一切为了低价！ 2025年，两家量贩零食巨头已经开始了"港股第一股"之争。4月，由零食很忙与赵一鸣零食合并而来的 鸣鸣很忙正式向港交所递交上市申请；几个月后，通过并购迅速扩大规模的万辰集团也正式向港交所递 交上市申请。 《中国经营报》记者注意到，二者所募资金用途高度一致，均提到了用于门店扩张和供应链优化，背后 目标不言而喻，即通过门店规模化和供应链优化，进一步提升自身的"低价优势"，进而在竞争中占据主 动地位。由此，行业龙头展开了一场关乎资本、供应链与规模化的全方位较量。 而在业内人士看来，将量贩零食赛道看作是一个整体，其显然带来了一场快消品行业流通模式的变革， 也揭开了量贩零食模式实现低价的底层逻辑。 为何卖得如此便宜？ 能够实现低价的另一面，则是整个行业对经销体系的颠覆。新经销CEO、《中国零食硬折扣白皮书》主 编任文青分析认为，在旧的经销体系当中，品牌的定价必须要高，因为要留给经销商利润，要雇业务人 员，要给商超进场费、条码费，要雇促销员，要买堆头。"我们经常讨论厂商博弈，零供矛盾，站在行 业的视角来看，这是他们共同确定的一套商品流通体系。总的来讲，这是品牌商主导的，通过分销体系 把自己的产品推给消费者 ...

Core Insights - The global cross-border e-commerce market is entering a refined operational phase by 2025, requiring brands to accurately grasp niche category trends and align with professional operational capabilities [1] - Social e-commerce has successfully assisted over 100 brands in achieving cross-border growth through a three-pronged approach of "data-driven product selection + comprehensive marketing + compliance empowerment" [1] Group 1: Health Supplements - The global health supplement market is projected to exceed 430 billion by 2025, with segments like oral beauty, gastrointestinal health, and joint nutrition growing over 30% [3] - Social e-commerce utilizes the "Lingxi Insight" tool to identify high-potential categories, leading to a 40% increase in conversion rates for a domestic brand by adjusting product formulas [3] - Compliance empowerment includes providing solutions like "Blue Hat" certification and FDA registration, enabling a Chinese brand to complete U.S. qualification review in three months, avoiding a penalty risk of 500,000 yuan [3] - Case Study: The brand "VitaGlow" achieved over 300 million yuan in GMV within six months by positioning its collagen peptide product as a "night owl skin repair artifact" [3] Group 2: Beauty and Personal Care - The global beauty market is trending towards "pragmatism" by 2025, with increased demand for sunscreen, perfumes, and care tools [4] - Social e-commerce's strategy of "comprehensive marketing + localized operations" has helped brands break through market challenges, such as a sunscreen brand achieving a 300 yuan average order value and a 35% repurchase rate [4] - Case Study: The brand "Luna Beauty" utilized a dual strategy of Douyin live streaming and Tmall search, positioning its sensitive skin repair essence as "the light of domestic products," achieving over 100 million yuan in GMV during the Double Eleven shopping festival [5] Group 3: Food Category - Health snacks, functional foods, and local specialty foods are expected to be the growth engines by 2025 [6] - Social e-commerce's model of "supply chain optimization + scenario-based product selection" has led to a 45% repurchase rate for a nut brand's "light meal combo" [6] - Compliance assurance includes collaboration with SGS laboratories to provide ingredient testing reports, reducing return issues for a domestic meal replacement powder by 90% [6] - Case Study: The brand "GreenBites" saw a 300% year-on-year sales increase in the U.S. by positioning its plant-based protein bars as "essential for fitness enthusiasts" [6] Group 4: Core Capabilities of Social E-commerce - Data-driven product selection leverages consumer data from platforms like Tmall International, Amazon, and eBay to identify high-growth niche categories [7] - Comprehensive marketing collaboration integrates platforms like Xiaohongshu, Douyin, and TikTok to create a closed loop of "grass planting - conversion - repurchase" [7] - Supply chain optimization involves collaboration with five bonded warehouses to achieve 48-hour expedited customs clearance, increasing inventory turnover rates to 90% [7] - Compliance support offers a one-stop solution from qualification review to label design, mitigating policy risks [7] Group 5: Future Trends - By 2025, cross-border brands should focus on three main directions: deepening AI technology, integrating ESG principles, and localizing operations [8] - Social e-commerce is reshaping the growth logic of cross-border brands through a "data + technology + ecosystem" model, facilitating a transition from "symbolic marketing" to "value co-creation" [8]