Core Viewpoint - The article discusses how Oreo has successfully innovated its product offerings and marketing strategies to engage younger consumers, particularly through the "Seeking Flavors from All Directions" series, which combines cultural elements with experiential marketing [4][29]. Group 1: Product Innovation - Oreo's new "Seeking Flavors from All Directions" series features packaging that showcases iconic Chinese landmarks, enhancing the travel experience for consumers [2][10]. - The series includes new flavors inspired by traditional Chinese pastries, such as "Peony Cake" and "Top Scholar Cake," which connect consumers to cultural heritage [12][13]. - The packaging design incorporates cultural elements and interactive features, transforming the consumption experience into a more engaging ritual [15][17]. Group 2: Consumer Engagement - The brand has shifted from one-way communication to interactive engagement, encouraging consumers to share their experiences on social media, resulting in over 300 million views on related topics [17][19]. - Oreo's marketing strategy includes creating memorable experiences through themed events and collaborations, such as a co-branded high-speed train that travels to popular tourist destinations [19][21]. - The brand aims to be a companion for young travelers, promoting the idea of taking Oreo snacks on trips and sharing photos with iconic landmarks [21][24]. Group 3: Cultural Relevance - Oreo has recognized the growing importance of emotional value in snacks, positioning its products as "social currency" among young consumers [8][27]. - The brand's continuous innovation reflects a deep understanding of cultural trends and consumer sentiments, allowing it to remain relevant across generations [24][28]. - By integrating local flavors and cultural narratives into its products, Oreo enhances the emotional connection with consumers, making snacking a more meaningful experience [29].

Core Viewpoint - The dairy industry is facing significant challenges in 2024, but growth opportunities are emerging in niche markets such as buffalo milk, refrigerated yogurt, and refrigerated white milk, which have all achieved double-digit growth [1][2]. Group 1: Challenges and Opportunities - The dairy industry has encountered numerous challenges over the past year, including a decline in production and sales, changing consumer demands, and high fluctuations in raw milk prices. In early 2025, there are no significant signs of improvement, with national dairy product production down 6.8% year-on-year in January-February, marking the second consecutive year of over 6% decline [2]. - Despite these challenges, new opportunities are visible in niche categories, with products like buffalo milk, refrigerated yogurt, and refrigerated white milk achieving double-digit growth [2]. Group 2: Expanding Target Demographics - The Chinese dairy market has entered a phase of stock competition, with the number of new users decreasing annually. The penetration rate of dairy products is already high, making it difficult to attract new users [4]. - The proportion of heavy dairy users is also declining, with significant drops in the percentage of users consuming dairy products daily. This decline is attributed to competition from cross-category food and beverage products [6][10]. - The potential for growth in dairy consumption exists, but achieving this is challenging due to differences in dietary structures between China and other countries. The current consumption ratio of liquid to solid dairy products in China is 7:3, compared to the reverse in many Western countries [6][10]. Group 3: Innovation in Differentiated Products - The key to success in the dairy sector lies in developing differentiated products. For instance, white milk accounts for about 40% of dairy sales but lacks competitive differentiation [12]. - Strategies for differentiation include high-end products (e.g., organic and A2 milk) to escape price wars, functional products (e.g., high-protein, lactose-free, sleep-aid milk), and innovative flavors that resonate with local tastes [12][13][14]. - The trend towards refrigerated white milk is expected to grow significantly, with "freshness" becoming a key differentiator in the market [13][14]. Group 4: Connecting with Niche Scenarios - Recent observations indicate that outdoor consumption scenarios for dairy products have not gained traction, with home consumption remaining dominant. However, there are many opportunities in various niche scenarios beyond just home consumption [15][18]. - The dairy industry needs to connect effectively with these niche scenarios rather than relying solely on traditional marketing strategies [18]. Group 5: Integrating Diverse Channels - The sales landscape for dairy products is undergoing significant changes, with traditional large-scale retail channels losing influence. Smaller supermarkets, community stores, and convenience stores are becoming increasingly important due to consumers' desire for immediate satisfaction [20][22]. - Online marketing has evolved from merely selling products to creating buzz through social media platforms. Engaging consumers through short videos, live streaming, and user-generated content is crucial for reaching target audiences [22][23]. - The rapid growth of discount stores presents unprecedented opportunities for the dairy industry, as these stores align well with the high-frequency consumption nature of dairy products [23].

