Name: 大人小孩都愛的小熊軟糖「HARIBO」為什麼只賣軟糖？(Why Haribo Refuses to Expand Beyond Gummies | WSJ The Economics Of)
Uploaded: 2025-08-08T21:01:20.000Z
Duration: 6 min 9 s

When you open a bag of Haribo gold bears in the U.S., you'll notice that there are more red bears than there are of any other color.

在美國，當你打開一袋 Haribo 金熊軟糖時，你會發現紅色的小熊比其他任何顏色的都多。

Haribo found that U.S. consumers prefer raspberry-flavored bears, so they tweaked the mix in production.

Haribo 發現美國消費者更喜歡覆盆子味的小熊，所以他們在生產中調整了混合口味。

Today, the company's Wisconsin factory churns out 60 million gold bears a day.

如今，該公司在威斯康辛州的工廠每天生產 6000 萬隻金熊。

And it's this factory that Haribo is betting on to take on the U.S. candy market.

而 Haribo 正是寄希望於這家工廠來進軍美國糖果市場。

Haribo is one of the largest gummy candy manufacturers in the world, thanks in part to a simple strategy, focus.

Haribo 之所以能成為全球最大的軟糖製造商之一，部分原因在於其簡單的戰略--專注。

A lot of the bigger companies have these very diversified businesses.

很多大公司都有非常多元化的業務。

Hershey, best known for chocolate, now makes pretzels and dipped fruit snacks.

以巧克力聞名的好時公司現在生產椒鹽脆餅和蘸水果的零食。

And Ferrara owns brands across hard, chewy and powder-based candies.

Ferrara 旗下的品牌涵蓋硬糖、咀嚼糖和粉狀糖。

And it just allows them sort of to have something for everyone versus just having really a single product that you're marketing all year long.

這樣一來，他們就能為每個人都提供一些產品，而不是全年只推銷一種產品。

But Haribo goes the other way, focusing primarily on gummy candy.

但 Haribo 卻反其道而行之，主要專注於軟糖。

They are pretty much a one-product company.

他們幾乎是一家只有一種產品的公司。

It's really just simplicity of production.

這其實只是生產工藝的簡單化。

If you even think about, like, in your home kitchen, if you were just making one meal over and over and over again, you really only need a certain set of ingredients, a couple of pots and pans.

如果你想一想，就像在家裡的廚房裡，如果你只是重複地做一頓飯，你真的只需要一套特定的配料、幾口鍋碗瓢盆。

But in an industrial context, it's really the same.

但在工業領域，情況其實是一樣的。

In the U.S., the company uses select core recipes.

在美國，公司使用精選的核心配方。

Gives us expertise so that when we want to make a flavor change or a texture change, it allows us to tweak things.

這樣，當我們想改變口味或質地時，我們就能對其進行調整。

And its scale gives the company an advantage in negotiations for equipment and ingredients.

公司的規模使其在設備和配料談判中佔據優勢。

The leverage it gives us is just the fact that we're buying more of one thing.

它給我們帶來的槓桿作用只是我們購買更多的一種東西。

When you are able to buy more of something, you get volume discounts.

當你能購買更多的東西時，你就能獲得批量折扣。

它為我們帶來了規模經濟效益。

But if your particular product isn't the one that's currently on trend, you can sort of lose out.

但是，如果你的特定產品不是當前流行的產品，你就會吃虧。

Efficiency only benefits you when you are efficiently making something people want.

只有當你高效地生產出人們想要的東西時，效率才會給你帶來好處。

So knowing exactly what consumers want is key to staying on top of demand and, in fact, creating more demand.

準確瞭解消費者的需求是緊跟需求的關鍵，實際上也是創造更多需求的關鍵。

That's why having facilities that are local has definite benefits in the sense that you can just really be closer to your consumer.

這就是為什麼在當地建立設施會有明顯的好處，因為你可以真正地更接近你的消費者。

That strategy is clear in Pleasant Prairie, Wisconsin, home to Haribo's first U.S. production facility, a 500,000 square foot factory that opened in 2023.

這一戰略在威斯康辛州普萊森特普雷里非常明顯，這裡是 Haribo 在美國的第一家分廠。該生產設施佔地 500,000 平方英尺，於 2023 年投入使用。

we were importing 100 percent of our product.

Getting Haribo's to the United States used to take months.

過去，把 Haribo 運到美國需要幾個月的時間。

It could be up to 12 to 14 weeks because it had to be made in Europe.

因為必須在歐洲製造，所以可能需要 12 到 14 周的時間。

Then it went on a very long boat journey.

Now it's a matter of weeks, with the Wisconsin factory producing about 25 different types of gummies.

現在只需幾周時間，威斯康辛州的工廠就能生產出約 25 種不同類型的軟糖。

And the Wisconsin base is key to determining what Haribo makes in the U.S.

而威斯康辛基地是決定 Haribo 在美國生產量的關鍵。

The faster you can react, the better your sales are.

Local offices run focus groups and can develop new products accordingly in shorter periods of time.

