2026年01月06日 证券研究报告 | 从B站/小红书/抖音探讨内容平台的 用户泛化与变现潜力 请务必阅读正文之后的免责声明及其项下所有内容 行业研究 · 海外市场专题 互联网 · 互联网Ⅱ 投资评级：优于大市（维持） 证券分析师：张伦可 证券分析师：王颖婕 0755-81982651 0755-81983057 zhanglunke@guosen.com.cn wangyingjie1@guosen.com.cn S0980521120004 S0980525020001 概要 内容社区与信息分发平台区别与影响：内容分发方式决定平台类型。早期内容供给有限、推荐算法不成熟，内容平台靠人与人的关系辅助内容分发， 稀缺导致创作者话语权高，涌现出B站、小红书、快手等内容社区；字节跳动以推荐算法为中心构建今日头条、抖音等内容产品，内容门槛低、供给足 够充分，平台话语权高。供求关系决定了内容平台的泛化难度和商业化潜力。 社区泛化路径：横向泛化为信息分发平台或垂直整合为文化品牌。目前B站红书在"利基市场"与抖音差异化竞争，我们预计B站/小红书日活可从 2025Q3的1.2/1.2亿增长至2/3亿（中远期5-7年）。 社 ...

今年似乎没有往年那么喧嚣，但如果你打开小红书，会发现过去一个月里，讨论买什么、如何买、求"好物攻略"的爆帖如织，双11相关话题曝光 量据统计超过了200亿，热度同比大涨600%。 社区的讨论热度也直接带动了小红书的商业生态爆发：小红书官方发布的数据显示，今年双11小红书电商的下单人数同比增77%，千万成交额商 家同比增140%；与此同时，小红书通过种草直达，助力上百个品牌的商品单品在天猫、京东等各平台上获得千万乃至破亿成交。 这个月活不到4亿的社区在双11中展现出另一种生机勃勃——中国消费市场并非需求枯竭，依旧存在大量未被满足的、个性化的"好货"需求，背后 体现的是"品质""兴趣"和"好审美"和价值诉求。 它的爆发并非突如其来，而是其独特的社区土壤历经多年涵养后，信任价值集中兑现的必然结果。小红书是中国消费发展的一个观察窗口，新趋势 蕴藏其中。 双11进入"第三阶段" 一个有意思的现象：双11既不复熬夜抢"史上低价""错过等一年"的轰轰烈烈，也没有了几年前"不买立省百分百"的抱怨与"抵制消费主义"社会情 绪。 双11已经进入第三个阶段："理性的悦己"阶段。 人们对在这个大型节点买点什么好的，哄自己开心、让家人 ...

Group 1 - The core viewpoint of the article highlights the transformation of the Double 11 shopping festival into a more rational and self-indulgent phase, where consumers prioritize quality and emotional value over mere low prices [5][7][27] - The discussion around Double 11 on platforms like Xiaohongshu has surged, with over 20 billion exposures and a 600% year-on-year increase in topic heat, indicating a vibrant consumer interest [2][10] - Xiaohongshu's e-commerce performance during Double 11 showed a 77% increase in the number of buyers and a 140% increase in merchants achieving over 10 million in transaction volume, reflecting a robust commercial ecosystem [2][19] Group 2 - The article notes that consumers are increasingly willing to spend on products that provide a sense of value and meaning, moving away from the previous mindset of chasing the lowest prices [7][26] - The "rational self-indulgence" phase of Double 11 is characterized by a calmer approach to shopping, where consumers focus on personal satisfaction and comfort for their families without the anxiety of missing out [5][4] - Xiaohongshu serves as a fertile ground for brands, allowing them to connect with discerning consumers who value quality and aesthetic appeal, thus facilitating the growth of good products [14][17][28] Group 3 - The article emphasizes that quality is the minimum requirement for good products, with brand reputation and consumer feedback being key factors in defining quality [14][18] - Xiaohongshu has become a platform where emerging brands can showcase their products and interact with consumers, exemplified by the success of brands like LEXHAM and PERSUN NO. [16][18] - The introduction of the "direct grass planting" feature on Xiaohongshu has enabled brands to achieve significant sales, with notable examples including Haier and TCL, demonstrating the effectiveness of community-driven marketing [21][22][29] Group 4 - The article discusses the evolving consumer preferences, with a notable increase in interest in niche categories such as trendy toys and cultural collectibles during Double 11, indicating a shift towards personalized consumption [18][26] - Xiaohongshu's community-driven approach fosters a trust chain between consumers and brands, enhancing the decision-making process and driving sales conversions [28][30] - The platform's ability to match consumer needs with quality supply has created a new commercial ecosystem, positioning Xiaohongshu as a vital player in the future of Chinese consumption [29][30]

