself.
whereRelatedArticle
<h3>AN: CrePal’s value lies in orchestrating video models. Will the power dynamic shift from model makers to orchestrators?</h3>
LJ: Definitely. Think of orchestrators as platforms like Yelp or Xiaohongshu, which guide users toward actual solutions.
Right now, there are relatively few model makers. But by next year, we’ll likely see hundreds of video models entering the market. Creators will face choice overload: which ones should they use, and what combinations are most effective?
Model makers answer whether something can be done. Orchestrators figure out the fastest and most effective way to do it.
Once users experience CrePal, they find it difficult to return to manual workflows. Our system delivers significantly higher efficiency and ease of use.
CrePal is a practical product. In terms of relevance and impact, I see it on par with many model companies. I believe it offers a default approach to human-AI collaboration.
<h3>AN: What if tech giants copy your approach?</h3>
LJ: I’m not too concerned. Our team understands this space well and moves quickly.
To be honest, the only teams with stronger agent systems are focused on general-purpose agents or building their own vertical stacks. Anyone claiming to do exactly what we’re doing is likely overstating their capabilities.
CrePal remains a one-of-a-kind product globally.
<h3>AN: You don’t call yourself “the first” or “number one”?</h3>
LJ: Our users don’t care about that. They care about whether the product works, solves their problems, and saves them money. That’s all that matters to me.
<h3>AN: Final question. What are three books that have influenced you most?</h3>
LJ: The first is “Game Theory.” It gave me a new lens for thinking strategically, especially when considering how to work with or compete against large companies.
The second is “The Crowd: A Study of the Popular Mind.” I recommend it to every entrepreneur. It helped me understand how people collectively perceive a product and how to use that understanding to shape communication and marketing.
The third is “Advanced Mathematics.” The concept of limits, in particular, has been a useful framework for decision-making.
<a href="/collections/100-ai-creators">100 AI Creators</a> is a collaborative project between AI Now! and KrASIA, highlighting trailblazers in AI. Know an AI talent we should feature? <a href="mailto:ainow@kr-asia.com">Reach out to us.</a>
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From text to cut: CrePal’s AI agent turns single prompts into complete videos

Artificial Intelligence

Deep Tech

Video

Creative

Content

Creator Economy

… features. As a smaller manufacturer, it lacked scale to compete on cost and couldn’t leverage brand equity to attract premium customers. Its sales channels were also weak. Robotic mowers are high-ticket items with long lifespans. Buyers depend heavily on product reputation and peer reviews. Local distributors are often unwilling to take on unknown brands.
whereRelatedArticle
Meanwhile, incumbents have secured market share through long-standing partnerships with European garden supply chains and home improvement retailers, giving them a significant distribution advantage.
The gap between product ambition and commercial execution is shrinking. The robotic mower sector has moved from tech validation to commercial rollout. Pure technical vision is no longer enough to survive.
Citing data from Interact Analysis, 36Kr reported that the global robotic lawn mower market is projected to exceed USD 6 billion by 2025, with annual growth above 25%.
That growth hides a tougher reality. Technical standards are rising. Supply chains are becoming more efficient. Channels are growing more competitive. Market leadership is consolidating fast.
Startups that cannot build durable advantages in niche markets are likely to exit the race. Only companies with systematic, end-to-end product capabilities will endure.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3424932486631047">article</a> was written by Huang Nan for 36Kr.

Robotic mower startup Airseekers stalls as production costs spiral

Robotics

… you invest in R&amp;D?</h3>
ZR: We have about 8,000 employees, including factory workers and retail staff. Around 500 work in R&amp;D, which is around 6%. Each year, we invest over 3% of our revenue in innovation.
<h3>36Kr: What’s your current focus?</h3>
ZR: Managing Aimer’s core brand, revitalizing Imi’s, and expanding globally.
We began our international journey in 2007, on our 15th anniversary. Since then, we’ve opened stores in Singapore, Dubai, and elsewhere, mostly targeting overseas Chinese. We’re now entering the second phase, focusing on Asia, Southeast Asia, and Australia.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3401297339369864">article</a> was written by Xie Yunzi for 36Kr.

China’s lingerie market is shifting. Can Aimer keep up?

