"The key to Asia? Innovative products and building relationships"

For over a decade at Riopele, Gustavo Marques began by leading the company’s Corporate Communications, before taking on the management of the Asian market two years ago, consolidating Riopele’s presence in this strategic market. He describes Asia as a ‘fascinating challenge,’ where technology, scale, and cultural sensitivity intersect daily. ‘Here, relationships matter as much as the product. Being present, staying engaged, building trust — that shapes everything,’ he says. For him, contributing to Riopele’s growth and relevance in such a diverse and demanding market is a transformative experience, both professionally and personally.

How does Riopele seek to stand out and differentiate itself in the competitive Asian textile market?

In Asia, standing out goes far beyond price. Customers place the highest value on product differentiation, which is at the core of our strategy. This differentiation is built on three pillars: quality, innovation, and trend anticipation. It is this combination that allows us not only to enter the market but also to gain relevance in one of the most competitive textile markets in the world.

In such a complex market as Asia, the relational dimension is also central. How important are relationships in consolidating this differentiation? 

The key to Asia? Innovative products and building relationships. In Asia, the product may open doors, but it is relationships that allow opportunities to deepen. That is why we position ourselves as strategic partners, with a long-term vision and relationships based on trust, consistency, and proximity. Understanding the culture, keeping pace with local rhythms, ensuring stability, and being truly present are just as critical as the product itself. Ultimately, the market values not only how we work but also what we deliver.

What are the main challenges today of operating in such a vast and diverse market?

 One of the biggest challenges of operating in Asia is adapting the offering to the specificities of each country without losing the coherence of the Riopele brand. Each market is very different: what sells in China does not necessarily work in South Korea, and Japan has its own unique purchasing dynamics. Our work consists of adjusting the value proposition locally while always maintaining the company’s strategic pillars.

How does Riopele manage to differentiate itself and gain ground in a country like China, where competition is intense and the perception of low-cost, low-quality production still persists?

The Chinese textile industry is highly automated and technically advanced, with quality standards often surpassing those in Europe. Selling in China is therefore a significant challenge: the competition combines scale, technology, and impressive execution capabilities. Riopele stands out by keeping pace with these dimensions while also anticipating trends, developing the right product at the right time, and presenting it ahead of local competitors. This ability to read the market and create rapidly is what allows us to gain ground in such an extremely competitive market.

Sustainability is a prominent topic in the West, but in Asia it does not yet seem to be as highly valued. What is your perception on the ground regarding its importance and impact on the textile sector?

In Asia, sustainability does not yet carry the same weight as in Europe, but it has evolved significantly in recent years. In China, the new five-year plans and government legislation are driving greener industrial practices. In Japan, the approach is more voluntary, with objectives and roadmaps that companies can adopt, but without strong legal regulation. In South Korea, recent laws reinforce the circular economy and corporate responsibility in textile management. On the ground, client awareness is still limited, but this context presents an opportunity for Riopele to strengthen its value proposition, strategically combining innovation, quality, and sustainability.

How has the year been so far, and what are the prospects for 2026: expansion or consolidation?

In 2025, we experienced a year of growth in Asia, strengthening existing partnerships and acquiring new customers. Looking ahead to 2026, we anticipate challenges: local competition continues to gain ground, exchange rate volatility is a factor to monitor, and there is some consumer caution. Nevertheless, we remain ambitious and see opportunities to sustain growth. For example, this year we have initiated contacts with local fashion brands in Singapore, paving the way to explore Southeast Asia and further consolidate our presence in the region.

What does it mean personally and professionally to see Riopele about to celebrate 100 years of history? 

It is inspiring to be part of this story and to see Riopele reach 100 years, with a legacy of resilience, innovation, and forward-looking vision — but also of people. It’s a history shaped by generations who have believed in the value of work and in the ability to do things differently. On a professional level, in cultures that deeply value longevity and consistency, the fact that Riopele has navigated decades of transformation becomes a powerful argument. It builds trust and places us, from the very first contact, in a position of credibility that is decisive in these markets.