也许您也深切感受到：市场越来越"难以预测"：个别品牌凭借一款单品引爆市场，而有的 却陷入"不投流没生意，投了难盈利"的增长困境。 其实，这也意味着2025年中国快速消费品市场步入以结构调整为核心的精细化增长阶段。 "价值深耕" 成为企业破局的核心命题，这背后是五大核心趋势正在深刻重塑消费逻辑与竞 争格局。 2 025年，消费平替已不再是简单的低价替代，而是消费者对"质价比"的理性权衡，这 种 趋 势 在 过 去 四 年 持 续 深 化 。 《 2025年中国购物者报告，系列一》 显 示 ， 在 包 装 食 品、饮料、家庭护理和个人护理四大类目中，消费者均在积极寻找更经济实惠的替代 选择。 这种趋势也推动了 本土品牌 进一步崛起，在报告追踪的2 7个快消品类中，近半数品类 出现本土品牌抢占外资品牌市场份额的情况。2024年，本土品牌整体市场份额已攀升 至76%。同时，品类内部呈现显著分化：高端面巾纸、瓶装水、个人清洁用品等销售 额下滑，为白牌和自有品牌带来增长窗口；而高端果汁、冲泡咖啡等品类凭借产品创 新仍实现超市场均值的增速。 这一洞察的核心在于，消费者选择已从"单纯省钱"转向"精明消费"，品质与价格的精 细 ...

以下文章来源于波波夫同学 ，作者波波夫 波波夫同学 . 关注被技术异化的世界 本文来自微信公众号： 波波夫同学 ，作者：波波夫，原文标题：《满大街的骆驼，也无法解释即将 过去的2025》，题图来自：视觉中国 今年冬天，如果骆驼说自己是中国卖得第二火的羽绒服，可能没人敢说是第一了。 之前，我对骆驼品牌的印象不深。但最近挤地铁时，在一片黑压压的羽绒服中，就数CAMEL的logo 最多，这些移动的人行广告牌，让我对这个品牌产生了好奇。 我上拼多多搜了下骆驼羽绒服，第一屏推送的商品里，最靠前的关键词分别是，"王俊凯同款""直播 间同款""小红书同款"，骆驼流行的原因，感觉一下子找到了。 王俊凯拍了下骆驼的屁股 2024年，骆驼签了王俊凯做品牌代言人。 王俊凯的微博有1.09亿粉丝，抖音的粉丝也超过了8000万，如果再算上小红书之类的社交平台，全 网粉丝总量应可能都超过了2亿。 这对于任何消费品牌而言，都是一个能直接触达海量优质年轻客群、并快速提升品牌形象的强大媒 介。如果你是骆驼的市场负责人，你大概也会选王俊凯代言，让他帮忙提升骆驼品牌在年轻消费者心 中的时尚感和品质感。 骆驼的核心目标人群，多为18～25岁追求性价 ...

作为新增长引擎之一， 湿厕纸 表现出色，根据Worl dpa ne l消费者指数家庭样组数据：截 至2 0 2 5年1 0月3日的5 2周， 湿厕纸销售额同比增长3 5% ，贡献了生活用纸整体增长额的 3 0%。消费人群的稳步扩大，形成了持续的增长动力：湿厕纸渗透率从2023年的13%增长 至最近一年的 2 2% 。同时，消费者也买得更加频繁，重复购买的顾客也显著增加。 消费者对湿厕纸的适应需要一个需求变化的过程，并非直接替代传统的干卫生纸。湿厕纸 从经期的护理、旅行外出等特殊的 需求场景切入 ，再延伸到 日常生活的场景 。产品能够 有越多适用的场景，就越能引导消费者形成使用习惯，从而推动消费者从尝试到习惯的消 费行为转变。 从消费者画像来看， 年轻无孩家庭 和 成年家庭 是湿厕纸的核心客群。数据表明，他们对 该品类的购买倾向指数分别达到1 4 6和117。这两群消费者也是驱动市场增长的主要客群， 截 至 2 0 2 5 年 10 月 3 日 的 5 2 周 ， 他 们 的 销 额 增 速 均 超 过 43% ， 明 显 高 于 整 体 消 费 者 增 速 水 平。 同时，这两类家庭有更高的消费能力， 户均花 ...

