Core Viewpoint - The discussion highlights the need for regulatory changes in China's retail sector to ensure fair competition between private labels and third-party brands, particularly through the introduction of a "shelf fairness ratio" indicator [1][2]. Group 1: Market Dynamics - Supermarkets prioritize their private labels on shelves due to higher profit margins, which limits the survival space for third-party brands [1][7]. - When the revenue share of private labels in fresh categories reaches 35%, supermarkets enforce differentiation requirements on third-party brands, further squeezing their market presence [1][7]. - The physical space dominance of private labels in retail environments creates a more insidious form of market unfairness compared to online platforms [1][2]. Group 2: Regulatory Environment - Current regulations, such as the Anti-Unfair Competition Law, do not specifically address shelf space allocation, leading to a lack of enforcement against unfair practices [2]. - Recommendations include setting a cap on the shelf space allocated to private labels and establishing a rapid arbitration mechanism for supplier complaints [2][7]. Group 3: Development of Private Labels - Domestic private labels are growing, driven by consumer demand for quality and health, as well as digital technology [3][4]. - The market share of private labels in China is currently between 10% and 20%, significantly lower than the over 30% share in developed markets [4][5]. - Factors contributing to the lower share include an underdeveloped supply chain and consumer skepticism regarding the quality of private labels [5][6]. Group 4: Consumer Trust and Marketing Strategies - Enhancing consumer trust in private labels can be achieved through transparent marketing, authoritative certifications, and risk-reducing return policies [6]. - Successful international strategies, such as Costco's unconditional return policy and ALDI's streamlined product offerings, can serve as models for Chinese retailers [6][8]. Group 5: Competitive Landscape - The promotion of private labels can lead to a disadvantage for third-party brands, as evidenced by sales declines for smaller brands when private label shelf space increases [7][9]. - Retailers often impose longer payment terms on third-party suppliers compared to their private labels, creating cash flow pressures for smaller brands [9]. Group 6: Future Outlook - The development of private labels in China may evolve into a dual-track system, with higher shares in first-tier cities and traditional brands dominating in lower-tier cities [10]. - If supply chain maturity improves, leading retailers could see private label revenue share exceed 40% in the long term [10].

Core Insights - The rise of private label brands, referred to as "channel brands," is reshaping the retail landscape in China, with retailers increasingly developing their own products to compete with traditional brands [2][4][9] - The average number of new private label products developed by retailers is projected to increase significantly from 83 in 2022 to 142 by 2024, indicating a strong trend towards self-branding in retail [2] - The emergence of channel brands is expected to lead to a transformation in retail operations and ecosystems, as retailers seek to differentiate themselves and improve profit margins [4][6] Retail Dynamics - Retail giants like Costco and Walmart have successfully leveraged their private label brands, with Costco's Kirkland accounting for one-third of its sales and Walmart deriving over 30% of its sales and more than 50% of its profits from private labels [4] - The competitive pressure from channel brands is forcing traditional brand manufacturers to lower their prices, creating a challenging environment for them [5] - The relationship between channel brands and traditional brands is complex, as retailers must balance their own products with third-party brands to maintain market viability [6][8] Market Trends - The trend of channel brands is not just a local phenomenon but reflects a broader shift in retail strategies globally, with significant implications for brand positioning and consumer perception [9][10] - The need for regulatory measures, such as a "shelf space fairness ratio," is being discussed to ensure a balanced representation of private labels and third-party brands on retail shelves [6][7] - Ultimately, the ability to capture consumer attention and loyalty will remain a critical challenge for both channel brands and traditional brands in the evolving retail landscape [8]

Summary of Conference Call Records Industry Overview - The records discuss the retail industry in the United States and China, highlighting differences in operational strategies and market dynamics [1][2][4][36]. Key Points and Arguments U.S. Retail Market - U.S. retail giants like Walmart and Amazon excel in supply chain management and innovation, particularly through strategies like Everyday Low Pricing (EDLP) and the application of AI [1][2][3]. - The U.S. retail market is characterized by its stability and maturity, with a historical evolution from small family-owned stores to large chains [2]. - Walmart's focus on digitalization and automation has enhanced operational efficiency and innovation capabilities [3]. Chinese Retail Market - China leads in instant delivery services, achieving delivery within 30 minutes, while still needing to improve in large retail management and product design [1][4]. - The development of private labels in China requires strong brand influence and product development capabilities, alongside a focus on omnichannel consumer experience [1][6][12]. - Professional talent is crucial for optimizing large retail management, product design, and targeting consumer pain points [5]. Private Label Development - The evolution of private labels in the U.S. has shifted from reliance on suppliers to in-house development, with Costco's Kirkland brand demonstrating significant growth [7][8]. - Successful private label strategies require strong market influence, a dedicated talent team, optimized supply chains, and effective marketing strategies [9][12]. - Demand forecasting is critical in fresh retail for inventory management and profitability, with Walmart successfully implementing precise forecasting methods [21]. Challenges and Opportunities - The management of fresh products poses challenges for private labels, particularly in maintaining quality and safety standards [19][20]. - The retail industry must adapt to consumer demands and preferences, emphasizing the importance of emotional value and unique shopping experiences in physical stores [24][39]. - Discount stores are expanding rapidly in both the U.S. and China, with a focus on supply chain management and data-driven decision-making to ensure sustainable growth [25][43]. Future Trends - The future of retail may see the emergence of new business models and opportunities, with a focus on meeting consumer needs and maintaining profitability [37][38]. - The integration of online and offline resources is expected to enhance the competitiveness of private labels, particularly through the use of AI in supply chain management [16][32]. - The retail landscape will continue to evolve, with the potential for large retail formats to expand into lower-tier markets [41]. Additional Important Content - The records highlight the importance of experiential marketing, such as sampling events, to enhance consumer engagement and drive sales [28][29]. - The impact of tariffs on U.S. retailers has been significant, affecting supply chains and product availability [34]. - The records also discuss the challenges faced by traditional department stores like Macy's, which must adapt to the changing retail environment to survive [49][50]. This comprehensive overview captures the essential insights from the conference call records, focusing on the dynamics of the retail industry in both the U.S. and China, the evolution of private labels, and the challenges and opportunities that lie ahead.

作者： 贺晓青，科尔尼全球合伙人，大中华区总裁 王娅欣，科尔尼董事 李古岳，科尔尼项目经理 全文首发于《中欧商业评论》 2025 年 4 月 2 日 本文是 " 科尔尼深度 ——2024 中国消费市场大洗牌：五大趋势洞察新拐点 " 系列文章的渠道话题延伸。 如果说以卖场为代表的现代渠道是中国零售渠道变革的第一波浪潮，百花齐放的线上化是第二波浪潮，那 么在线上获客成本上升的当下，我们看到了 第三波渠道变革的趋势。无论是电商还是线下渠道，新零售业 态的发展都吸引了市场的目光。 值得注意的是，线下实体渠道虽然在过去被电商遮掩了光芒，但是随着会员店、折扣店等新兴渠道的兴 起， 线下渠道这个最贴近消费者、最具温度的渠道正在重新回到市场的聚光灯下 —— 未来或成为渠道组合 中的独特机会点。 前言 随着中国宏观经济环境变化，消费者心态也在悄然变化，由从前的" 任性消费 "向" 理性消费 "回归。 消费者并非"断舍离"式的节衣缩食，而是不再被漫天的营销噱头和品牌溢价所裹挟。 反观供应端，零售业在经历过疫情前围绕"场"和"货"的迭代与试错后，围绕" 人 "的消费趋势也在变化 ——即重构"货场"价值链，以更有的放矢地搭配满足消费 ...