雀巢求变：冰激凌业务被“踢出群聊” 脆脆鲨游进了冰柜

作者：王晴文章来源：创业最前线

2026-05-20 10:27

作者：王晴文章来源：创业最前线

2026-05-20 10:27

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本文核心介绍了雀巢应对业绩下滑做出的业务调整动作，以及推出脆脆鲨威化冰激凌的行业背景，核心干货如下：

1. 业绩与业务调整情况：雀巢2025年全年销售额同比下滑2%，净利润同比回落17%，2026年第一季度业绩延续下滑趋势，中国市场下滑幅度最大。目前雀巢正谈判出售剩余冰激凌业务，交易完成后雀巢不再直营任何冰激凌品牌，仅以财务投资者身份持股。

2. 新品相关信息：脆脆鲨是雀巢深耕中国市场近30年的老牌威化产品，2016年市占率超35%位居赛道第一，此次推出的双拼口味冰激凌官方定价约8元/个，线下便利店售价多在13-15元，属于中高定价产品，依托原有品牌认知吸引消费者尝鲜。

3. 行业现状：当前雪糕市场主流价格带为3-5元，占整体销售额44%，8元以上高价雪糕消费者选择谨慎，雀巢原冰激凌业务市占仅2-3%，铺市率连续三年下滑。

本文围绕雀巢冰激凌业务调整和新品布局，梳理了当前冰激凌行业的发展特征，对快消品牌的战略规划和产品创新有较高参考价值，核心干货如下：

1. 行业与消费趋势：2024年中国冰激凌市场规模达1835亿元，预计2030年将增长至2334亿元，市场整体增长空间充足，但行业呈现定价降温趋势，近三年产品均价逐年下滑，3-5元是主流价格带，高价雪糕消费接受度低。同时冰激凌行业属于重资产行业，绑定冷链投入，淡季销量暴跌，投入产出比偏低。

2. 产品创新思路：依托成熟大IP做跨界衍生产品，不需要重新培育品牌，还能互补原有产品的销售淡旺季：脆脆鲨威化冬季销量高，冰激凌夏季旺销，刚好形成全年销量互补，符合当前“零食+冰激凌”的跨界创新潮流，还能拉近和年轻消费者的距离，提升用户粘性。

3. 战略调整逻辑：业绩承压时要聚焦核心高增长业务，及时剥离增长乏力、投入产出比低的非核心业务，集中资源做大核心盈利板块。

本文梳理了当前雪糕市场的经营现状，给线下零售卖家、雪糕批发商提供了需求变化、机会风险等多方面参考，核心干货如下：

1. 消费需求变化：当前消费者更倾向平价雪糕，3-5元价格区间占据整体销售额44%，8元以上高价雪糕消费者购买决策非常谨慎，尝鲜意愿高但复购意愿低，消费者愿意为熟悉IP的跨界产品买单，但对口味和性价比有较高要求。

2. 经营风险提示：高价雪糕动销慢，压货风险远高于平价雪糕，多数线下门店高价雪糕进货占比仅2-3成，靠平价雪糕走量维持营收，高价雪糕仅作为补充拉高整体利润，卖家不要盲目大量囤入高价新品，规避库存风险。

3. 经营机会参考：成熟零食IP的跨界冰激凌有品牌认知基础，比全新高价雪糕动销更好，可以适量引入丰富SKU，搭配优惠券、第二件半价等活动，降低消费者价格敏感度，提升成交率。当前头部品牌占据大部分市场，新进入者竞争压力大，需谨慎入场。

本文对食品工厂的产品开发、业务布局方向提供了不少启示，核心干货如下：

1. 产品生产与设计需求：当下消费者更青睐成熟知名IP的衍生产品，愿意为新鲜感买单，产品设计可以复刻原有热门产品的形态，做组合口味，能大幅降低消费者认知成本，更容易打动消费者尝试，符合当前产品创新的潮流。

2. 商业机会：中国冰激凌市场仍在稳定增长，2030年有望突破2300亿元，不少成熟零食品牌都有推出跨界冰激凌产品的需求，工厂可以承接这类成熟IP的生产订单，依托品牌原有流量获得稳定订单，比打造自有品牌风险更低。