Core Insights - Xiaohongshu's e-commerce platform achieved significant growth during the Double 11 shopping festival, with the number of merchants surpassing 10 million increasing by 140% year-on-year, and the number of products exceeding 1 million growing by 145% [1] - The contribution of "buyers" was notably high, with their transaction value increasing by 73% year-on-year, and the average transaction value for top-performing buyers reaching 7,700 yuan [1] - Discussions related to "Double 11" on Xiaohongshu saw a massive increase in exposure, reaching 18.7 billion, a 530% year-on-year rise, indicating heightened user engagement and community activity [1] Group 1 - The number of buyers on Xiaohongshu grew significantly, with their contribution to merchant transaction value increasing by 783% during Double 11 [2] - Notable live streaming performances included a single session by Zhang Xiaohui that generated 180 million yuan in GMV, marking a historical high [2] - The growth was not limited to top merchants; over 30% of small and medium-sized merchants (monthly transaction below 100,000 yuan) also experienced transaction value growth exceeding 100% [2] Group 2 - The frequency of live broadcasts by Xiaohongshu merchants increased by 487% during Double 11, highlighting a strategic focus on live streaming to drive sales [1]

Core Insights - The article discusses the launch of a "Million Commission-Free Plan" by Xiaohongshu to attract more merchants and accelerate business expansion, offering commission-free transactions up to 1 million yuan from September 1, 2025, to August 31, 2026, while only retaining a 0.6% payment channel cost [1][3]. Group 1: Commission Structure - Previously, Xiaohongshu's commission rates varied by category, generally ranging from 2% to 5%, with specific rates of 5% for women's clothing, personal care, and pet categories, 4% for beauty products, and 2% for fresh produce [3]. - Under the new plan, multiple stores under the same merchant can share the 1 million yuan incentive, and if the original category rate is below 0.6%, the original rate will apply; any amount exceeding 1 million yuan will revert to the original rate [3]. Group 2: Business Strategy - Xiaohongshu aims to enhance its advertising revenue by attracting more merchants to generate transactions, as merchants are more likely to invest in advertising for increased traffic [3]. - The company has been accelerating its commercialization efforts throughout the year, including recruiting e-commerce operation service providers and upgrading merchant settlement periods to improve cash flow efficiency [4]. Group 3: Competitive Landscape - Other e-commerce platforms like Taobao, JD.com, and Meituan are also implementing favorable policies to attract merchants, with Taobao launching a 500 billion yuan subsidy plan and JD.com offering commission-free policies for new merchants in specific categories [4]. - Douyin is also planning to implement commission-free measures in live streaming and short video scenarios, expanding its coverage to various product categories [5][6].

Group 1 - The core point of the news is the launch of the "Million Commission-Free Plan" by Xiaohongshu E-commerce, aimed at reducing operational costs for merchants and encouraging more businesses to join the platform [1] - The plan allows the first 1 million yuan of transaction volume for the same merchant to be exempt from commission fees, only retaining a 0.6% payment channel cost, which simplifies the fee structure for merchants [1] - Previously, Xiaohongshu E-commerce had varying commission rates by category, typically ranging from 2% to 5%, but this new plan standardizes the rate for the first 1 million yuan [1] Group 2 - The "Million Commission-Free Plan" has minimal entry barriers, with automatic commission deductions during service fee settlements, requiring no application from merchants [1] - In addition to this plan, Xiaohongshu E-commerce has implemented various measures throughout the year to lower operational difficulties and costs for merchants, including the recruitment of e-commerce operation service providers and upgrades to merchant settlement periods [2]