Core Insights - A new retail model centered around "strict selection + discount" membership supermarkets is rapidly emerging in China, with Dikaim Global Selected Savings Supermarket leading the trend by offering "brand quality at bulk prices" [1][10] Group 1: Business Model - Dikaim's unique business model leverages a global direct sourcing system, allowing it to offer imported goods at 50-70% lower prices compared to traditional retail channels [3] - The supermarket has established direct partnerships with 156 quality suppliers from 23 countries, eliminating middlemen and significantly reducing retail prices [3] - Membership plays a crucial role in Dikaim's strategy, with a yearly fee of 199 yuan granting access to exclusive member prices, which helps in demand forecasting and inventory management [5] Group 2: Product Strategy - Dikaim focuses on a "small area, high turnover" store strategy, with store sizes ranging from 300 to 800 square meters and a selection of 3,000 to 5,000 SKUs [7] - The product selection emphasizes high-frequency, essential, and consumable items, with imported goods making up about 35% of the inventory [7] - Dikaim's private label brands, such as "Dixuan" and "Kamu Premium," have higher profit margins compared to similar branded products, contributing significantly to profit growth [7] Group 3: Challenges and Future Plans - Dikaim faces challenges in consumer education regarding the membership model and quality control during rapid expansion, as evidenced by recent complaints about imported milk [8] - The company plans to increase its direct sourcing ratio to 85% over the next three years and is exploring automation in its supply chain [8] - Dikaim aims to extend its "strict selection" concept into service areas, considering exclusive member benefits in tourism and education to create a comprehensive lifestyle service platform [8]

Core Insights - The global beverage industry is undergoing a profound structural transformation driven by inflation, generational shifts in consumer behavior, and technological innovation [1] - High-end beverages are experiencing growth in emerging markets, while non-alcoholic drinks are highlighted as a major trend with a projected growth rate of 9% in 2024 [1][7] Group 1: Market Trends - The ready-to-drink cocktail and long drink categories are expected to double in global sales from 2019 to 2029, with North America potentially seeing a 400% increase [5] - The trend of "mindful drinking" is moving from the margins to the mainstream, with over 60% of millennials actively reducing alcohol consumption [7] - The importance of home drinking scenarios is increasing, with global sales in ready-to-drink channels expected to decline by 10-15% from 2019 to 2024 [13] Group 2: Consumer Preferences - Local brands are gaining popularity, as evidenced by Indian single malt whisky surpassing Scottish whisky in sales, capturing 53% of the market share [9] - The demand for products that offer multiple functionalities and reliability is rising, with 68% of consumers willing to pay a premium for such products [15] - The trend of "evening sipping" is gaining traction, with consumption during the 4-7 PM time slot increasing by 22% over the past three years [16] Group 3: Digital Transformation - E-commerce channels are expected to see a 2% growth in global online beverage sales in 2024, with the Asia-Pacific region leading at 4% [14] - Brands are shifting from merely selling products to content marketing, leveraging platforms like short videos and live streaming to enhance consumer engagement [14] Group 4: Regulatory Environment - The regulatory landscape for alcoholic beverages is becoming increasingly stringent, with measures such as health warning labels and sugar taxes impacting consumption patterns [18] - Brands need to integrate compliance requirements into product development and marketing strategies, necessitating the establishment of specialized policy monitoring teams [18] Group 5: Experience-Centric Consumption - Consumers are placing greater emphasis on the overall drinking experience, including the story behind the product and the social sharing value [19] - Successful brands are transitioning from product providers to experience curators, utilizing immersive tasting events and digital tools to enhance consumer engagement [19]