3. 业务布局启示：冰激凌行业是典型重资产行业，全链条都需要绑定冷链持续投入，且淡季销量暴跌，投入产出比不稳定，没有足够的规模优势，不要盲目入场做直营品牌，聚焦生产环节更稳妥。还可以参考IP衍生思路，开发和自身原有产品淡旺季互补的新品，平衡全年销量。

本文梳理了冰激凌行业的最新发展动态，给冷链、营销、咨询等相关服务商提供了行业趋势、客户痛点和业务方向参考，核心干货如下：

1. 行业发展趋势：中国冰激凌市场整体规模仍在增长，但行业集中度持续提升，中小玩家和非头部国际品牌逐步退出市场，头部品牌和成熟IP衍生产品成为市场主流，大品牌纷纷调整战略，剥离重资产的非核心冰激凌业务，转向轻资产运营，行业整合趋势明显。

2. 客户核心痛点：品牌推出高价跨界冰激凌，普遍面临渠道铺展难、动销慢、消费者价格接受度低、难以触达年轻消费群体的问题；重资产运营模式下，冷链等资源淡季闲置严重，拉高整体运营成本，拉低企业盈利水平，非核心业务还会分散核心板块的运营精力。

3. 解决方案方向：服务商可以拓展多场景对接服务，帮助品牌对接茶饮咖啡、餐饮、文旅、赛事活动等渠道，近距离触达年轻群体；还可以推出冷链资源共享服务，帮助品牌盘活淡季闲置的冷链资源，降低品牌的整体运营成本，提升投入产出比。

本文梳理了当前雪糕品类的消费者需求和经营特征，给线下零售平台、电商平台的雪糕品类运营、招商选品提供了参考，核心干货如下：

1. 品类结构规划：当前雪糕品类的核心营收和动销都来自3-5元的平价雪糕，这类产品占整体销售额44%，动销快压货风险低，是品类的核心支撑，平台需要将平价雪糕的进货占比维持在7成左右，靠平价走量，高价雪糕仅占2-3成作为补充，拉高品类整体利润。

2. 招商选品逻辑：可以适量引入成熟零食IP推出的跨界冰激凌产品，这类产品自带原有品牌流量，消费者认知度高，愿意尝试，能丰富平台SKU，吸引对新品感兴趣的消费者，但是要控制高价新品的整体进货量，不要盲目囤货。

3. 运营调整与风险规避：针对高价跨界冰激凌，可以推出优惠券、第二件半价等促销活动，降低消费者的价格敏感度，提升转化率。当前高端高价雪糕整体需求下滑，消费者回归平价，平台需要规避大量囤入高价新品的风险，避免库存积压占用资金。

本文记录了快消巨头雀巢的最新业务调整动作，反映了当前中国冰激凌市场和快消行业的新动向，对产业研究有较高的参考价值，核心干货如下：

1. 产业新动向与新商业模式：当前快消行业在整体业绩承压的背景下，头部巨头纷纷开启战略收缩，聚焦核心高盈利业务，剥离增长乏力的非核心业务。产品创新层面，成熟IP跨界衍生成为新的创新模式，依托原有品牌认知降低推广成本，还能互补销售淡旺季，平衡企业全年营收，不需要重新培育新品牌，试错成本更低。

2. 行业新问题：当前冰激凌行业呈现高端退潮、平价回归的新趋势，曾经风靡的高价雪糕遇冷，消费者价格敏感度提升，行业竞争激烈，头部品牌集中度持续提升，非头部玩家的市占率不断下滑，冰激凌行业重资产的属性，进一步抬高了行业盈利门槛，中小玩家生存难度加大。

3. 研究启示：快消企业的产品创新需要贴合当前消费价格带的变化，业务布局需要动态评估投入产出比，及时剥离非核心低效业务，才能保证企业整体业绩的稳定性，对研究快消企业战略调整有典型案例价值。

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Quick Summary

This article outlines Nestlé's business restructuring amid declining performance and the industry context behind its new product, the Wafer Shark wafer ice cream. Key takeaways are as follows:

1. Performance and restructuring: Nestlé’s full-year 2025 sales fell 2% year-on-year, with net profit down 17% year-on-year. The downward trend extended into the first quarter of 2026, with the steepest decline recorded in the Chinese market. Nestlé is currently in negotiations to sell its remaining ice cream business; after the transaction closes, it will no longer operate any ice cream brands directly, holding only a passive financial stake.

