尼尔森IQ发布《商超自有品牌洞察》：中国自有品牌进入“黄金窗口期”

Core Insights - The report by NielsenIQ highlights the increasing focus of retailers on private label development as a strategic response to competitive pressures and changing consumer demands [1][2] Retail Challenges - Retailers face challenges such as channel diversification, price transparency, and evolving consumer needs, prompting 68% of management to prioritize product structure adjustments, with private label development as a key strategy [1] Consumer Intent and Market Potential - 56% of Chinese consumers express a willingness to increase purchases of private labels, surpassing the global average, with over 60% recognizing private labels for their value and cost-effectiveness [2] - Private labels currently show a sales growth rate of 12.9%, with an average price 16% lower than manufacturer brands, indicating a strong market entry strategy based on price [2] Quality Perception and Consumer Behavior - Only 50% of consumers believe private labels match the quality of manufacturer brands, which is below the Asia-Pacific average, and over 70% still prefer familiar big brands [7] - The consumer mindset of valuing both price and quality is reshaping the development path of private labels [2][7] Types of Private Labels and Strategies - Three main types of private labels exist: 1. Low-price volume products focusing on basic functionality, contributing over 80% of sales 2. Quality-focused products that leverage market trends, driving over 90% sales growth 3. Differentiated innovative products that achieve over 70% sales growth through unique features [7][8] Strategic Planning for Private Labels - Successful private label development requires systematic strategic planning, including selecting suitable categories, researching competitor products, and establishing pricing and packaging strategies [9][15] Supply Chain and Marketing - Effective supply chain management is crucial for private label success, particularly for imported or rapidly innovating products, while marketing strategies must encompass a complete cycle from trust-building to sales conversion [15] Complementary Relationship with Manufacturer Brands - The development of private labels should complement rather than replace manufacturer brands, as consumers have different functional expectations from each, creating opportunities for collaborative growth [16] Future Outlook - Private labels are transitioning from a focus on price advantage to a multi-value proposition, requiring retailers to balance quality, price, and innovation to meet rational consumer expectations [22]