Name: 為何中國打破西方劇本——又該如何贏得勝利？ (Why China Breaks Western Playbooks — And What It Takes to Win)
Uploaded: 2026-03-19T17:35:53.000Z
Duration: 10 min 7 s

China is the world's second largest consumer market, behind the US in 2025, the country's total retail sales of consumer goods exceeded about 50 trillion yuan, or about US$7.2 trillion, up by 3.7% year on year.

中國是全球第二大消費市場，僅次於美國。2025年，該國社會消費品零售總額超過約50兆人民幣，約合7.2兆美元，年增3.7%。

With a population of 1.4 billion people, the market has long been a cash cow for global brands.

擁有14億人口，這個市場長期以來一直是全球品牌的cash cow。

With some Western brands struggling and even scaling back operations in the country, China has been a hub for E commerce innovation, and

隨著一些西方品牌在中國舉步維艱甚至縮減營運，中國一直是電子商務創新的中心，

As a result, brands that fail to keep pace run the risk of becoming irrelevant.

是以，跟不上腳步的品牌有變得無關緊要的風險。

When you think about live streaming and social media, the hottest new thing is going to bubble up overnight and you have to have it the next day.

當你想到直播和社群媒體時，最熱門的新事物會一夜之間冒出來，你隔天就得擁有它。

The number one thing that you will see is how little loyalty Chinese consumers are because of the brands and how fast they innovate and how quickly they push things out.

你會看到最重要的一點是，中國消費者對品牌的忠誠度有多低，因為品牌創新速度快，推出產品的速度也很快。

Consumers are very used to being hit buy new concepts, new designs.

消費者非常習慣接觸新的概念、新的設計。

那麼，要在中國勝出需要什麼條件呢？

And why are some of the world's biggest brands rewriting their entire playbook just to survive?

那麼，為什麼有些世界級大品牌得徹底改寫規則才能生存呢？

For years, many Western brands entered China by replicating the products, pricing and strategies they used at home.

多年來，許多西方品牌進入中國時，都只是複製他們在家鄉使用的產品、定價和策略。

That might have worked at a time when people had a lot more reverence for the Western brands.

這在人們對西方品牌還抱持高度崇敬的時期或許還奏效。

But increasingly, a lot of people in the business say you really have to localize beyond just the culture.

但越來越多人認為，你真的必須超越文化層面進行在地化。

Like, it's a completely different way of operating and selling to consumers in China today than it is in other countries.

像是，現在在中國做生意和銷售給消費者的模式，跟其他國家完全不一樣。

Home furniture giant Ikea, which has been operating in China since 1998, is facing fresh competition from E commerce giants like Alibaba and JD.com in.

居家傢俱龍頭 Ikea，自 1998 年起就已在中國營運，正遭遇來自電子商務巨頭 Alibaba 和 JD.com 等的激烈競爭。

In early 2026, IKEA announced plans to close seven large format stores across the country, blaming intensifying competition and weaker demand as China's property slump left fewer people buying new homes.

2026 年初，IKEA 宣佈計畫關閉全國七家大型門市，歸咎於競爭加劇和需求疲軟，因為中國房地產市場的低迷導致越來越少人購買新房。

Instead, it's shifting towards smaller urban stores closer to where customers actually live.

相反地，它正轉向更小的城市門市，更貼近顧客實際居住的地方。

It's also expanding its digital presence across platforms like JD.com, the Western brands used to do.

它也在擴展在 JD.com 等平臺的數位業務，就像西方品牌以前做的一樣。

New product launch is a very methodical but lengthy process.

新產品的推出是一個非常系統化但漫長的過程。

These local insurgents, you just run really fast kind of test and learn process.

這些本土的挑戰者，你們就是快速測試、學習、再調整。

As China's consumer market has matured, its homegrown brands have gained ground on foreign competitors.

隨著中國的消費市場日益成熟，本土品牌在外國競爭者面前節節勝利。

They've done this by scaling faster, launching new products more quickly, adjusting prices in real time, and

它們透過更快地擴大規模、更快速地推出新產品、即時調整價格，以及

tailoring their offerings more closely to local demand.

更貼近在地需求來客製化產品，達成了這一切。

So, so when we talk about Western brands that have struggled more recently in China, definitely Starbucks comes to mind because there have been so many other companies like Luckin Coffee and boutique coffee shops that have come in and sold coffee for much, much less than Starbucks.

所以，當我們談論近期在中國面臨挑戰的西方品牌時，絕對會想到 Starbucks，因為有許多像 Luckin Coffee 和精品咖啡店這樣的公司出現，它們賣的咖啡比 Starbucks 便宜非常非常多。

Starbucks has sometimes run into challenges by creating new drinks or products that maybe weren't exactly what Chinese consumers were looking for.

Starbucks 有時會在推出新飲品或產品時遇到挑戰，因為這些可能不是中國消費者真正想要的。

These pressures have driven more Western brands to partner with local private equity firms, bring in capital and local operational expertise, manage or grow their China businesses.