2. New product details: Wafer Shark is a long-standing wafer brand that Nestlé has cultivated in the Chinese market for nearly 30 years. It held over 35% market share and topped the segment in 2016. Its new dual-flavor ice cream carries an official price of around 8 yuan per unit, and retails for 13-15 yuan at most offline convenience stores, positioning it as a mid-to-premium product. It leverages existing brand recognition to attract consumers to try it.

3. Current industry landscape: The 3-5 yuan price bracket is the mainstream in China’s ice cream market, accounting for 44% of total sales. Consumers are cautious about purchasing premium ice cream priced above 8 yuan. Nestlé’s original ice cream business holds only 2-3% market share, and its retail distribution rate has declined for three consecutive years.

This article analyzes Nestlé’s ice cream business restructuring and new product strategy, and outlines key development characteristics of China’s current ice cream industry, offering valuable insights for strategic planning and product innovation for FMCG brands. Key takeaways are as follows:

1. Industry and consumer trends: China’s ice cream market reached 183.5 billion yuan in size in 2024, and is projected to grow to 233.4 billion yuan by 2030, indicating ample room for overall expansion. However, the industry is seeing a cooling of premium pricing, with average product prices falling year-over-year for three consecutive years. The 3-5 yuan price bracket is now the mainstream, and consumer acceptance of premium ice cream remains low. Ice cream is also a capital-intensive industry requiring heavy cold chain investment, with sales plummeting during off-seasons, leading to low return on investment.

2. Product innovation strategy: Launching cross-category derivative products based on mature, well-established IP eliminates the need to build new brand awareness from scratch, and complements the off-peak and peak seasons of original products: Wafer Shark wafers sell best in winter, while ice cream peaks in summer, creating a balanced year-round sales volume. This approach aligns with the current "snack + ice cream" cross-category innovation trend, helps brands connect better with younger consumers, and boosts user retention.

3. Strategic adjustment logic: When facing performance pressure, brands should refocus on core high-growth businesses, promptly divest non-core underperforming assets with low ROI, and concentrate resources on scaling core profitable segments.

This article summarizes the current operating landscape of China’s ice cream market, providing insights into shifting demand, opportunities and risks for offline retailers and ice cream wholesalers. Key takeaways are as follows:

1. Shifting consumer demand: Consumers now favor budget ice cream, with the 3-5 yuan price bracket accounting for 44% of total market sales. Consumers are highly cautious when purchasing premium ice cream priced above 8 yuan: while willingness to try new products is high, repurchase rates remain low. Consumers are open to cross-category products from familiar IPs, but hold high standards for taste and cost-performance.

2. Operational risk warnings: Premium ice cream has slow turnover and carries far higher inventory risk than budget options. Most offline stores only allocate 20-30% of their ice cream inventory to premium products, relying on budget ice cream for volume to drive revenue, while premium products only serve as a complement to boost overall profit margins. Sellers should avoid bulk stocking of new premium products to mitigate inventory risk.

3. Operational opportunities: Cross-category ice cream products from mature snack IPs benefit from built-in brand recognition, and deliver better turnover than entirely new premium ice cream products. Sellers can introduce a moderate amount of these products to enrich SKU selection, and run promotions such as coupons or 50% off the second unit to lower consumers’ price sensitivity and boost conversion. Given that leading brands already capture most of the market share, new entrants face steep competitive pressure and should enter cautiously.

This article offers actionable insights for product development and business layout for food manufacturers. Key takeaways are as follows:

1. Product design and manufacturing demand: Consumers now favor derivative products from well-known mature IPs and are willing to try fresh experiences. Product development can replicate the form of existing popular products and launch combination flavors, which greatly reduces consumer cognitive cost and makes it easier to encourage trial purchases, aligning with current product innovation trends.

2. Business opportunities: China’s ice cream market is still growing steadily, and is expected to exceed 230 billion yuan by 2030. Many established snack brands have demand for cross-category ice cream products. Factories can take on OEM orders for these mature IP products, securing stable order volume based on the brand’s existing traffic, which carries lower risk than building an in-house brand.

3. Insights for business layout: Ice cream is a typical capital-intensive industry requiring continuous cold chain investment across the entire supply chain, with sales plummeting during off-seasons leading to unstable ROI. Without sufficient scale advantage, manufacturers should not blindly launch their own direct-to-consumer ice cream brands; focusing on production is a more stable strategy. Factories can also follow the IP derivative model to develop new products that complement the off-peak/peak season cycle of their existing offerings to balance year-round sales.

