年销10亿后，「莫小仙」王正齐说要换种活法

Core Insights - The company "Mo Xiaoxian" is transitioning from a sales-driven model to a product-driven approach in response to changes in the retail environment and consumer preferences [1][2][8] - The introduction of a new curry product line, developed in collaboration with the Japanese company "Hao Shi," marks a strategic shift for Mo Xiaoxian, aiming to capture a unique market opportunity in the fast-food sector [4][5][9] Group 1: Company Strategy - Mo Xiaoxian's founder, Wang Zhengqi, emphasizes the need for product innovation as the retail landscape evolves, moving away from reliance on channel expansion [1][2] - The company has undergone significant restructuring, focusing on product development and quality, with a dedicated team for creating new offerings [8][10] - The new curry series, including products like "Japanese Chicken Curry Udon" and "Japanese Black Chocolate Beef Curry Udon," aims to meet the growing consumer interest in curry flavors [5][4] Group 2: Market Trends - The acceptance of curry flavors in China is increasing, with over 2 million posts on social media platform Xiaohongshu highlighting its popularity among younger consumers [4] - The retail channel landscape is becoming fragmented, with various players targeting different consumer segments, leading to increased competition and a shift in focus towards product differentiation [10][11] - The company recognizes the importance of collaborating with top-tier suppliers and leveraging unique product attributes to stand out in a crowded market [5][9] Group 3: Operational Changes - Mo Xiaoxian has invested in building its own factory, which began operations in 2024, to enhance control over product quality and production processes [13] - The company is restructuring its management, with Wang Zhengqi shifting his focus from sales to product development, spending 70% of his time with the product team [10][15] - The goal is to create differentiated products that provide value to distributors and consumers, addressing the challenges posed by evolving retail dynamics [15][14]