Core Insights - Xiaohongshu aims to unify its internal organization to focus on monetization efforts, particularly through e-commerce and advertising [4][5][14] - The recent high-profile collaboration with influencer Zhao Lusi has significantly boosted Xiaohongshu's traffic and user engagement [1][4] - Xiaohongshu has restructured its commercial operations by merging its e-commerce and advertising departments into a new large commercial division [5][10] E-commerce Development - Xiaohongshu's e-commerce is gaining traction, with users making direct purchases from the platform rather than being redirected to other sites [4][11] - The platform's gross merchandise volume (GMV) is projected to reach approximately 400 billion RMB in 2024, which is significantly lower than competitors like Douyin and Kuaishou [9][10] - The establishment of an independent e-commerce department in August 2023 aims to enhance operational efficiency and align with community and commercial departments [10][12] Advertising Strategy - Xiaohongshu's advertising growth potential is considered greater than its e-commerce, with over 94% of consumers influenced by content before making purchases [12][13] - The platform has opened external links to major e-commerce sites like Taobao and JD.com, allowing users to transition from content to purchase seamlessly [7][11] - The integration of advertising and e-commerce functions is expected to improve monetization efficiency for brands [20][25] Competitive Landscape - Xiaohongshu is compared to Douyin and Kuaishou, which have successfully integrated advertising and e-commerce, creating a synergistic effect [9][26] - The platform faces challenges in establishing a clear conversion chain for brands, which may lead them to prefer more established platforms like Taobao and Douyin for advertising [15][17] - The experiences of Kuaishou and Bilibili serve as valuable lessons for Xiaohongshu in navigating community engagement and monetization strategies [26][39]

Core Viewpoint - Xiaohongshu is at a crossroads, needing to decide between relying on offshore supply chains or achieving a complete closed-loop system for its e-commerce operations [1][28]. Group 1: E-commerce Strategy - There is significant public interest in whether Xiaohongshu will abandon its e-commerce business in favor of promoting products from platforms like Taobao and JD [2][3]. - Xiaohongshu has recently re-opened external links to Taobao, allowing users to directly access products from Xiaohongshu's content, which is seen as a strategic move to enhance its e-commerce capabilities [5][6]. - The platform has previously experimented with external links but reverted to a closed-loop system due to poor user experience [8][19]. Group 2: Internal and External Link Dynamics - Xiaohongshu has introduced a "blue link" feature that allows users to share product links in comments, facilitating direct purchases without affecting the distribution of original content [11][13]. - Despite the introduction of the blue link feature, its effectiveness has been questioned, as it relies heavily on viral content for visibility [13][15]. - The recent changes indicate a significant shift in Xiaohongshu's approach to e-commerce, moving towards a more open and integrated model [16][20]. Group 3: Market Position and Competition - Xiaohongshu's e-commerce ecosystem is no longer a fully closed system, which may impact its ability to attract and retain merchants [20][21]. - The platform's advertising and e-commerce strategies are evolving, with a focus on integrating community-driven content with commercial objectives [23][24]. - The competitive landscape is shifting, with Xiaohongshu needing to enhance its infrastructure to support a broader range of merchants and products [31][32]. Group 4: Future Outlook - The success of Xiaohongshu's e-commerce strategy will depend on its ability to balance community engagement with commercial interests, as well as its capacity to attract larger merchants [28][30]. - The platform faces challenges in maintaining its unique community identity while expanding its e-commerce capabilities [33].

Core Insights - Xiaohongshu is undergoing organizational restructuring in its e-commerce division, shifting the focus from a standalone buying team to better serve merchants, indicating a strategic pivot in its business model [1][3] - The integration of buying and merchant operations reflects a broader trend in Xiaohongshu's e-commerce strategy, moving towards a merchant-centric approach rather than solely relying on buyers [3][5] - The transition from a buyer-centric model to a lifestyle e-commerce concept suggests an effort to enhance the platform's commercial viability and address challenges faced by the buying model [5][7] Summary by Sections Organizational Changes - Xiaohongshu's e-commerce division is restructuring, with the buying operations now integrated into the merchant operations team, aiming to improve service for merchants [1] - This change does not signify a complete abandonment of the buying model, as it remains a method for merchants to sell products [1] Historical Context - The shift towards integrating buying and merchant operations has been in progress since early 2024, with initiatives during the 618 shopping festival aimed at providing traffic incentives for all merchants [3] - The introduction of the lifestyle e-commerce concept marks a significant evolution in Xiaohongshu's approach, moving beyond the initial focus on buyers [3][5] Market Dynamics - The buying model, while initially promising, faces challenges such as selection errors and false advertising, leading to a cooling attitude towards influencer-driven sales across the e-commerce industry [5] - Xiaohongshu's buying model struggles with scalability, as replicating successful influencers is difficult due to the unique skills and market presence required [5][7] Product Focus - The buying model is more suited for niche, non-standard products that emphasize experience and personal branding, but these products often come with higher supply chain challenges [7] - Xiaohongshu's initial choice to focus on buying was partly due to its weaker supply chain capabilities compared to major competitors like Taobao and JD.com [7] Strategic Implications - The evolution from a buying-centric model to a lifestyle e-commerce framework indicates a strategic effort to broaden participation in the e-commerce ecosystem, involving merchants and operators with stronger operational capabilities [7]