This article summarizes the latest development trends in China’s ice cream industry, providing insights into industry dynamics, client pain points and business directions for cold chain, marketing, consulting and other related service providers. Key takeaways are as follows:

1. Industry development trends: The overall size of China’s ice cream market continues to grow, but industry concentration is rising steadily. Small and mid-sized players and non-leading international brands are gradually exiting the market, while leading brands and derivative products from mature IPs have become the market mainstream. Large brands are adjusting their strategies, divesting capital-intensive non-core ice cream businesses to shift to asset-light operations, making industry consolidation a clear trend.

2. Core client pain points: When launching premium cross-category ice cream products, brands commonly face challenges including difficult channel expansion, slow turnover, low consumer price acceptance, and difficulty reaching younger consumer groups. Under asset-heavy operation models, cold chain and other resources sit heavily idle during off-seasons, pushing up overall operating costs and eroding profitability. Non-core businesses also divert management focus from core segments.

3. Direction for solutions: Service providers can expand multi-scenario matching services to help brands connect with channels including bubble tea and coffee shops, restaurants, culture and tourism sites, and sports events to reach younger consumers directly. They can also launch shared cold chain services to help brands monetize idle cold chain capacity during off-seasons, lower overall operating costs, and improve return on investment.

This article summarizes consumer demand and operating characteristics of the current ice cream category, providing reference for category management, sourcing and merchant recruitment for offline retail platforms and e-commerce platforms. Key takeaways are as follows:

1. Category structure planning: The core revenue and turnover of the ice cream category currently comes from budget ice cream priced at 3-5 yuan. This segment accounts for 44% of total sales, delivers fast turnover and low inventory risk, and serves as the core support for the category. Platforms should keep budget ice cream at around 70% of total inventory to drive volume, with premium ice cream accounting for only 20-30% as a complement to boost overall category profit.

2. Sourcing and merchant recruitment strategy: Platforms can introduce a moderate number of cross-category ice cream products from mature snack IPs. These products carry built-in brand traffic, have high consumer recognition, and enjoy higher trial willingness, which helps enrich platform SKUs and attract consumers interested in new products. However, platforms should control total inventory of new premium products and avoid bulk stocking.

3. Operation adjustment and risk mitigation: For premium cross-category ice cream, platforms can run promotions such as coupons or 50% off the second unit to lower consumer price sensitivity and boost conversion. Given that overall demand for high-end premium ice cream is declining and consumers are returning to budget options, platforms should avoid the risk of bulk stocking new premium products to prevent inventory backlog that ties up working capital.

This paper documents FMCG giant Nestlé’s latest business restructuring, reflecting new trends in China’s ice cream market and broader FMCG industry, and offers high reference value for industry research. Key insights are as follows:

1. New industry trends and new business models: Amid widespread performance pressure across the FMCG sector, leading giants are increasingly pursuing strategic contraction, refocusing on core high-profit businesses and divesting non-core underperforming assets. In terms of product innovation, cross-category derivatives based on mature IP have emerged as a new innovation model. This approach leverages existing brand recognition to cut marketing costs, complements off-peak and peak sales seasons to balance annual revenue, eliminates the need to build new brands from scratch, and delivers lower trial-and-error costs.

2. New industry challenges: The ice cream industry is now seeing a new trend of retreat from premiumization and a return to budget pricing. Once-popular high-priced ice cream has lost traction, as consumers become more price-sensitive. Competition is fierce, industry concentration among leading brands continues to rise, and non-leading players are seeing steady market share declines. The capital-intensive nature of the ice cream industry further raises the profitability threshold for the sector, making survival far more difficult for small and mid-sized players.

3. Research implications: FMCG companies must align product innovation with shifts in consumer price preferences, dynamically evaluate return on investment for business layout, and divest non-core low-efficiency businesses in a timely manner to maintain overall performance stability. Nestlé’s case serves as a typical example for research into FMCG corporate strategic adjustment.

