Core Viewpoint - The article discusses the emergence of a new generation of national brands that leverage innovative products and business models to gain significant market share in mature industries [4][5]. Group 1: New Generation National Brands - New generation national brands are defined as those that identify opportunities within existing large categories to create impactful new brands through innovative products and models [4]. - Three companies, October Rice Field, Yuan Shi Mu Yu, and Zhi Hu, have achieved annual sales of over 5 billion, exemplifying the success of new generation national brands [5]. - These brands can rapidly grow in mature industries, establishing effective industry positions while continuously refining their product models to create new products with a scale of 1 billion [7]. Group 2: Omnichannel Strategy - New generation national brands excel as omnichannel champions, effectively combining online and offline strategies to achieve rapid growth [8]. - By utilizing online platforms like JD.com, Tmall, and Douyin, these brands can reach a scale of 1 billion within 2-5 years and then leverage that momentum to enter offline channels, aiming for a scale of 5 billion to 10 billion [8][9]. Group 3: Case Studies October Rice Field - October Rice Field is the leading online brand in the rice category, achieving nearly 5 billion in sales last year and listing on the Hong Kong Stock Exchange [10]. - The brand's success is attributed to three advantages: high-quality sourcing from Northeast China, efficient supply chain management, and strong market share [11]. - The case of October Rice Field illustrates how traditional industries can be upgraded through product, channel, and brand innovation [12]. Yuan Shi Mu Yu - Yuan Shi Mu Yu has built its brand by addressing key issues in the furniture industry, such as health concerns and aesthetic appeal [13]. - The company capitalizes on local processing capabilities and supply chain management, offering a wide range of products at competitive prices [14]. - Yuan Shi Mu Yu achieved 1 billion in sales by starting online and expanding to offline stores, with plans to increase its store count from 900 to over 1200 [14]. Zhi Hu - Zhi Hu has rapidly grown in the tissue paper category by offering affordable products directly to consumers, targeting lower-tier cities [15]. - The brand innovated its product packaging and marketing strategies, leading to significant sales growth on platforms like Douyin [16]. - Zhi Hu's approach demonstrates the importance of consumer-centric innovation and emotional value in driving product premiumization [17].

i黑马 . 让创业者不再孤独@i黑马 常斌，启承资本创始人&管理合伙人，黑马加速导师。 以下文章来源于i黑马 ，作者i黑马 曾负责京东集团的战略投资，于2016年创办启承资本，专注消费投资，助力新一代消费冠军。已经投资 了京东物流、万物新生、十月稻田、锅圈食汇、德尔玛、源氏木语、植护、零食很忙、钱大妈、薛记炒 货、海马体、M Stand等知名品牌。 今天大家又感到迷茫彷徨。但我相信，肯定还有一些生意是有结构性机会的。 我们的信心从哪里来？ 首先是9亿人的刚需升级机会。9亿人的下沉市场将成为接下来中国消费的主流市场。 在十年、二十年前，中国上一代消费冠军是以海外品牌为主的中高端品牌，包括麦当劳、星巴 克、ZARA、耐克等等。这些品牌主要面向的是二线以上城市的中产消费者，大概有三四亿 人。 我们具体分析一下 瑞幸和星巴克。 星巴克目前在中国有6000多家店，中国是其全球第二大市场。 瑞幸也是先在一二线城市启动的，在一二线城市变成了星巴克的平替。 但瑞幸真正狂飙突进是这两年，通过生椰拿铁等几款调配产品一路下 沉，甚至到乡镇市场。瑞 幸去年共有16000多家店，今天超过2万家店没有什么问题。 也就是说，让一线城市和四 ...

以下文章来源于i黑马 ，作者i黑马 i黑马 . 让创业者不再孤独@i黑马 常斌，启承资本创始人&管理合伙人，黑马加速导师。 曾负责京东集团的战略投资，于2016年创办启承资本，专注消费投资，助力新一代消费冠军。已经投资 了京东物流、万物新生、十月稻田、锅圈食汇、德尔玛、源氏木语、植护、零食很忙、钱大妈、薛记炒 货、海马体、M Stand等知名品牌。 今天大家又感到迷茫彷徨。但我相信，肯定还有一些生意是有结构性机会的。 我们的信心从哪里来？ 首先是9亿人的刚需升级机会。9亿人的下沉市场将成为接下来中国消费的主流市场。 在十年、二十年前，中国上一代消费冠军是以海外品牌为主的中高端品牌，包括麦当劳、星巴 克、ZARA、耐克等等。这些品牌主要面向的是二线以上城市的中产消费者，大概有三四亿 人。 我们具体分析一下 瑞幸和星巴克。 星巴克目前在中国有6000多家店，中国是其全球第二大市场。 瑞幸也是先在一二线城市启动的，在一二线城市变成了星巴克的平替。 但瑞幸真正狂飙突进是这两年，通过生椰拿铁等几款调配产品一路下 沉，甚至到乡镇市场。瑞 幸去年共有16000多家店，今天超过2万家店没有什么问题。 新的生意一定要基于中国新 ...