Consumer Economy

… multiple languages." width="720" height="784" srcset="https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site-661x720.jpg 661w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site-941x1024.jpg 941w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site-768x836.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site-1411x1536.jpg 1411w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-English-Site-1881x2048.jpg 1881w" sizes="(max-width: 720px) 100vw, 720px" /><figcaption id="caption-attachment-156694" class="wp-caption-text">A collage of screenshots from Autohome’s global site, which is available in multiple languages.</figcaption></figure>
<h3>Bridging online and offline channels to go global</h3>
As Chinese NEV brands expand abroad by building local showrooms, manufacturing bases, and dealer networks, Autohome is positioning itself as a key enabler of this international push.
At the China Automotive Forum held in Shanghai in July, Autohome CEO Yang Song joined Chery chairman Yin Tongyue to discuss global expansion. Yin emphasized the importance of brand integrity, warning that one mishap abroad could damage the collective image of Chinese carmakers. He argued that exports must be supported by reputation, not just technology and output.
<figure id="attachment_156697" aria-describedby="caption-attachment-156697" style="width: 720px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-156697" src="https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song.jpg" alt="Photo of Yang Song, CEO of Autohome." width="720" height="405" srcset="https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song-720x405.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song-1024x576.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song-768x432.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song-1536x864.jpg 1536w, https://console.kr-asia.com/wp-content/uploads/2025/08/Autohome-818-Yang-Song-480x270.jpg 480w" sizes="(max-width: 720px) 100vw, 720px" /><figcaption id="caption-attachment-156697" class="wp-caption-text">Photo of Yang Song, CEO of Autohome. Photo courtesy of Autohome.</figcaption></figure>
Autohome aims to serve as a global automotive service hub, helping industry players build stronger international operations.
In an interview with KrASIA, Yang explained the company’s two-pronged strategy: bolster online infrastructure while establishing localized offline presence.
Online, Autohome now hosts more than 50 brands and over 2,000 models with localized content including specifications, visuals, pricing, and dealership listings. It has also expanded onto platforms such as YouTube, Facebook, and Instagram to promote Chinese brands and highlight their manufacturing strengths.
Offline, Autohome plans to establish AI-powered “experience hubs” in overseas markets. These will feature multiple Chinese brands under one roof, aiming to reduce expansion costs and accelerate scale. Discussions for the first location are underway.
Ultimately, the long-term ambition is to elevate Chinese auto exports from a fragmented offering into a unified, globally recognizable brand identity.
Autohome’s international roadmap includes Southeast Asia, the Middle East, South America, Australia and New Zealand, and Europe. Localization will begin with support for traditional Chinese and Spanish content.
“Going global is the right direction. It’s a real way to contribute to the Chinese automotive industry, and to society,” Yang told KrASIA.
Still, hurdles remain. Regulatory barriers, cultural nuances, and consumer preferences vary significantly across regions. AI and VR features, along with content, must be tailored to each market. Moreover, established players like AutoTrader and CarMax pose serious competition.
Autohome must also address logistical complexities, global cost structures, and geopolitical risks. Its success will depend on how well it balances rapid growth with deep local integration to become a core infrastructure provider for China’s global automotive strategy.
<h3>What’s next for China’s automotive sector?</h3>
Over the past two decades, Autohome has become a central figure in China’s automotive ecosystem. Looking ahead, CEO Yang Song believes that reinvigorating demand both at home and abroad will be essential.
“The real solution to weak automotive demand lies in stimulating it, from the local market to exports. Autohome is ready to invest real money into subsidies, and use AI to help partners cut costs and drive efficiency,” he said.
This year’s 818 festival could mark an inflection point. As Autohome doubles down on AI and scales its O2O ecosystem, it is betting on technology and globalization to shape the next chapter of the automotive industry.
Still, key questions remain.
What happens when subsidies stop working? What does sustainable, high-quality growth look like in a saturated market? And if international expansion becomes the new norm, how far can it really go?
These are the questions Autohome—and the broader sector—must now begin to answer.
This article was written in partnership with <a href="https://www.autohome.com.cn/">Autohome</a>.