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被“踢出群聊”的冰激凌业务，是雀巢“流年不利”的真实写照。

2025年，伴随着高层的频繁换动，雀巢交出了一张全年销售额同比下滑2%、净利润大幅回落17%的成绩单，这种下滑趋势延续到了今年的第一季度，在我国市场体现得尤为明显。

面对业绩的压力，雀巢宣布开启“卖卖卖”模式，拟出售瓶装水及剩余冰激凌业务，交易一旦完成，这个曾经手握哈根达斯、莫凡彼的快消巨头将不再直营任何冰激凌品牌。

而在业务剥离的推进阶段，雀巢食品零食板块的核心产品脆脆鲨正式对外官宣推出了一款冰激凌，这“一抓一放”的动作之间，冰激凌业务将在雀巢内部扮演何种角色？它为何会成为巨头“甜蜜的烦恼”？

01 脆脆鲨游进冰柜

今年的广州升温很快，4月初，气温已经接近30度。

坐在工位的莫莫感到一阵燥热，想吃雪糕来解暑，于是习惯性地打开美团app点进附近的711线上门店，当她指尖翻过屏幕，一款包装鲜艳的雪糕映入她的眼帘。

“我喜欢买第一眼就吸引人的东西”，莫莫对「创业最前线」说，“这款雪糕的外包装图案丰富，激起了我的购买欲望。”

被莫莫选中的商品，红色包装袋上画着一只令人眼熟的黄色鲨鱼图案——是脆脆鲨威化饼干的标志，而这款产品是雀巢新官宣的脆脆鲨威化冰激凌。

「创业最前线」注意到，同此前推出的脆脆鲨雪糕相比，新品的形态更接近于对脆脆鲨威化饼干的复刻，口味上则是选择将此前推出的巧克力味及威化味进行双拼。

“这款雪糕的价格有点贵，但双拼可以尝到两个口味，再叠加上711的优惠券，价格就可以接受了。”莫莫说。

「创业最前线」搜索发现，截至5月19日，雀巢官方对于双拼口味脆脆鲨威化冰激凌的市场定价约合8元/个，全家、711线上门店中该产品的售价区间则集中在13-15元，盒马app上则有“第二件5折”活动，单盒售价为37.9元（50gX4），整体上属于中高定价雪糕。

没有被优惠券砸中的小宁就花了10多块才买下一根雪糕，“我当时就觉得很贵，不过考虑也就这一次尝尝鲜，咬咬牙也就买了。”小宁对「创业最前线」表示，自己平时很少吃零食，并非脆脆鲨威化饼干的受众，购买主要是想尝试一下威化做成的雪糕会是什么味道。

“雪糕的造型和脆脆鲨威化饼干很像，没有传统雪糕的棍子串着，确实是威化味和巧克力味双拼，对我而言这款雪糕口感比较甜。”消费者丹丹对「创业最前线」表示。

脆脆鲨威化饼干是雀巢针对中国市场研发的产品，1996年，雀巢的巧克力威化诞生于天津，2009年为了突出其酥脆的口感，将其命名为“脆脆鲨”。

此后数年，伴随着线上线下渠道布局的持续深入，这款巧克力涂层饼干铺满超市货架与零售平台，成为一代代消费者的童年回忆，而这类小零食也被年轻人戏称为“人类猫条”。

数据显示，2016年，脆脆鲨在中国威化饼干赛道的市场份额超过35%，位列第一。

作为进入中国市场多年的老牌产品，脆脆鲨拥有较高的产品认知度和忠诚客群，跨界做雪糕，是一种重复利用品牌影响力进行产品创新的路径。

「创业最前线」在蝉妈妈平台进行销量数据检索，发现脆脆鲨威化饼干的销量走势具有很强的季节属性，进入10月销量伴随气温下降明显回升，在年货节期间达到全年峰值，正好与雪糕、冰激凌夏天为主的销售旺季形成互补。

艾媒咨询数据显示，2024年中国冰激凌行业市场规模已达1835亿元，预计2027年突破2000亿元关口，2030年有望冲刺2334亿元。

雀巢的这个操作，无疑是想借助千亿规模的雪糕市场，让脆脆鲨这个IP成为全年性的畅销品，继续巩固其在零食品类的销量增长。

那么，进入冰柜的脆脆鲨，能卖得好吗？

02 与雪糕三巨头“贴身肉搏”

5月7日，“雪糕界爱马仕”钟薛高名下508件无形资产以2110万元拍卖成交，从横空出世到破产清算，钟薛高仅用了4年。

2018年，钟薛高推出单只售价高达66元的雪糕产品，红极一时的同时也引发了市场对高定价的质疑。如今，钟薛高退场，背后的原因之一就是消费者不愿意为高价雪糕买单，这一消费趋势也传导到了定价端。