Core Viewpoint - Kao is targeting Generation Z with its new hair care product line "MEMEME," which features a time-saving conditioner that can be applied in just 10 seconds, significantly shorter than the typical 60 seconds recommended for conditioners [2][4]. Group 1: Product Launch and Target Market - The "MEMEME" product line will be launched on August 9 in approximately 10,000 stores, with a price point of 1,540 yen (about 75.2 RMB) for both shampoo and conditioner, making it about 10% cheaper than previous high-end lines aimed at older demographics [4]. - The product line is designed for teenagers and young adults aged 10 to 20, with the concept of "showing one's cuteness = my cuteness," aiming to create hair care products that enhance mood and self-expression [4][5]. Group 2: Market Strategy and Consumer Insights - Kao collaborated with "SHIBUYA109 lab." to understand the emotional needs of Generation Z, conducting qualitative interviews and product testing to refine branding and packaging [5]. - The design of the product packaging, particularly the vibrant red container, was positively received, reflecting the youthful energy and emotional appeal desired by the target demographic [5]. Group 3: Market Position and Financial Goals - Kao's market share in the high-end hair care segment has declined from 22.7% in 2009 to 12% in 2023, while the high-end market's share has grown from 16% in 2017 to an expected 50% by 2024 [5][6]. - The company aims to increase its profit margin from around 10% back to over 20% by 2027, with the launch of "MEMEME" seen as a crucial step in revitalizing its market share and profitability [7].

Core Viewpoint - The wedding industry is undergoing a significant transformation as younger generations prioritize cost-effectiveness and practicality over traditional extravagant spending, leading to a decline in wedding-related expenditures [3][4][5]. Group 1: Changing Consumer Behavior - Young couples are increasingly opting for budget-friendly wedding options, such as eliminating traditional elements like elaborate wedding processions and reducing the number of banquet tables [9][10]. - The shift in consumer mindset is evident as many now consider the practicality of wedding attire, with a focus on whether outfits can be reused for other occasions [19][22]. - The demand for simpler, more affordable wedding dresses has surged, with sales of heavy, ornate gowns declining significantly [21][22]. Group 2: Industry Challenges - The once-thriving Suzhou Huqiu Wedding Dress City, which accounted for 70% of the national wedding dress production, is now facing unprecedented challenges due to changing market dynamics [4][28]. - Store owners are experiencing a drastic drop in sales, with some reporting that they struggle to sell even ten dresses in a month during peak seasons [23][26]. - The rapid increase in rental prices and the oversupply of wedding dresses have created a competitive and unsustainable market environment [33][38]. Group 3: Market Dynamics - The wedding dress market is characterized by a fast-paced trend cycle, where styles can become outdated within a month, leading to inventory issues for retailers [32][39]. - Many retailers are resorting to price wars and imitation designs to stay competitive, resulting in a homogenization of products and a decline in unique offerings [39][45]. - The pressure to continuously introduce new designs has led to a decline in quality and originality, as many designers struggle to keep up with market demands [41][62]. Group 4: Future Prospects - Retailers are exploring various strategies to adapt, including focusing on handmade custom designs and leveraging social media for marketing [62][66]. - However, the competition from online platforms, which offer better prices and services, poses a significant threat to traditional brick-and-mortar stores [67][68]. - The industry's future remains uncertain as many businesses grapple with high operational costs and a shrinking customer base, leading to a sense of urgency among store owners to find viable solutions [48][68].

Core Viewpoint - The wedding industry is experiencing a significant transformation as younger generations prioritize cost-effectiveness and practicality over traditional lavish spending, leading to a decline in wedding-related expenditures and a shift in consumer behavior [1][10][11]. Group 1: Changing Consumer Behavior - Young couples are increasingly opting for budget-friendly wedding options, such as eliminating traditional elements like wedding processions and reducing the number of banquet tables [1][6]. - The trend of "smart spending" is evident, with many couples choosing simpler wedding dresses and reusing outfits for multiple wedding-related events [9][10]. - The focus has shifted from the extravagance of wedding attire to the practicality of future use, with many young consumers questioning the necessity of high expenditures on garments that are often worn only once [10][11]. Group 2: Impact on the Wedding Industry - The Suzhou Huqiu Wedding Dress City, once a leading hub for wedding attire production, is now facing unprecedented challenges due to changing market demands and declining marriage rates [1][12][14]. - Retailers in the wedding dress market are struggling with reduced sales, with some reporting that they cannot sell even ten dresses in a month during peak seasons [11][12]. - The industry is witnessing a shift from high-end, elaborate wedding dresses to simpler, more affordable options, reflecting the changing preferences of consumers [10][11]. Group 3: Market Dynamics and Competition - The wedding dress market is characterized by intense competition, with many retailers resorting to price wars and imitation designs to attract customers [17][19]. - The rapid turnover of fashion trends in the wedding industry has led to a situation where many retailers are forced to frequently update their inventory, often resulting in a lack of unique offerings [15][19]. - Retailers are increasingly turning to online platforms for sales, but face challenges due to price transparency and competition from e-commerce, which often offers better prices and return policies [27][32]. Group 4: Future Strategies - Wedding dress retailers are exploring various strategies to adapt to the changing market, including focusing on brand recognition and leveraging social media for marketing [30][31]. - Some businesses are attempting to pivot towards custom-made and high-end products, although this approach may not be feasible for all retailers due to high costs and low order volumes [28][30]. - The industry is at a crossroads, with many retailers feeling pressured to innovate while grappling with the realities of a declining market and changing consumer preferences [24][32].