AI takes the wheel: Autohome taps “818” festival to spotlight its global automotive services

Transportation

Electric Vehicles

Mobility

From Nerdy’s dominance to the daisy-stamped staples of Mardi Mercredi, and from MLB baseball caps to Emis lids, the preferences of Chinese youth have shifted over time, but their interest in South Korean fashion has remained constant.
Driving this continued popularity is a concerted push by South Korean streetwear brands to enter the Chinese market.
Since the beginning of 2025, brands including Emis, Rest&amp;Recreation, and Ader Error have opened their first stores in China. But none has drawn more attention than Musinsa.
Musinsa began as a sneaker community and has since grown into a hybrid fashion platform combining e-commerce, content, and community features. It is widely recognized in South Korea.
According to Musinsa’s official account on Xiaohongshu, the platform carries more than 8,000 brands across categories ranging from basics and casualwear to streetwear and formal apparel. In 2024, Musinsa reported an annual GMV (gross merchandise value) of KRW 1.24 trillion (USD 892 million).
Beyond its online presence, Musinsa has launched several physical outlets that bridge e-commerce with retail and has also developed its own house brands. One of them, Musinsa Standard, debuted in 2017 and has been dubbed the South Korean equivalent of Uniqlo for its accessible pricing.
Musinsa Standard’s China flagship store is set to launch online in September. Its first brick-and-mortar outlet will open later this year at the Parkson shopping mall on Huaihai Road in Shanghai. Another store is expected at the revamped New Young 6 mall in Xujiahui.
<h3>Partnering with Anta</h3>
Chinese shoppers are already familiar with Musinsa, often visiting its stores in Seoul.
According to Musinsa, its Seongsu store at Daelim Changgo saw a 257% quarter-on-quarter increase in spending by Chinese customers in the second quarter of this year. At its Hongdae store near Hongik University, Chinese spending grew 180% year-on-year. Across its five Musinsa Standard locations in Seoul—Gangnam, Myeong-dong, Seongsu, Hannam, and Hongdae—Chinese consumer spending rose 120% in the first half of the year.
These figures bolstered Musinsa’s decision to expand into China. A key factor in this move was support from Chinese sportswear giant <a href="/company/anta">Anta</a>.
According to media reports, Musinsa and Anta have established a joint venture, with Musinsa holding a 60% stake and Anta 40%. Musinsa maintains operational control, while Anta provides local market support.
Their collaboration began in January. At that time, South Korean media reported that Anta acquired a 1.7% stake in Musinsa for KRW 50 billion (USD 36 million), with plans to form the JV.
Musinsa has also attracted prominent investors. In 2023, it completed a Series C funding round led by KKR, valuing the company at KRW 3 trillion (USD 2.2 billion).
Anta, which acquired Fila in 2009 and fueled its rapid expansion, has continued to grow through global acquisitions, adding brands such as Arc'teryx and Salomon to its portfolio. Its annual revenue has surpassed RMB 100 billion (USD 14 billion). In recent years, Anta has diversified beyond performance wear, expanding into yoga apparel and now streetwear.
Musinsa represents Anta’s first foray into fashion through investment rather than full acquisition.
Among Chinese visitors to Musinsa’s Seongsu and Hongdae stores, roughly 60% are aged 10–29. Tapping into this demographic could help Anta strengthen its appeal among China’s Gen Z.
<h3>Musinsa’s need for Anta</h3>
The rise of South Korean fashion comes as interest in once-popular Western streetwear brands wanes in China. This shift has created opportunities for labels like Musinsa to gain market share.
Social media has played a critical role. Endorsements from celebrities and influencers, paired with recommendation-driven platforms, have accelerated brand visibility among Chinese consumers.
According to Musinsa, its international customer base spans over 100 countries and regions. Chinese and Japanese shoppers lead among foreign visitors to its offline stores, accounting for 32% and 27%, respectively.
In June, Musinsa announced plans to speed up global expansion, with China as a priority. It aims to open more than 100 stores across China by 2030. To do so, it will rely on a strong local partner.
The cautionary tale of Nerdy underscores why such partnerships matter.
Founded in 2017, Nerdy quickly gained traction across Asia, including China. Around 2020, it entered the mainland market and grew quickly, operating more than 60 stores in major cities.
But disputes with its Chinese distributor disrupted its operations. In December 2024, Nerdy’s China team announced the closure of its Tmall flagship and outlet stores by year’s end. Most of its physical locations in China have since shuttered.
Nerdy’s challenges highlight the risks South Korean brands face in China and why Musinsa’s collaboration with Anta may help it navigate the market more effectively. Anta offers operational expertise and a deep understanding of local consumer behavior.
Still, in the fast-paced world of youth fashion, brands can lose relevance as quickly as they gain it. For Musinsa, staying in tune with shifting tastes will be essential.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3422694792514948">article</a> was written by Li Xiaoxia for 36Kr.