马上赢数据显示，近三年来，雪糕/冰激凌类目的定价较为冷静，非组合装产品每百克均价和件均价都呈现逐年下降趋势。每百克均价从2023年约3.75元下降至2025年的3.35元，件均价从2.9元降至2.55元。

在整体雪糕市场呈现“消费降级”之际，雀巢雪糕却选择以8元/件的价格进入SKU扩容最为缓慢的高价雪糕地段。

“我能理解雀巢的品牌溢价，但这次雪糕的口味没有很惊艳我，用更低的价格也可以吃得大差不差。”小宁对「创业最前线」表示，自己很少买10元以上的雪糕，除非是被人推荐或者自己很感兴趣。

莫莫则表示，自己平时主要吃的雪糕是糯米糍和方糕，对价格的期许是越便宜越好。

马上赢数据显示，3-5元价格区间的雪糕/冰激凌是消费者的主流选择，销售额占比稳定在44%左右，价格一旦超过8元，消费者的选择就会变得愈发谨慎。

换而言之，高定价的雪糕，难以成为消费者的日常选择。而这种定价策略，也进一步影响了雀巢雪糕的线下布局。

北京市一家凯辉便利店店主向「创业最前线」表示，店内平价雪糕与高价雪糕的进货占比接近7:3，“定价高的雪糕卖得慢，只有多进定价低的雪糕，才能实现薄利多销。”他表示。

另一位经营线下便利店多年的老板表示：“大部分消费者日常买的都是3、4块的平价雪糕，这类雪糕不愁压货，主要靠它们撑起店里雪糕的销量。贵的雪糕不会囤太多，主要是给消费者多一点选择，拉高利润，也就占进货量的两三成。”

这种渠道难以铺展的困境，是雀巢整个雪糕业务发展的缩影。

马上赢数据显示，雀巢雪糕/冰激凌的加权铺市率已经连续三年持续走低，从2023年的70.54%下降至2025年的65.60%。

除定价策略导致有效渠道规模收窄外，激烈的市场竞争，也正在将雀巢雪糕“挤出”冰柜。

天眼查数据显示，我国现存约4.5万家雪糕/冰激凌相关企业，尽管近两年，新增注册企业数量增速回落转负，但仍保持每年约4千家注册量。

不过，雀巢直接的竞争对手，并非这些“散户”，而是分走一半市场份额的伊利、蒙牛和梦龙。

马上赢数据显示，2025年夏季（5月-7月），在雪糕/冰激凌类目上，伊利的市场份额已经上升至33%，蒙牛、梦龙紧随其后各占据10%左右的市场份额，处于中腰部的雀巢集团仅占据2-3%左右，且销售额同比下滑超过10%。

而在产品端，前十大雪糕品牌均归属于蒙牛、伊利和梦龙三大集团，并未出现雀巢的身影。

雀巢高层同样注意到了冰激凌业务的不佳表现，今年年初，雀巢新任首席执行官菲利普・纳夫拉蒂尔在电话会上将冰激凌业务定义为对核心主营业务的“干扰项”，他表示“我们此前保留冰激凌业务，是因为认为可以推动其增长，但它们不具备全球规模优势。”

于是，雀巢开启“瘦身计划”，再一次将冰激凌业务摆上了“货架”。

03 拟剥离冰激凌业务的背后

目前，雀巢正就出售剩余冰激凌业务与Froneri公司进行“深入谈判”，截至发稿前，尚未对外界披露新进展。「创业最前线」也就相关情况咨询了雀巢集团，对方表示“现阶段不方便接受采访”。

Froneri是雀巢与PAI Partners资本2016年合资成立的冰激凌公司，2019年，Froneri已接手雀巢在美国地区的全部冰激凌业务，目前还管理着雀巢在欧洲等20余个市场的冰激凌业务。

交易完成后，雀巢将不再直接运营任何冰激凌业务，仅通过持有Froneri50%的股权，以财务投资者的身份保留赛道参与度。

凌雁管理咨询首席咨询师、食品及餐饮行业分析师林岳向「创业最前线」表示，雀巢退出冰激凌业务，主要原因是该板块无法带来预期的增长，跑不赢咖啡、宠物食品等核心业务板块。