以下文章来源于窄播 ，作者窄播 窄播 . 关注消费、互联网、AI，聚焦公司、产业、案例，提供信息、趋势、洞察。 关税制造了短期障碍，但食品饮料企业逐渐开始从贸易出口阶段过渡到战略规划阶段，开 始尝试进入主流渠道。 这是《窄播Weekly》的第53期，本期我们关注的商业动态是：食品饮料在出海过程中，如何走出华人 超市，进入当地主流渠道。 图片来源： pixabay 另一边，食品饮料企业也逐渐开始从贸易出口阶段过渡到战略规划阶段，开始尝试进入主流渠道。虽然 短期在局部市场面临停摆问题，但长期如何配置供应链、如何攻入主流市场，是当下企业最关心的问 题，以及正在尝试和寻找增量的核心方向之一。 要知道，作为1888年创始于广东珠海、后迁往澳门及香港的酱料企业，李锦记早在1990年代前就开始 了全球布局，如1983年在美国建总部、1991年在美国开工厂。目前供应全球超过100个国家和地区， 其公司愿景也已从「有华人的地方就有李锦记」升级为「有人的地方就有李锦记」。 「我们出海所面临的最大障碍，还是世界对中国食品的看法，这既包括消费者的看法，也包括当地政府 的看法。比如说我们去到有些国家，我们符合所有的条款，但是海关一看是 ...

以下文章来源于Vista氢商业 ，作者大碗 Vista氢商业 . 关心都市白领的消费生活 提供易懂有趣的品牌报道 想要戒咖啡、戒酒的中产白领，终于找到了新的替代品—— 哪怕晚上喝了也不会睁眼到天明，有发酵带来的咕噜噜气泡和微醺氛围感却不至于脸红上头，酸甜适口却依旧低糖低卡。 " 微糖微茶微酒精，抗炎抗癌抗氧化 "的关键词精准狙击，让"康普茶（Kombucha）"成为新一代天选"瘦宅快乐水"。 盒马康普茶 图片来源： 盒马 从盒马的冷柜到咖啡馆和创意餐厅的菜单，从文艺小巷的ins风小店到小红书的首页推荐，再加上"Lady Gaga同款""田柾国推荐"等明星滤镜，这个听起来 像是某种神秘咒语的名字，正一点点爬上都市青年的健康消费清单。 而眼尖的网友却对此辣评道：" 哟，'红茶菌'又出山了，'打鸡血'啥时候占领小红书？ " 原来，当代中产疯狂打卡的"小众宝藏饮品"，竟是咱爸妈四十年前玩剩下的"红茶菌"？它又凭什么从厨房角落里的老古董，变身为新时代的"中产图腾"？ Lady Gaga拥有和东北大娘相似的口味 网上对康普茶的口味评价相当两极：一面惊为天人嘎嘎解腻人生饮品，一面"给我酸变形了""喝出一种馊了的豆汁儿味"。 ...

我们每周为你收罗来自全球最具创新的食品，了解最新食品创新动态和趋势，请关 注每周日发布的 【FBIF创新周报】！ 本周创新看点 1、伊利推出妙芝脆奶酪 伊利推出妙芝脆奶酪 2、东方树叶推出新口味：陈皮白茶 3、奈雪首款无咖啡因瓶装饮料：茉莉路易波士 4、元气森林推出「慢熬」系列新品 5、雀巢绝对深黑推出茶咖系列 6、星巴克推出茶咖系列即饮咖啡饮料 7、如果HPP果汁系列新品上市 8、唯可鲜上新HPP西瓜汁 9、明治推出咸柠檬味保加利亚酸奶 10、认养一头牛推出专业儿童品牌「哞星人」 伊利妙芝脆奶酪 图片来源：微信公众号 @ 伊利伊家好奶酪 近日，伊利官宣推出品牌首款脆奶酪新品：妙芝脆奶酪系列。 据介绍，新品共有三种口味：生奶酪原味、香煎培根味和鲜香蟹黄味。新品添加 ≥76% 新西兰进口真 实原制奶酪，选用新西兰进口干酪， 100g 生奶酪原味产品中钙含量为 11 倍牛奶钙 ≈51 只基围虾的 钙含量， 7 倍牛蛋白 ≈5 杯牛奶的蛋白质含量 * 。同时，新品不添加山梨酸钾和甜味剂。 据悉，妙芝脆奶酪现已在伊利官方天猫旗舰店上新，产品规格为 20g/ 袋，参考价格为 24.9 元 / 袋。 * 注：牛奶中钙和蛋 ...

