亿邦智库发布《2024新竞争力品牌洞察报告》

The report highlights three core business philosophies of new competitiveness brands: user sovereignty, omni-channel growth, and digital DNA, which help brands establish uniqueness and overcome scale bottlenecks.

1. User sovereignty emphasizes driving brand strategy backwards from user needs, as seen with Kolala launching hyaluronic acid colored contacts based on user insights, achieving over 1.2 billion RMB GMV in 2023 and becoming the category leader.

2. Omni-channel growth involves adapting operations across all channels to different needs, exemplified by Royal Little Tiger's dual online-offline strategy, which drove retail sales exceeding 1.5 billion RMB in 2023 with an expected 50% growth this year.

3. Digital DNA leverages technology and data to restructure operations, such as UR's self-developed supply chain platform that generated 113 million RMB in Tmall campaign sales during 2024.

Market background shows changing consumption trends creating practical opportunities.

1. Insufficient consumer demand forces brand innovation, with freshly-made beverages growing 9% in 2024, while policies like trade-in programs provide support.

2. Generational shifts like Gen Z and silver-haired consumers drive category emergence, as Seen with Simpcare capturing male skincare demand to exceed 2 billion RMB GMV.

3. Emotional value has become consensus, driving entertainment and health categories, with movie/sports events growing 148% in 2024.

New competitiveness brands build around user sovereignty, omni-channel growth and digital DNA, focusing on brand marketing and product development.

1. Brand marketing must adapt to omni-channel growth through public/private domain operations to accumulate user assets, such as centralized marketing organizations improving efficiency and private domain management enabling personalized service.

2. Product development driven by user sovereignty enables rapid iteration, as Kolala developed hyaluronic acid contacts based on user insights, while Suntory and SHEIN respond to markets through supply chain agility.

3. Consumption trends like generational shifts and emotional value provide channel insights, with Babycare defining Gen Z parenting lifestyles serving over 50 million users, and emotional value driving high growth in entertainment/travel categories.

User behavior observations reveal opportunities in niche markets.

1. Diversified consumption concepts include health/sustainability driving low-sugar foods and liver protection products, while lazy economy boosts electric vegetable chopper sales.

2. Cases like Simpcare targeting Gen Z male skincare achieve high GMV; digital DNA helps pricing competition through data-optimized supply-demand matching.

Policy interpretation and consumption changes reveal growth markets and opportunity insights.

1. Policies like consumption promotion year and trade-in programs boost consumption, with multi-department support for cultural tourism and digital consumption creating support opportunities.

2. Consumption changes include rising emotional value driving entertainment/sports health categories (movie/sports events up 148% in 2024), and category innovation like horse-face skirts growing 333.8% and nail products over 300%.

3. Response measures involve omni-channel strategies like Royal Little Tiger's dual online-offline drive improving turnover; learnable points include user sovereignty-driven rapid R&D reducing risks.

Positive opportunities lie in latest business models.

1. Collaboration methods like ecosystem-based distribution relationships with integrated data systems optimize benefit distribution, as seen with a footwear brand achieving 300% inventory turnover improvement through sharing.

2. Risk warnings include insufficient consumption demand, but opportunities exist in innovation; negatives like weak economic expectations affect upgrades, yet digital economy releases spatiotemporal demand.

Production needs to adapt to rapid R&D and digital insights.

1. Production requirements include user sovereignty-driven supply chain responsiveness, using user data to guide development, as Kolala rapidly iterates products through insights to improve efficiency.

2. Business opportunities exist in advancing digital e-commerce, like UR's self-developed supply chain platform enabling flexible production; data assets optimize commodity supply to enhance marginal returns.

Digital insights provide specific pathways.

1. Technology bridges user needs and supply chain, as new competitiveness brands build collaborative networks for precise resource allocation; cases include footwear brands improving capital utilization through inventory management.

2. E-commerce insights involve production-sales integration in omni-channel growth, as Royal Little Tiger's integrated supply chain creates quality-price dual competitiveness; data sharing reduces marketing costs.

Industry trends focus on digital technology and customer pain point solutions.

1. New technologies like AI enhance user pool conversion and inventory management, such as Douyin's smart recommendation system matching user satisfaction; data sharing enables AI to optimize omni-channel product allocation.

2. Customer pain points like inefficient inventory find solutions in cases like a footwear brand achieving 300% turnover improvement through inventory sharing, reducing operational pressure.

Data elements provide core opportunities.

1. Industry trends show digital omni-channel operations becoming mainstream, with technology enabling user tag extraction and hierarchical management to improve reach rates.

2. Solutions include building user digital operation systems where data assets span brand lifecycles, helping construct consumption scenarios; cases like UR's platform development driving sales.

Business demands on platforms concentrate on omni-channel growth and ecosystem building.

1. Latest platform practices include integrating public-private traffic, with new competitiveness brands setting up closed-loop entry points to capture public traffic while private domain operations achieve user retention and repurchase.

2. Platform merchant recruitment needs to support ecosystem collaboration, like Haier's ecosystem brand strategy generating over 370 billion RMB revenue in 2023; Linshi Home Furnishing achieves efficient collaboration through new retail platforms.

Operations management involves risk avoidance.

1. Business needs include data sharing for rapid order response, as retail organisms lubricate benefit distribution; but data risks must be avoided, though precise data saves traffic costs.

2. Platform practices like Douyin's smart recommendations adapt to different timing needs; Jack Ma's mention of AI e-commerce era provides operational insights.

Industry developments revolve around user sovereignty shifts and business model innovation.

1. New issues include users transforming from audience to co-creators, with user sovereignty releasing spatiotemporal demand points, while digital economy AI operations satisfy spiritual consumption.

2. Business models like platform economy ecosystems see brands opening capabilities through industrial internet, as Liby and Deli configure production factors; Haier's ecosystem brand solves scale dilemmas.

Policy regulations imply consumption trends.

1. Industry movements show consumption policies like trade-in programs containing opportunities, with multi-department measures cultivating new growth points; regulatory suggestions focus on data asset optimization, like low-cost data enhancing competitiveness.

2. Case studies show omni-channel growth driving distribution relationship changes, with data IT systems enabling agile perception; digital DNA reconstructs people-goods-scenarios, providing theoretical frameworks.