“雀巢冰激凌在2025年的增长主要是拜提价所赐，实际销量几乎停滞不前，国产冰激凌品牌的激烈竞争对其构成了一定的威胁，加上运营模式较重，集团认为冰激凌业务的投入产出比不高，会拖累其他板块的发展。”林岳说。

冰激凌行业具备显著重资产特征，与冷链物流高度绑定。从生产、仓储到终端冷柜投放，全链条均要求持续的资本投入。但是，如此高昂成本的投入，却难以换回持续稳定的盈利。

有雪糕批发商向「创业最前线」表示，淡季的雪糕销量较旺季直接腰斩，凯辉便利店店主则表述的更为直白：“到了冬天，有时候销量直接是0，一天也卖不出去一根。”

而让雀巢坚定推进资产重组的另一大原因，藏在披露的财报中。

4月23日，雀巢公布2026年第一季度财报，销售额为213亿瑞士法郎（约合人民币1843亿元），同比下降5.7%。中国所在的亚洲、大洋洲和非洲大区为52亿瑞士法郎（约合人民币449亿元），同比下降8.7%，是下滑比例最大的地区。

这延续了2025年的下降势头，2025年全年雀巢实现销售额894.9亿瑞士法郎（约合人民币7743亿元），同比下滑2%；净利润90.33亿瑞士法郎（约合人民币782亿元），同比大幅回落17%。

从业务结构来看，雀巢70%以上的销售额与绝大部分利润都来自四大核心业务板块，即咖啡、宠物护理、营养品、食品与零食，业绩承压之下，雀巢只得更加聚焦深耕核心业务板块，不愿在冰激凌这一相对规模较小的业务上分散精力。

但与此前雀巢出售的哈根达斯等品牌不同，新品脆脆鲨威化冰激凌，并非一个单独成立的新品牌，而是零食板块脆脆鲨IP的衍生物，它的出现，更接近于对脆脆鲨威化饼干的“防守策略”。

作为雀巢食品零食板块重要的组成部分，脆脆鲨威化饼干已经进入中国市场近30年，尽管处于威化饼干赛道的头部位置，但面对愈发激烈的市场竞争及消费者迭代，脆脆鲨也需要寻求新的增长点，而其中重要的一步就是与年轻消费者产生链接。

中国食品产业分析师朱丹蓬对「创业最前线」表示：“企业的可持续性发展一定是以满足新生代消费者的需求为前提，雪糕产品的推出就是一座很好的桥梁，能够增强消费者黏性。”

「创业最前线」观察到，利用零食品牌推出雪糕，雀巢并非个例。

此前，玛氏的德芙巧克力、不凡帝阿尔卑斯糖果都衍生出了雪糕产品。这种方式不仅无需培育新品牌就能推广产品，还符合“零食+冰激凌”的跨界消费趋势。

但目前而言，脆脆鲨威化冰激凌的复购率仍不明朗，能否为脆脆鲨带来新的增长点还有待观察。

林岳表示，脆脆鲨威化冰激凌需要考虑覆盖更多的消费场景，包括茶饮咖啡渠道、餐饮渠道、文旅渠道，通过演唱会、体育赛事等更近距离接触新生代消费者，才有机会进入增长快车道。

这个夏天，脆脆鲨威化冰激凌将讲出怎样的故事？「创业最前线」将持续关注。

注：文/王晴，文章来源：创业最前线(公众号ID：chuangyezuiqianxian)，本文为作者独立观点，不代表亿邦动力立场。

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FAQ回顾

雀巢为什么要出售冰激凌业务？

雀巢出售冰激凌业务主要因为该板块增长乏力，投入产出比不高。2025年其销售额同比下滑2%，净利润下降17%，且冰激凌业务不具备全球规模优势，被视为对核心业务的“干扰项”。

雀巢脆脆鲨冰激凌的定价和市场定位如何？

脆脆鲨威化冰激凌官方定价约8元/个，市场售价在13-15元区间，属于中高价位。然而，数据显示3-5元是主流消费区间，超过8元则消费者选择谨慎。

中国冰激凌市场的竞争格局是怎样的？

中国冰激凌市场集中度高，伊利、蒙牛和梦龙三大集团占据主要份额。2025年夏季，伊利市场份额约33%，蒙牛和梦龙各占10%左右，而雀巢仅占2-3%，且销售额同比下滑超10%。

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2026-05-20 10:15:43