這些壓力促使更多西方品牌與在地私募股權公司合作，引進資金和在地營運專業知識，來管理或拓展它們在中國的業務。

If you actually look at the the historical growth of of China's market, it reached a height in 2021.

如果你實際看看中國市場的歷史成長，它在 2021 年達到了一個高峰。

However, the good news is 2025 for consumer products and the retail sector, that part of the investment increased about 8 times versus 2024.

不過好消息是，2025 年的消費品和零售業，這部分的投資比 2024 年增加了大約 8 倍。

So this is actually a historical high that we haven't seen since, you know, 2022.

所以這其實是一個歷史新高，是我們自從 2022 年以來就沒見過的。

So deal value actually reached about 7 billion US last year.

所以去年的交易總值大約達到了 70 億美元。

The first couple of changes that are really, really important are number one, the governance and also the operating model, which enables that kind of decision making to be within China and also in the China speed.

首先，有兩項非常非常重要的改變，第一是公司治理，還有營運模式，這能讓決策權留在中國，並且以中國的速度來做決定。

So you don't really have to go report to committees or headquarters to gain approval.

所以你不需要再向委員會或總部報告來爭取準許。

And the second thing that PE partners can bring to this kind of JV relationship are really lots of ecosystem partners that they already have.

第二點，私募股權夥伴能為這種合資關係帶來的是他們已經擁有的眾多生態系夥伴。

So, so whether it is the digital capability partners or whether it is, let's say, strategic access to certain locations.

所以，無論是數位能力夥伴，或者像是策略性地進入特定地點的機會。

As economic growth slows and household confidence has weakened, Chinese consumers have become more cautious with spending, increasingly prioritising value for money while still seeking experiences and emotional value.

隨著經濟成長放緩、家庭信心減弱，中國消費者在消費上變得更加謹慎，在追求體驗和情感價值之餘，也越來越重視物有所值。

So for a lot of the international brands, you have to think about how do you maintain the brand, brand heritage that you have and also connecting it with a different market where people have different habits and cultural background.

所以，對於許多國際品牌來說，你必須思考如何維持你原有的品牌、品牌傳承，同時也要連結到一個人們擁有不同習慣和文化背景的市場。

For Lululemon, they've actually even created their own series of events.

對 Lululemon 來說，他們甚至還創造了自己的系列活動。

Rather than just setting up a booth somewhere or handing out flyers at the mall, they're actually hosting small scale fitness events or some other ways where people can play and have fun or compete with each other.

與其只是在某個地方設攤位或在商場發傳單，他們實際上是舉辦小型健身活動或其他讓大家可以玩樂、同樂或互相較勁的方式。

That also tied with many cities across China.

這也跟中國的許多城市連結在一起。

So there's a localization aspect to it and they can draw in more people who live outside of the big cities of Beijing and Shanghai and really build that brand awareness and engagement.

所以這就有了在地化的面向，他們可以吸引更多居住在北京和上海以外大城市的人們，真正建立品牌知名度和參與度。

For Craft Heinz, they decorated a lot of these subway stations in Shanghai to look like ketchup bottles.

對於卡夫亨氏 (Craft Heinz) 來說，他們裝飾了上海的許多地鐵站，讓它們看起來像番茄醬瓶。

The other is that they worked a lot with restaurants to talk about how you could use their ketchup in some very traditional Chinese dishes.

另一點是他們與許多餐廳合作，討論如何將他們的番茄醬用於一些非常傳統的中式菜餚。

So one popular dish is stir fried eggs with tomatoes.

其中一道受歡迎的菜是番茄炒蛋。

So that was a way that they brought ketchup into what People in China eat quite often.

這就是他們將番茄醬融入中國人常吃的食物中的一種方式。

This consumer behavior shift shows up most clearly during China's major shopping festivals, when shoppers lean into discounts.

這種消費行為轉變在中國的主要購物節期間最為明顯，屆時消費者會積極尋求折扣。

In November 2025, Singles Day generated 1.7 trillion yuan, or about 238 billion in online sales, up about 14.2% year on year, but

2025年11月，雙十一創造了1.7兆人民幣，約2380億美元的線上銷售額，年增約14.2%，但

slower than the 26.6% year on year growth in 2024.

成長速度比2024年的年增26.6%來得慢。

The festivals and sales promotions inside China provide opportunities, but

中國境內的節慶和促銷活動提供了機會，但

those opportunities differ based on the life cycle and the age of the brand inside the market.

這些機會會隨著品牌在市場上的生命週期和年齡而有所不同。

We like to characterize an event such as Singles Day as a gust of wind going into the sales.

我們喜歡將像雙十一這樣的活動形容為一股能帶動銷售的「風」。

So a new brand that's in the market, that gust of wind can really help that brand get up to speed.

所以，一個剛進入市場的新品牌，這股「風」可以幫助這個品牌快速成長。

But a brand that's already been in market for a number of years, that gust of wind doesn't necessarily really change the trajectory.

但對於一個已經在市場上經營多年的品牌，這股「風」不一定能真正改變它的軌跡。

But while local partners and operational control both matter, they're only part of the equation.

