新华网北京6月25日电 "自中国改革开放以来，三得利始终积极参与中国市场的发展，致力于成为推动 中日友好的桥梁。" 这是三得利（中国）投资有限公司董事长大塚德明对三得利在华41年发展历程的高度概括。 三得利在中国的41年，是企业不断适应市场变化、推动本土化创新的历程。从早期的市场开拓到如今的 本土化创新，三得利在中国饮料行业的每一步都留下深刻印记。 三得利来到中国 茶香氤氲间，大塚德明首先介绍了企业的发展历程："三得利诞生于1899年，2025年是三得利集团成立 的126周年。"而三得利在中国的故事，要从54年前的一个战略决策说起。 20世纪70年代初，中日关系正处于走向正常化的重要历史节点。1971年，时任三得利社长佐治敬三先生 敏锐地意识到中日友好关系的重要性。作为日本关西经济界访华代表团的一员访问中国，并受到周恩来 总理的接见。这一历史性访问开启了三得利与中国友好关系的序幕，也为三得利在中国市场的长期发展 奠定了坚实基础。 "我们应当发挥带头作用，为中日经济与文化交流铺平道路。"佐治敬三先生的这番话，为三得利在中国 的发展指引了方向。 改革开放后，中国市场焕发出蓬勃生机，三得利积极参与其中。1981年， ...

Core Insights - The report highlights the rising popularity of functional and health-oriented food products driven by workplace health needs and an aging population, leading to innovative product developments in the nutritional supplement category [4] - The leisure food sector is experiencing a transformation towards emotional consumption, with products leveraging regional symbols and nostalgia to meet consumer demands [5] Group 1: Product Rankings - The top three products in the consumption heat index are: 1. Hand-pulled cheese (1.51) 2. Freshly picked lychee from Yunnan (1.28) 3. High-quality fresh milk from Guangming (1.25) [2][3] - New entries in the index include various products such as hand-pulled cheese, lychee, and high-quality fresh milk, indicating a trend towards innovative food offerings [2][3] Group 2: Health and Nutrition Trends - The demand for health supplements is increasing, with products like Yanzhi's low-sugar bird's nest and Swisse's whey protein powder being tailored for specific consumer needs, such as office settings and personalized nutrition [4] - Abbott's senior nutrition powder combines 18 essential nutrients to address comprehensive health needs, targeting the elderly demographic [4] Group 3: Leisure Food Innovations - Leisure food products are evolving to cater to emotional consumption, with brands like Hand-pulled cheese and Old Sichuan beef jerky using cultural elements to enhance consumer connection [5] - The rise in water beverage sales is noted, with brands like Yuanqi Forest and Suntory innovating to meet the hydration needs of active consumers [5] Group 4: Index Overview - The report is part of the CRCINDEX series, which includes various consumption indices aimed at tracking market trends and providing insights for businesses [6][7]

Core Viewpoint - The chairman of Jinmailang responded to the controversy regarding the OEM production of Wahaha bottled water, emphasizing the scale and efficiency of their operations while revealing low profit margins on their own products [1][2]. Group 1: OEM Production Details - Jinmailang produced over 500 million boxes, equivalent to 12 billion bottles of Wahaha bottled water in the past year, due to a surge in demand [2]. - The collaboration began in May of the previous year and is set to end in May of this year, contrary to Wahaha's statement that the partnership will terminate in April 2025 [3]. - Wahaha's statement indicated that some batches of bottled water did not pass factory sampling tests, but Jinmailang's chairman did not address this issue during the interview [4]. Group 2: Financial Insights - Jinmailang's blue label water has a net profit of only 0.02 yuan per bottle, with a retail price of 1 yuan, providing a competitive edge in a market where bottled water is often priced at 2 yuan [6]. - Jinmailang's annual sales volume for its own bottled water products, including blue label water and Liangbai water, exceeds 12 billion bottles [2]. Group 3: Company Background - Jinmailang Group was established in 1994 and has a diverse product range including convenience foods, beverages, and flour [5]. - Jinmailang Beverages Co., Ltd. was founded in 2006 and has established a significant presence in the packaged drinking water market with products like Liangbai and blue label water [5]. Group 4: Other OEM Relationships - Other companies, such as Suntory and Hema, also have OEM relationships with Jinmailang, with Jinmailang's factories accounting for over 30% of Suntory's national production of oolong tea [9].