Core Viewpoint - The lawsuit filed by lululemon against Costco's Kirkland Signature and Danskin brands highlights a significant trend in the retail market: the rise of "dupe" culture, where consumers seek affordable alternatives to high-end products, challenging traditional brand value perceptions [8][23][24]. Group 1: Legal Dispute - lululemon filed a lawsuit on July 1, 2025, against Costco's Kirkland Signature and Danskin for selling products that closely mimic lululemon's signature apparel at significantly lower prices [1][3][4]. - Price comparisons reveal stark differences: lululemon's Define jacket ranges from $99 to $168, while Costco's imitation Jockey yoga jacket is priced between $17 and $30 [1]. - The lawsuit reflects a broader trend of consumers gravitating towards affordable alternatives, as evidenced by the rapid sell-out of the alleged infringing products on Costco's website following the lawsuit announcement [8]. Group 2: Rise of "Dupe" Culture - The legal battle is part of a larger consumer-driven trend amplified by social media, where products like the "Walmart Birkin" bag have gained viral popularity, prompting consumers to question the necessity of high-priced luxury items [9][11][13]. - TikTok has played a crucial role in exposing the supply chains of luxury brands, revealing that the production costs of high-end items are often significantly lower than their retail prices, thus fueling the demand for affordable alternatives [14][17]. - The emergence of platforms like Temu and Shein demonstrates the ability to replicate high-end products at a fraction of the cost, further challenging traditional brand loyalty [24][25]. Group 3: Changing Consumer Behavior - Economic pressures and rising living costs have led younger consumers, particularly Gen Z and millennials, to prioritize value over brand prestige, seeking products that meet their aesthetic and emotional needs without the associated brand markup [17][18]. - The shift from "conspicuous consumption" to "self-satisfaction" reflects a deeper change in consumer mindset, where savvy shopping and finding the perfect dupe are celebrated rather than shamed [19][20]. - Retail giants like Costco and Walmart are leveraging their own brands to compete effectively against established luxury brands, indicating a significant shift in the retail landscape [20][21].

Core Insights - The rise of private labels is significantly impacting the retail landscape in China, with over 45% of Chinese consumers having purchased private label products at least once by 2024 [2][5] - The growth of private labels is primarily driven by the European market, which accounts for nearly 70% of the global increase, indicating potential for further expansion in the Asian market [2][5] Group 1: Market Contribution and Trends - Private labels are increasingly contributing to the fast-moving consumer goods (FMCG) market, with a notable rise in their share within consumer shopping baskets [5] - Categories such as food and beverages, as well as household cleaning products, are becoming the main battlegrounds for private labels, with higher penetration rates in beverages, snacks, and paper products [8] Group 2: Consumer Behavior and Preferences - The purchasing logic of consumers regarding private labels is shifting from merely seeking low prices to also desiring a sense of quality and sophistication [12] - Younger single individuals or couples, as well as adult families, are the primary consumers of private labels, with younger consumers focusing on product ingredients and experiences, while families prioritize cost-effectiveness and convenience [16] Group 3: Retailer Strategies and Market Dynamics - Retailers are evolving from being mere sales channels to becoming brand owners, deeply involved in product development and market definition, which is reshaping the competitive landscape [18] - Manufacturers face a critical choice: to compete directly with private labels on the shelf or to restructure their collaboration with retailers to optimize product offerings that meet consumer needs [18]