图片来源：Pixabay 零售需要"always stay smart"。 巴菲特和芒格认为，世上有两种生意：要么是创造好产品，灵光一现带来遥遥领先；要么是保持聪明，持续应对竞争、自我演进。 瞬息万变、近乎透明的零售行业显然是后者。 我们今天看到的日本知名企业，无一不具备极强的演进能力： 人们常用"失去的三十年"来形容经济泡沫破灭后的日本，但对于日本消费企业而言，这三十年并未失去，反而锤炼出了更强的能力。 尽管消费者钱包捂紧了，价格也涨不动了，但新的市场环境倒逼着消费企业学会取悦消费者、降低运营成本。在这场淘汰赛里，比拼的不再是规模，而是谁 更能适应变化。 为了摸清消费者的喜好，三得利可以试错1000遍，把70%的钱都用来迭代爆品；7-11重塑了上下游产业链，动作快到一周上新200次；萨莉亚、神户物产 纷纷变身工厂，用制造能力浇筑了便宜的壁垒……它们对变化保持敏感，随时准备好调整策略。这将是存量时代的胜负手。 今年三月，启承团队再度造访日本学习 ， 与来自7-11、三得利、味之素、萨莉亚、神户物产等日本长青企业的专家， 交流了大单品、商品开发、自有品牌 和低成本运营等话题，迭代我们对存量竞争的认知 。 视频来 ...

从追求温饱的碳水满足阶段，到"每天一斤奶，强壮中国人"的蛋白质摄入阶段，如今我们是否已经迈入果蔬汁阶段？ 2024年第一季度，中国果汁销售额增长了20.8%，其中90后年轻消费者在纯果蔬汁和功能饮料上的消费增速以16%领先于整体市场。[1] 在消费升级与健康意识觉醒的双重驱动下，果汁和果蔬汁赛道正迎来前所未有的增长机遇。 未来二十年，可能会是"果+蔬"（果蔬汁）的 爆发年代。 从"碳水满足"到"蛋白质时代"，中国消费者的饮食需求不断演变。在有机产品消费跃居全球前三的中国市场，年轻一代更将果 蔬汁视为"营养解决方案"，而非单纯饮品。 5月9日，在FBIF2025食品饮料创新论坛饮料创新分论坛，菓蔬秘诀&乐源饮品&零度果坊集团高级副总裁&公司合伙人&营销中心总经理 郑同建以《"果+蔬"如何通过功能复配，唤醒赛道生命力？》为主题，分享了乐源在功能性上的更多尝试和探索。 菓蔬秘诀&乐源饮品&零度果坊集团高级副总裁&公司合伙人&营销中心总经理郑同建 【下文根据演讲整理，内容有删节】 近两年，果汁、果蔬汁赛道迎来了非常高的增长。 一方面，大家对VC和膳食纤维的摄入更加关注；另一方面，消费者对果汁、果蔬汁的消费意识觉醒，对 ...

Core Insights - The theme of FBIF2025, "Nurture the Present, Venture Forward," addresses the need for companies in the food and beverage industry to maintain a solid foundation while exploring new growth opportunities amid market challenges [3][12][21] - The industry is transitioning from "high-speed growth" to "high-quality growth," requiring a balance between defensive and offensive strategies [6][7] Group 1: Current Market Challenges - Companies face rising supply chain costs, fragmented channels, and evolving retail models, necessitating refined operations and strategic resilience [3][4] - The consumer market is experiencing shifts, with trends such as the single-person economy and the silver economy injecting new vitality [16][17] Group 2: Growth Strategies - Companies must focus on maintaining core business resilience while being bold in exploring new markets and technologies [4][5] - The food and beverage industry is undergoing deep restructuring, with a rational pursuit of cost-effectiveness and value-for-money [15] Group 3: Insights from Industry Leaders - Executives from major companies like McDonald's China, Yili Group, and PepsiCo shared insights on growth, AI, digitalization, and supply chain management [8][9] - PepsiCo's strategy emphasizes long-termism, seizing emerging opportunities, human-centric differentiation, and enhancing organizational capability [22][24][28][29] Group 4: Technological Integration - AI is seen as a critical component for companies to navigate market cycles and enhance operational efficiency [20][34] - The integration of AI into retail is reshaping productivity and driving systemic transformation in business models [34][37] Group 5: International Expansion - Eastroc Beverage's international expansion strategy focuses on long-term planning, local market adaptation, and exploring various business models [70][73] - Yili Group emphasizes building a global resource network and engaging in partnerships to enhance its international presence [80][81] Group 6: M&A Strategies - The panel discussion highlighted the importance of talent integration and cultural compatibility in successful mergers and acquisitions [89][91] - Chinese companies are shifting their globalization strategies from exporting products to exporting capital, focusing on stability and gradual integration [90][96]