Core Viewpoint - The chairman of Jinmailang responded to the controversy regarding the OEM production of Wahaha bottled water, clarifying the partnership and production details between the two companies [1][4]. Group 1: Partnership and Production Details - Jinmailang has produced over 50 million boxes (equivalent to 120 million bottles) of bottled water for Wahaha since the partnership began in May of the previous year [1]. - Jinmailang operates 26 production bases across the country, which allows for reduced transportation costs and efficient production capabilities, including 32 high-speed production lines out of 115 total beverage lines [1]. - Wahaha announced the termination of its partnership with Jinmailang effective April 2025, while Jinmailang's chairman indicated that the cooperation would end in May of this year [1][4]. Group 2: Product Quality and Market Response - Wahaha's statement acknowledged that some batches of bottled water did not pass factory sampling tests during the OEM production period, but assured consumers that all currently sold products meet national quality standards [4]. - Jinmailang's blue label bottled water is priced at 1 yuan, providing a competitive advantage in a market where similar products are priced at 2 yuan [2]. - The net profit for each bottle of blue label water is reported to be 0.02 yuan [2]. Group 3: Industry Context - Other companies, such as Suntory and Hema, also have OEM relationships with Jinmailang, with Jinmailang accounting for over 30% of Suntory's national production of oolong tea [8].

Core Viewpoint - Wahaha Group has terminated its contract manufacturing relationship with Jinmailang, citing quality control issues and production capacity constraints as key reasons for the decision [4][6][10] Group 1: Company Actions and Statements - On May 15, Wahaha announced the end of its contract with Jinmailang, stating that some batches of bottled water did not pass quality checks during internal inspections [4][6] - Wahaha emphasized that all currently sold bottled water meets national quality standards and its own quality management standards [4][6] - The company has completed the layout of 18 high-speed production lines and has built several modern factories to stabilize supply and achieve full self-production [4][8] Group 2: Market Context and Consumer Reactions - The termination of the contract has sparked discussions among consumers regarding the consistency and quality of bottled water, with some expressing concerns about the lower price of Jinmailang's products compared to Wahaha's [6][8] - Wahaha's sales have significantly increased since March of the previous year, leading to a situation where production capacity could not meet demand, necessitating the use of contract manufacturing [8][9] Group 3: Industry Implications - The contract manufacturing model is common in the consumer goods industry, allowing companies to quickly expand capacity and reduce transportation costs [6][8] - Analysts suggest that Wahaha's shift towards contract manufacturing aligns with the beverage industry's trend towards lighter asset models, which can help address overcapacity issues faced by Jinmailang [8][9]

Group 1: Fresh Milk Market Price War - The fresh milk market price war is intensifying, with various promotions observed in supermarkets and online platforms [1][2] - Specific examples include discounts and buy-one-get-one-free offers from major brands like Yili, Junlebao, and Mengniu [1][2] Group 2: Sales Pressure on Dairy Companies - Major dairy companies are experiencing significant sales pressure, with Yili's liquid milk revenue dropping to 75 billion RMB in 2024, a year-on-year decline of 12.32% [3] - Mengniu's liquid milk revenue for 2024 was 73.07 billion RMB, down 10.6% year-on-year [4] - Other companies like Guangming and Sanyuan also reported declines in liquid milk revenue, indicating a broader trend in the industry [4] Group 3: Overall Dairy Market Challenges - The entire dairy market is facing demand contraction, with a 2.7% year-on-year decline in total dairy sales in 2024 [5] - Companies are producing large quantities of industrial milk powder to cope with excess raw milk, leading to significant inventory issues and losses of 10,000 to 20,000 RMB per ton sold [5] Group 4: Market Outlook - The price war in the fresh milk market shows no signs of abating, as companies continue to struggle with sales and profitability [6]

近日，新锐无糖茶品牌果子熟了官宣国民演员杨紫升任"全球品牌代言人"。老牌无糖茶品牌三得利紧随其后，官宣知名演员成毅担任乌龙茶品牌代言人。一 老一新，两大无糖茶品牌相继官宣代言人，除了看中明星背后的粉丝经济外，销量焦虑也不言而喻。随着夏日来临，无糖茶品牌竞争加剧，不过光靠形象代 言人能否保证销量，还需打个问号。 明星加码 增速放缓 自2023年爆火以来，无糖茶经历了两年的高速增长后，市场趋于理性，品牌竞争常态化。而从今年以来，无糖茶的增速明显放缓。马上赢发布的数据显示， 整个即饮茶赛道在今年2月和3月连续两个月销售额同比增速为负。 业内分析人士指出，一方面，农夫山泉和三得利占据着85%的市场份额，给其余品牌所留空间不多，以康师傅、统一、娃哈哈、东鹏饮料（605499）、元气 森林为代表的"实力派"，以及以果子熟了、茶小开、让茶为代表的"新锐派"在剩余市场份额中厮杀，市场被进一步分化；另一方面，养生水等新品类异军突 起，分食了一部分市场份额，前瞻产业研究院报告指出，2024年至2028年的五年内，中式养生水市场规模年复合增速约为88.9%，预计到2028年其市场规模 会达到108亿元。 在市场细分情况下，品牌增长 ...