After Nerdy’s fall, Musinsa looks to Anta to navigate China’s fashion market

Fashion

South Korea

… strong differentiator and enough gross margin to support partner commissions. Dealers who’ve tried it love it and are keen to work with us.
Robotic mowers are a complementary category. Stocking our products doesn’t cannibalize their existing business, so most dealers are open to cooperation.
<h3>36Kr: How’s the S1 performing in Europe?</h3>
CY: European users are quite different. They are generally older and tend to request more accessories.
The market is 90% consumer and only 10% commercial. Labor is expensive, and users have good awareness and acceptance of robotic solutions. With aging populations and limited cheap labor, demand is actually stronger than in the US.
For us, B2B is really just B2C at larger volumes. Since our resources are limited, we’re focusing on individual consumers first. If we meet their needs, commercial customers will follow.
<h3>36Kr: How do you gather user insights?</h3>
CY: We do it the old-fashioned way: by talking to users.
Our tech and marketing teams, myself included, regularly visit the US to meet users. We’ve even built user groups where they give feedback and request features. Some have asked for custom accessories or consumable upgrades, and we’ve brought them in to test new designs.
<figure id="attachment_156660" aria-describedby="caption-attachment-156660" style="width: 1920px" class="wp-caption alignnone"><img loading="lazy" decoding="async" class="size-full wp-image-156660" src="https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase.jpg" alt="Photo shows overseas users testing the Mowrator S1 during an offline showcase event." width="1920" height="1280" srcset="https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase-720x480.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase-1024x683.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase-768x512.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2025/08/Mowrator-Showcase-1536x1024.jpg 1536w" sizes="(max-width: 1920px) 100vw, 1920px" /><figcaption id="caption-attachment-156660" class="wp-caption-text">Photo shows overseas users testing the Mowrator S1 during an offline showcase event. Photo source: Mowrator.</figcaption></figure>
<h3>36Kr: Have user behaviors changed in recent years?</h3>
CY: Some users are still willing to grow with a new brand, but fewer than before.
Crowdfunding platforms reflect this shift. They used to be havens for innovation where people supported ideas. Now they are more like mainstream shopping channels. Users are picky and mainly look for deals or novelty.
That makes entrepreneurship harder. You can’t just pitch a concept. You need real ability and execution.
The market’s tolerance for mistakes is shrinking. For high-tech products, it may come down to just one shot at survival. You need time to validate while also staying afloat. It’s a tough balance.
<h3>36Kr: Any advice on managing that?</h3>
CY: Take the narrow path. Avoid the crowded lanes. When others were crowding into Europe, we doubled down on North America. When others rushed into autonomy, we led with remote control.
<h3>36Kr: But users always want it all, don’t they?</h3>
CY: That’s why building a company is a test of comprehensive ability. You can have weaknesses, but you must be able to strengthen them over time. Every major function—whether product, supply chain, or user research—requires a solid foundation.
The market is fair. If you truly meet user needs, you’ll gain traction and build momentum from there. That’s the starting point for all startups. Everything else can grow from it.
<h3>36Kr: Some say having an early-mover advantage is crucial in this category. Do you agree?</h3>
CY: We focus on product capability. If you rush out a flawed product just to be first, the damage can be severe. It looks like you're claiming the market, but really, you're destroying your brand. It’s unsustainable and irrational.
We believe in accumulating value and avoiding short-term pressure from capital or market noise. If the market is big enough, entering with a strong product is never too late. If it’s small, there’s no point forcing your way in.
I still believe no one company can monopolize the entire space. There will always be users whose needs align with us, but only if our product is good enough.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3408279225831045">article</a> was written by Huang Nan for 36Kr.

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… Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3423787183115657">article</a> was written by Hu Xiangyun for 36Kr.

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