从价格驱动到价值重构：消费理性时代下，酒企如何打造新增长曲线？

Core Viewpoint - The Chinese liquor market, particularly in the premium liquor segment, is transitioning from stimulus-driven recovery to rational consumption, facing dual pressures of weakened consumer willingness and tightening spending capacity [1] Group 1: Market Trends - The share of food and beverage consumption is increasing, projected to reach 29.8% in 2024, but spending on liquor is shrinking, especially among young consumers in first and core second-tier cities who prefer lower-alcohol, personalized, and cost-effective products [1] - The liquor industry is undergoing a structural reshaping characterized by high-end consolidation, mid-to-low-end reconstruction, and regional brand breakthroughs [2] Group 2: Price Structure Changes - The price structure is shifting from a "pyramid" model to a "hourglass" model, with high-end brands maintaining core customer bases but struggling for new growth, while the mid-range faces intense competition and the low-end sees rapid regional brand growth [3][4] - The high-end segment (above 800 RMB) is experiencing growth saturation, relying on existing customers and price increases, leading to consumer "value fatigue" [4] - The mid-range segment (300-800 RMB) is caught in a "sandwich" dilemma, unable to compete with high-end products and losing market share to lower-priced options [5] Group 3: Channel Evolution - The liquor distribution model is transitioning from "heavy inventory, high turnover" to "scene adaptation, channel integration," emphasizing service and experience [6][7] - The new channel dynamics include fragmented distribution, weakened group purchasing, and increased demands for service efficiency in banquet channels [7] Group 4: Brand Growth Strategies - Liquor companies must shift from price-driven to value-driven growth, focusing on building a "cost-performance driven growth model" centered on perceived value, user trust, and scene penetration [8] - Establishing a "high perceived value" system is essential, moving from product competition to value perception, where consumers evaluate what they gain for their spending [9] Group 5: Consumer Engagement - The focus should be on creating memorable drinking experiences that encourage repeat purchases and recommendations, with strategies like "three-minute tasting experiences" and feedback mechanisms [11][12] - Building a "sample terminal" strategy that prioritizes quality over quantity in distribution, ensuring each terminal effectively engages consumers [14] Group 6: Trust and Value Communication - Rebuilding brand trust is crucial, requiring transparency in product origins, craftsmanship, and emotional value, ensuring consumers understand the product's unique selling points [15] - Companies must articulate their value clearly, making every sales representative a brand ambassador [15] Group 7: Future Growth Framework - The liquor industry must adopt a structured pricing system and a lifecycle-aligned channel strategy, focusing on gradual market penetration rather than rapid expansion [18][20] - A "perception-driven model" in regional markets is necessary, integrating user perception, scene engagement, and community operation [22] Group 8: Strategic Transformation - The industry's strategic turning point lies in transitioning from resource-driven to customer value-driven growth, emphasizing structural integrity, trust, and operational efficiency [26] - Companies that can penetrate market structures, rebuild trust, and operate with a long-term perspective will be positioned for success in the rational consumption era [26][27]