Core Viewpoint - The future direction of Haotemai will be determined by its ability to maintain its "low-price" advantage while pursuing diversification in its product offerings [4][15][25]. Group 1: Product Expansion - Haotemai has shifted from a focus on soft discounting with a primary emphasis on department stores and snacks to a greater inclusion of beauty products, which now account for 14% of SKUs and 15% of revenue, up from 10% and 11% respectively from 2020 to 2024 [6][9]. - The beauty products offered are often not market bestsellers, with many being lesser-known items that brands are unable to sell through mainstream channels [8][9]. - The company is also exploring new categories such as apparel and anime merchandise, with plans to open a large outlet store in Nanjing selling brands like Adidas and Nike [11][19]. Group 2: Strategic Adjustments - The shift in strategy is driven by the limitations of the expiring product model, which has faced challenges in supply stability and market competition [15][17]. - Haotemai aims to broaden its target audience from just bargain hunters to a wider demographic seeking high cost-performance products [19]. - The company is also looking to improve profitability by introducing new categories with higher margins compared to traditional expiring products [19]. Group 3: Challenges Ahead - The transition to new product categories introduces significant supply chain complexities, which may challenge Haotemai's existing operational capabilities [21][23]. - The risk of diluting brand identity arises from expanding into diverse product lines, potentially confusing consumers about Haotemai's core value proposition [24]. - Increased operational management complexity and inventory risks are anticipated as the company expands its product offerings, which could strain cash flow and operational efficiency [24][25].

Core Viewpoint - The article discusses the increasing trend of Chinese snack brands, represented by Wangwang, expanding into Southeast Asian markets due to the competitive domestic market. The region is seen as a promising opportunity for growth, with a focus on localizing products and distribution channels to cater to consumer preferences [1][2][7]. Group 1: Market Expansion - Wangwang invested RMB 138 million in a business jet to facilitate more frequent travel to overseas markets, highlighting its commitment to international expansion [1]. - In the fiscal year 2023, Wangwang's overseas business grew by double digits, with revenue from the rice snack category reaching RMB 5.977 billion, accounting for approximately 20% of total revenue [1]. - Other Chinese snack brands like Qiaqia, Jinzhai, and Panpan have also established a presence in Southeast Asia, with Qiaqia's Thailand subsidiary contributing RMB 400 million in revenue in 2023 [4][5]. Group 2: Market Characteristics - The Southeast Asian snack market is projected to reach USD 13.1 billion by 2029, with a compound annual growth rate (CAGR) of 10.60% [5]. - Different countries in Southeast Asia exhibit unique market characteristics; for instance, Thailand's snack market was valued at THB 105.2 billion (approximately USD 3.04 billion) in 2023, with a CAGR of 7.16% expected until 2028 [12]. - The Thai health snack market was valued at THB 28.3 billion (approximately USD 850 million) in 2023, showing a growth rate of 11.3% [12]. Group 3: Entry Strategies - Chinese snack brands are adopting varied entry strategies based on market maturity; brands like Xu Fu Ji and Three Squirrels are entering mature markets like Thailand and Singapore, while others like Ganyuan are targeting emerging markets like Vietnam and Indonesia [13]. - The choice of product categories is also strategic, with brands introducing unique offerings such as spicy strips and konjac snacks, which are relatively unfamiliar to local consumers [13][15]. Group 4: Distribution Channels - The article emphasizes the importance of distribution channels, noting that traditional retail channels, such as community stores, play a significant role in Indonesia, where 80% of consumption occurs outside modern retail [25]. - Successful brands like Aice have thrived by innovating their distribution strategies, focusing on community stores rather than competing directly with established international brands in modern retail [20]. - The dominance of convenience stores like 7-Eleven in Thailand and Indomaret in Indonesia highlights the need for brands to navigate local retail landscapes effectively [24][26]. Group 5: Compliance and Localization - Compliance with local regulations is crucial for market entry, with Thailand requiring FDA certification and Indonesia mandating BPOM certification for food products [38]. - Localization of products is also essential, with brands adapting flavors and ingredients to meet local tastes, such as Xu Fu Ji's durian-flavored candies and Qiaqia's coconut-flavored seeds [39][40]. - Establishing local supply chains is necessary for reducing production and transportation costs, as seen with brands like Salted Fish, which has set up multiple processing facilities in Southeast Asia [40].