地方辦事處負責焦點小組，可以在更短的時間內開發出相應的新產品。

We ask about both texture, flavor, but how you're going to use the product.

我們會詢問產品的質地、風味，以及你將如何使用產品。

We also do the same testing for packaging, because packaging also plays an important role.

我們還對包裝進行同樣的檢測，因為包裝也發揮著重要作用。

All that feedback drives a very specific insight.

所有這些反饋意見都會產生非常具體的洞察力。

What's considered good varies by region, and Haribo tailors accordingly.

不同地區的人認為什麼是好東西，Haribo 也會據此進行調整。

In the U.S., the original mix included Gold Bears, Happy Cola, Friendship Rings, Twin Snakes, and Happy Cherries.

在美國，最初的組合包括黃金熊、快樂可樂、友誼戒指、雙蛇和快樂櫻桃。

But after learning American consumers wanted the fried egg and foam heart gummies they saw in the U.K. version, Haribo swapped in those marshmallow textures.

但在了解到美國消費者喜歡英國版煎蛋和泡沫心形軟糖後，Haribo 便換成了棉花糖質地的軟糖。

This strategy plays out across Haribo's 16 factories worldwide.

這一戰略在 Haribo 全球 16 家工廠全面實施。

The company's manufacturing facility in Turkey, for example, makes halal-certified products to meet local demand.

例如，該公司在土耳其的製造廠生產清真認證產品，以滿足當地需求。

In a Scandinavian country, Denmark, Sweden, they love licorice and they love a strong licorice taste and even salty products. This wouldn't work in other markets.

在丹麥、瑞典等斯堪的納維亞國家，他們喜歡甘草，喜歡濃郁的甘草味，甚至喜歡鹹味產品。這在其他市場是行不通的。

So the decentralized structure helps us to be agile and to react on developments in different markets.

分散式結構有助於我們靈活應對不同市場的發展。

If demand is strong enough, Haribo will also expand its horizons.

如果需求足夠旺盛，Haribo 還將擴大其業務範圍。

Take the Shimalo, the only Haribo product that includes chocolate.

就拿 Shimalo 來說，它是 Haribo 唯一含有巧克力的產品。

An existing marshmallow product was the base, but market research in Belgium showed demand for a chocolate version, so Haribo launched it there.

現有的棉花糖產品是基礎，但比利時的市場調查顯示對巧克力版本有需求，所以 Haribo 在比利時推出了巧克力版本。

And Haribo can use its larger international portfolio to its benefit.

Haribo 可以利用其龐大的國際產品組合為自己謀利。

One of the big things that U.S. candy companies are facing are a lot of pressure from federal and state policymakers to transition to natural food dyes.

美國的一項重要工作是糖果公司正面臨著來自聯邦和各州政策制定者的巨大壓力，要求它們向天然食品染料過渡。

Some Haribo products made in the States still have Red Forty in the ingredients, but the company already uses fruit and vegetable juices for color in other products and in other countries.

在美國生產的一些 Haribo 產品成分中仍含有 Red Forty，但該公司在其他產品和其他國家已經使用水果和蔬菜汁來著色。

We, in our current portfolio, have different types of coloring agents, different kinds of flavoring agents, so we feel very prepared to do things different or if there's regulations that change.

在我們目前的產品組合中，有不同類型的著色劑、不同類型的調味劑，所以我們覺得我們已經做好了準備，可以做不同的事情，或者如果法規發生變化的話。

Having this factory gives us the agility to make those changes.

有了這個工廠，我們就能靈活地做出這些改變。

Today, Haribo produces more than 800 different products around the world, and in the past year alone, Haribo has added 2.6 million new American households to its customer base.

如今，Haribo 在全球生產 800 多種不同的產品，僅去年一年，Haribo 的客戶群就新增了 260 萬個美國家庭。

Different candies have their moments in the sun.

不同的糖果都有自己的陽光時刻。

Gummies are really going gangbusters right now.

Sugar candy sales are up 74 percent since 2020, and with cocoa prices historically high.

自 2020 年以來，由於可可價格處於歷史高位，糖果銷量增長了 74%。

You're seeing a lot of the big confection companies rolling out, you know, new gummy products as a result.

很多大型糖果公司都推出了新的軟糖產品。

So for Haribo, on the one hand, it's great.

對於 Haribo 來說，一方面，這很好。

You know, they've probably got a lot of demand for their core product.

要知道，他們的核心產品可能需求量很大。

On the other hand, it is inevitably going to mean more competition.

另一方面，這也不可避免地意味著更多的競爭。

They just have to be really nimble and adaptable and keep trying to appeal to consumers with new products to keep the sort of fire alive for gummies as long as they can.

他們必須非常靈活，隨機應變，不斷嘗試用新產品來吸引消費者，儘可能地保持軟糖的熱度。

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大人小孩都愛的小熊軟糖「HARIBO」為什麼只賣軟糖？(Why Haribo Refuses to Expand Beyond Gummies | WSJ The Economics Of)

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