中经记者 阎娜 孙吉正 成都报道 凭借"今天你养乐多了没"这一经典广告语，养乐多曾一度风靡中国市场。然而入华20余年后，养乐多却 频频收缩产能。 近日，日本养乐多本社株式会社宣布，其在华布局的首家工厂——广州第一工厂将于11月30日正式关 闭，原有生产功能将逐步转移至广州二厂及佛山工厂。这距离去年12月上海工厂关闭尚不足一年。在业 内看来，一年内两家工厂关闭并不只是产能调整，而是意味着其在华业务迎来收缩调整阶段。 战略定位专家、福建华策品牌定位咨询创始人詹军豪在接受《中国经营报》记者采访时表示，养乐多此 次关厂主要受两大因素驱动：一是销量大幅下滑导致产能过剩，关闭工厂可降低运营成本。二是市场竞 争加剧，蒙牛、伊利等本土巨头加码，持续挤压养乐多的市场份额。一年内两次收缩产能，反映出养乐 多在华业务面临较大压力，需调整战略以适应市场变化。 财报数据显示，2025年1—6月，在中国市场养乐多合计日销447.2万瓶。尽管较2024年同期的426.7万瓶 略有回升，但与巅峰时期日均760.9万瓶相比，仍存在显著差距。 去年上海工厂的关闭同样源于销量不振。养乐多2025财年前三季度（2024年4—12月）财报显示，上海 ...

Core Viewpoint - Yakult is undergoing significant restructuring in China, closing key production facilities in Guangzhou and Shanghai due to declining sales and increased competition, indicating a critical challenge for the brand in maintaining its market position [4][6][9]. Group 1: Factory Closures - Yakult announced the closure of its Guangzhou factory, effective November 30, as part of a strategy to optimize production and manage resources more effectively [4][6]. - The Guangzhou factory's closure follows the earlier shutdown of the Shanghai factory, signaling a retreat from core production areas in East China [9]. - Following these closures, Yakult's production bases in China will reduce from six to five, consolidating operations to address declining sales [11]. Group 2: Sales Decline - Daily sales in Guangzhou have dropped significantly from 282 million bottles in 2021 to 149 million bottles in early 2025, indicating nearly a 50% decline [6][7]. - Nationally, Yakult's daily sales fell from 597.4 million bottles in 2019 to 383.1 million bottles in early 2025, reflecting a broader trend of declining demand [9]. Group 3: Market Challenges - Increased competition from local brands like Mengniu and Yili, which offer lower-priced alternatives, has intensified market pressure on Yakult [14][15]. - Changing consumer preferences towards low-sugar and healthier options have diminished Yakult's appeal, as its products are perceived as high in sugar [15][18]. - The brand's reliance on its flagship product, the "small red bottle," has hindered its ability to adapt to market changes and consumer demands [20]. Group 4: Strategic Missteps - Yakult's failure to innovate beyond its core product line has left it vulnerable in a rapidly evolving market, where consumers are seeking diverse and healthier options [20]. - The company's delayed response to the rise of online channels and community-based sales has further exacerbated its market share loss [20].

Core Insights - The company Yakult is undergoing significant operational restructuring in China, including the closure of its first factory in Guangzhou, which is part of a broader strategy to enhance competitiveness and achieve sustainable development in the market [2][4]. Performance Decline - Yakult's average daily sales in Guangzhou for the first quarter of this year were only 1.49 million bottles, which is less than half of the 2.82 million bottles sold daily in 2021 [4]. - Nationally, Yakult's daily sales peaked at 7.61 million bottles in 2019 but have since dropped to 4.44 million bottles in 2024, representing a decline of over 40% [4]. - The company's net sales for the first three quarters of the 2025 fiscal year showed a slight decrease of 0.4%, while operating profit fell by 9.2% [4][5]. Market Challenges - The closure of the Guangzhou factory is attributed to aging equipment and excess production capacity due to declining sales [2][6]. - The competitive landscape has changed significantly, with local dairy companies launching similar products, which has eroded Yakult's market dominance [6][7]. - Consumer perceptions have shifted, with a growing skepticism towards health claims associated with probiotics, further impacting sales [9]. Strategic Responses - In response to market challenges, Yakult has introduced new product variations, including low-sugar options and flavored drinks to cater to changing consumer preferences [9][10]. - Despite these efforts, overall sales remain significantly below peak levels, indicating that the company is facing both external competition and internal brand challenges [10].