Core Insights - The article discusses the evolving landscape of the new tea beverage industry, emphasizing the importance of supply chain management as a core competitive advantage [9][11][13] - It highlights the trend of "chain-style development" in product offerings, focusing on combinations of tea with milk and fruit, while noting the lack of inherent product barriers [11][12] - The article also addresses the challenges and dynamics of pricing strategies between brands and supply chain companies, indicating a shift towards larger players dominating the market [41][39] Group 1: Supply Chain Dynamics - The core barrier in the new tea beverage industry lies in the supply chain rather than the products themselves, as individual consumers can replicate products but face higher costs and sourcing challenges [13][14] - Companies like Bangli leverage their comprehensive and flexible supply chain to offer a wide range of tea products and customized raw materials, which is a significant advantage over traditional tea businesses [16][17] - The supply chain's ability to lock in resources and stabilize costs is likened to a "futures business," where large-scale procurement ensures consistent product quality [24][26][27] Group 2: Product Development and Brand Strategy - Product design is identified as a critical area that brands must control, while non-core supply chain functions can be outsourced to specialized companies [33][34] - Bangli focuses exclusively on tea-related raw materials, enhancing its expertise and cost control in this area, while collaborating with various new tea brands [35][36] - The article suggests that successful brands will need to balance their product design capabilities with efficient supply chain partnerships to thrive in the competitive landscape [34][36] Group 3: Market Trends and Challenges - The new tea beverage industry is experiencing a rapid transformation characterized by price wars, where companies unable to sustain cost pressures may exit the market [41][42] - The article predicts a trend of larger companies acquiring smaller ones, driven by the need for scale and financial resources to manage supply chain complexities [41][42] - It emphasizes the necessity for companies to invest in production capabilities and technology to remain competitive in the evolving market [42][43]