雖然在地夥伴和營運控制都很重要，但它們只是整個方程式的一部分。

In China, the consumer market runs largely on mobile, with e commerce dominated by several major platforms.

在中國，消費市場主要以行動裝置為主，電子商務由幾個主要平臺主導。

In a country with 1.1 billion Internet users, Alibaba's Taobao and Tmall remain the largest players, holding a combined 35% market share.

在這個擁有11億網路用戶的國家，Alibaba的淘寶和天貓仍然是最大的參與者，合計佔有35%的市場份額。

Plinduoduo has rapidly gained ground at 21%, while JD.com holds 17%.

拼多多以21%的市佔率迅速崛起，而JD.com則佔有17%。

Other apps include Douyin, the Chinese version of TikTok.

其他的應用程式還包括抖音，也就是 TikTok 的中國版本。

It is a short video platform that is also owned by bytedance and xiaohongshu, playing a key role in product discovery and influencer led shopping.

這是一個短影音平臺，同樣由字節跳動和小紅書擁有，在產品發現和網紅帶貨方面扮演著關鍵角色。

We hear from our clients that they have a hard time collecting such rich data in Western e commerce platforms such as Amazon.

我們從客戶那裡聽到，他們很難在亞馬遜等西方電子商務平臺上收集到如此豐富的數據。

When they look at the data that's available, platforms such as Tmall and jingdong.

當他們查看可用的數據時，像是天貓和京東這樣的平臺。

When a new brand's going to enter in China and we can pull down data that helps them understand how many people are purchasing your particular product, at what price point are they buying, what time of year are they buying, what time of day are they buying, what the competitors are selling, how much the competitors are selling that product for.

當一個新品牌要進入中國時，我們可以調出數據，幫助他們瞭解有多少人在購買你們的特定產品，他們以什麼價位購買，一年中的什麼時候購買，一天中的什麼時候購買，競爭對手在賣什麼，競爭對手賣那個產品的價格是多少。

It really demystifies the market and it really allows them to pinpoint exactly on that dartboard where they're going to throw that dart.

這真的讓市場變得清晰易懂，也讓他們能夠精準地瞄準飛鏢盤上的目標，決定要往哪裡丟出飛鏢。

But a plethora of data can also intensify competition.

不過，大量的數據也可能加劇競爭。

Because so much marketplace performance data like prices, sales ranks and reviews are publicly visible, rivals can quickly spot winning products and undercut on price.

因為像價格、銷售排名和評論等許多市場表現數據都是公開可見的，競爭對手可以快速發現熱銷產品並削價競爭。

Everything on those platforms are public private domain data.

這些平臺上的所有內容都是公開的私人領域數據。

Whether it's your CRM database that is definitely by far the most valuable and most important, private domain data refers to audiences that brands own and operate.

無論是你的 CRM 資料庫，這絕對是迄今為止最有價值和最重要的，私人領域數據指的是品牌擁有和營運的受眾。

Things like WeChat groups, mini programs and brand apps where they control first party data and can use it for personalized experiences.

像是微信群組、小程序和品牌 App，這些都能讓他們掌握第一方數據，並用於個人化體驗。

If you have some way to tie store level things with the consumer data, then you can actually trigger purchases, targeted promotions.

如果你能將店面營運與消費者數據連結起來，就能觸發購買行為、推播精準的促銷活動。

Those things you cannot do if you only rely on the public domain data that everybody has to really act on that data.

如果只依賴大家都有的公開數據，就無法真正採取行動。

Having local R and D centers just makes that all come to life much more because they can figure out what segment of the market is really buying, where do they have gaps and then create a product right away.

設立在地研發中心能讓這一切更完善，因為他們能瞭解市場哪個區塊的消費者真的在買，哪裡有市場缺口，然後立即開發產品。

Another important part of understanding the modern Chinese consumer is recognizing how fragmented the market has become across cities, regions, generations and digital behaviors.

要了解現代中國消費者，還有一個重要觀念，就是市場已經變得非常碎片化，橫跨城市、地區、世代和數位行為。

Brands from all over the world, notably domestic brands, they're all trying to compete for that same share wallet.

來自世界各地的品牌，特別是本土品牌，都在爭奪同一塊市場大餅。

The rise of domestic competition does not come at the expense of international brands by any means.

本土競爭的崛起，絕不會犧牲國際品牌的利益。

Means distance can be a brand killer inside of China.

距離太遠，在中國可能會讓品牌窒礙難行。

So having too much distance between the brand promise, the brand equity and the end consumer is an area that brands particularly fail inside of.

所以，品牌承諾、品牌資產與終端消費者之間距離太遠，是品牌尤其容易失敗的地方。

Even for the post Covid era, what you you've used and made you successful in the last maybe, let's say, you know, two years may not be actually what's going to make you successful in the next two years.

就算是在後疫情時代，過去兩年你所使用的、讓你成功的模式，可能不會是未來兩年讓你成功的關鍵。

How nimble you can be and not rely on just one formula, one product, one playbook is going to be very important.

你有多靈活，而不是隻依賴單一公式、單一產品、單一策略，這點會非常重要。