Group 1 - Suntory Oolong Tea has appointed Cheng Yi as its brand ambassador, aligning his serious and professional image with the brand's high-quality positioning [1][2] - The brand has launched a new advertisement campaign titled "With This Quality, Suntory Oolong Tea," injecting fresh energy into its premium tea beverage offerings [1][2] - Since entering the Chinese market in 1997, Suntory Oolong Tea has focused on creating high-quality products, including its classic no-sugar Oolong tea made from premium Fujian tea leaves [2][3] Group 2 - Suntory Oolong Tea has introduced various flavored Oolong series products, such as Jasmine Oolong, Orange Peel Oolong, and Osmanthus Oolong, to meet consumer demand for innovative flavors [2][3] - In response to the trend of more refined tea beverage consumption, Suntory Oolong Tea plans to explore new flavor innovations, including the development of "Pure Tieguanyin with Elegant Orchid Aroma" by 2025 [2][3] - The collaboration with Cheng Yi is based on a shared commitment to quality and long-term vision, aiming to present high-quality tea to a broader audience [2][3]

关注公众号回复"报告"免费领取各行业2024趋势报告 每天三分钟，用CEO的视角听张超评说品牌、解读商业。分享对于商业世界的认知、观 察、思考。 大渔策划创始人 协助多家企业快速从0~10、10~30亿 咨询交流 +v:dych201701 本文来自微信公众号： 大渔策划张超 ，作者：大渔策划张超，原文标题：《万字讲透三得利：从杂货铺到千亿威士忌巨头，三得利的做对了什 么？》，题图来自：AI生成 以下文章来源于大渔策划张超 ，作者大渔策划张超 大渔策划张超 . 三得利2024年营收超过1600亿人民币，稳居全球饮料行业前三，是农夫山泉的4倍，娃哈哈的2倍，创业初期推出的"赤玉波特酒"曾打破欧美对葡萄酒 市场的垄断，穿越百年仍然畅销，成为日本葡萄酒工业的里程碑式产品。山崎威士忌更以"东方风味"征服全球烈酒市场、2018年，单瓶山崎50年在香 港拍卖会以233.7万港元成交，刷新日威拍卖纪录。 在茶领域，三得利乌龙茶绑定福建乌龙茶，打造"中国血统"，成功击败伊藤园，实现在无糖茶领域的后来居上。三得利乌龙茶在中国无糖茶市场，更 是成了"中国茶"的代表，是仅次于东方树叶的第二大品牌。 从西方葡萄酒、西方威士忌、再到中 ...

Core Insights - Suntory's revenue for 2024 is projected to exceed 160 billion RMB, positioning it among the top three global beverage companies, significantly outperforming competitors like Nongfu Spring and Wahaha [1] - The company has successfully localized Western products, such as wine and whiskey, to cater to Japanese tastes, exemplifying a history of adaptation and innovation [3][4] Group 1: Company Overview - Suntory's "Akadama Port Wine" broke the Western monopoly on the wine market and remains a milestone product in Japanese wine history [1] - The company has established itself as a leader in the beverage industry, with its Yamazaki whiskey achieving record auction prices, highlighting its global appeal [1] Group 2: Market Positioning - Suntory's Ulong tea has successfully captured the Chinese market, becoming the second-largest brand in the no-sugar tea segment, demonstrating effective market penetration strategies [2] - The company has positioned its Ulong tea as a representative of "Chinese tea," effectively competing against established brands like Ito En [2] Group 3: Historical Development - Suntory's development can be divided into four key phases, starting from the establishment of Japanese-style wine in the late 19th century to the current dual focus on affordable and premium whiskey [5][7] - The first phase (1989-1920) involved the introduction of Japanese wine, while the second phase (1920-1945) focused on creating Japanese whiskey, marking significant growth for the company [7][27] Group 4: Localization Strategy - The founder, Shinjiro Torii, recognized the potential of wine in Japan and adapted Western wine to suit local tastes, leading to the creation of "Akadama Port Wine" [6][12] - Suntory's strategy included modifying the wine's formula to reduce acidity and increase sweetness, making it more palatable for Japanese consumers [13][21] Group 5: Cultural Integration - Suntory effectively utilized cultural symbols in branding, such as the red circle label representing Japan's national flag, to evoke national pride among consumers [19] - The company has successfully integrated its products into Japanese dining culture, promoting wine as a staple in izakayas (Japanese pubs) [14][75] Group 6: Whiskey Market Transformation - The introduction of the "Kaku Bottle" whiskey in 1937 marked a significant shift, establishing a uniquely Japanese whiskey that resonated with local consumers [38][47] - Suntory's whiskey has evolved from a high-end product to a widely consumed beverage, with strategic marketing and pricing adjustments facilitating this transition [56][77] Group 7: Recent Challenges and Innovations - The company faced challenges due to economic downturns and changing consumer preferences, leading to a decline in whiskey consumption [83][89] - Suntory's recent strategies include launching canned whiskey products to appeal to younger consumers and compete with beer, reflecting a shift in marketing and distribution approaches [102][103]