After one year of Tmall's "Supporting Excellence" initiative, new brands are entering a golden era.

Text by | Chen Xi 

This is a rare, authentic, and truly inspiring summary of the consumer market in the past year.

Yesterday, Tmall released the "2025 New Brand Development Report" (hereinafter referred to as the "Report"). It is precisely this Report that makes us feel a strong "temperature difference" in 2025 - when the outside world is still talking about consumption downgrade and the difficulty of doing business, Tmall has actually presented the figures of 150,000 new merchants settling in and 276 new brands achieving over 100 million in sales on the table.

Specifically: The number of merchants establishing brands on Tmall, and the number of brands achieving over 100 million or 10 million in sales within three years of opening their stores, both reached record highs in 2025. The number of brands achieving over 100 million in sales in the year of opening their stores in 2025 increased by more than 40% year - on - year.

It can also be said that this is a data report of high value in the recent consumer industry. In today's era when the whole network is competing for "buzz", this is a list based on "real money" investment - representing the real choices made by consumers with their wallets.

The Report does not talk about those illusory "traffic mysteries", nor does it avoid the "involution reality" that makes entrepreneurs anxious.

Instead, it blows away the "chill" and false "bubbles" that permeated the consumer industry in the past year, revealing the hard but hot business texture underneath - the victory of product strength based on real GMV.

We have sorted out the most valuable parts of the report. Whether you are a brand person staying in the consumer industry or a consumer concerned about "what good things can be bought", it is recommended that you read this article.

2025: A "Good Year" for New Brand Entrepreneurship

Many people think that 2025 is a "lean year" for consumption, but the data in the Report gives the opposite answer: This is a "good year" with a high degree of "prosperity" and extremely significant certainty for new brand entrepreneurship in the past few years.

This is the most "counter - intuitive" and particularly interesting part of the whole report. But why is there such a strong "perceived temperature difference"?

Because the "logic of making money" has changed. The "bustle" of relying on PPT for financing, burning money to buy traffic, and using low prices to boost sales has indeed cooled down. However, those businesses with real hematopoietic ability and product barriers are actually living better due to the disappearance of the noise.

The popularity and shock caused by the release of this Report in the brand circle just confirm this point. People feel "inspired" not because they see beautiful figures, but because it verifies the business certainty that can be brought by seriously building a brand.

Peng Han, the founder of Xu Cuihua, a pet cat litter brand selected as one of the "Top 10 New Power Brands", posted a rather emotional WeChat Moments post: "This honor is built up by cat owners across the country with each shovel of litter and their refreshing experience... It shows that brands that seriously focus on products can be seen by everyone, by cat owners, and also by Tmall."

This statement reveals the current path for new brands to break through: Focus on products.

Peng Han said bluntly in the communication that the Report released a very positive signal - the platform encourages "value competition" rather than "price competition". "This makes us confident that we don't have to get involved in endless price wars. As long as we persist in focusing on good products, we can survive and live well."

Tongpin also has the same perception. They believe that being listed as one of the "Top 10 New Power Brands on Tmall in 2025" not only represents an honor but also confirms an industry consensus: "It makes us see that the platform is providing a fairer competitive space, allowing new brands to get rid of low - price involution and focus on creating good products that resonate with consumers and a differentiated brand positioning."

This confidence is not only spreading among founders, but the sensitive capital market has also smelled the trend.

Huang Hai, a well - known investor, sighed that the consumer market is "a big pond with big fish" after reading the report. In his opinion, even in fields such as sports and outdoor, 3C digital, and home decoration, which are regarded as "red oceans" by the outside world, there are still a large number of unmet needs as long as the right entry point for micro - innovation is found.

"The brands listed on this Tmall list are very worthy of attention in the venture capital circle. They are brands that have been verified by the real market." Huang Hai said.

This is exactly the value of the Report to the industry: It is not only a performance report but also a "rehabilitation" for good brands.

It tells brand entrepreneurs with real GMV that the market is not "cold"; it is just more picky. When the tide recedes, players who try to cover up product defects with "traffic flooding" are eliminated, while "good brands" like Xu Cuihua and Tongpin, which are willing to accumulate word - of - mouth step by step, are just entering their prime time.

Portrait of Winners: Compete on "Quality" Instead of Traffic

The "traffic flooding" strategy has failed. Who is making money?

Opening the Report, we can see a vivid panorama of brand - building in the consumer industry. In 2025, there were a total of 5,026 new brands on Tmall with sales exceeding 10 million.

It is not a single - track carnival but an explosion across the entire industry - New clothing brands led with a 22% share. Followed by home appliances, and nearly 400 new brands in each of the home decoration, 3C digital, and health sectors also broke through.

"A hero's origin matters not." The wave of brand - building is not limited to first - tier brand - building hubs such as Guangzhou, Shenzhen, and Yiwu. It has penetrated deeper into the industrial mechanism of China's manufacturing industry. Furniture brands from Xuzhou (Qingba, Senlaimeng, Mengdongqu), digital accessory brands from Zhengzhou (Kemanzhe, YOEK), and jewelry brands from Xiamen (KERLA) have collectively emerged.

From the "Top 10 New Power Brands", which are the industry leaders with a Tmall GMV of over 100 million in 2025 and have been in business for less than three years, we can see three main "winning models".

Technology Translation School: Translate "Hardcore Parameters" into "User Experience"

The winning model of this school lies in: Instead of piling up cold technical parameters, they "translate" their R & D capabilities into user - perceivable experiences.

In the seemingly "over - competitive" power bank market, Kutaike did not choose to produce "commodity - like" products. Instead, it focused on product development, emphasized industrial design, and relied on brand influence and off - platform promotion. According to Tmall data, it achieved an annual growth rate of over 200% on Tmall only through spontaneous evaluations by technology bloggers and word - of - mouth from enthusiasts.

Why did they make the right decision? Eric, the CMO of Kutaike, mentioned the first - principle behind the decision: "Combine the real scenarios of users, give full play to the R & D advantages of the team, and translate R & D capabilities into the value that users need, so that the products can naturally fit into users' lives."

In the more competitive beauty market, Tongpin demonstrated a similar approach.

Tongpin has a scientific research trump card - Jinbo Biotech and its developed recombinant humanized collagen ingredient. From the beginning of new product R & D, relying on the consumer data insights of the Tmall platform, Tongpin precisely identified the in - depth needs of users. Taking Tmall as the core battlefield, it gradually built a controllable communication field, carried out ingredient science popularization, and enhanced brand awareness.

During the 2025 Tmall Double 11, Tongpin fully utilized the resource matrix of Tmall's new and promising brands and launched a beautiful combination of strategies: Strong off - platform grass - planting to drive traffic back to Tmall, and large - scale social media advertising to boost popularity. According to Tmall data, this "content first, advertising for efficiency" strategy was very effective, and Tongpin ranked first in the annual sales of new brands in the ampoule essence market.

Pain - Point Customization School: Do "High - End Renovation" in the "Red Ocean"

If the technology school breaks through with "science and technology" and "ingredients", then this school tears a hole in the highly competitive red ocean with "innovation" and "extreme adaptation".

Zhou Zhimin, the person in charge of the domestic e - commerce business of Crzyoga, a yoga clothing brand listed as one of the "Top 10 New Power Brands", mentioned that the brand did overseas business in the early days and was "not acclimated" when it first entered the domestic market.

The brand found that European and American clothing sizes were not suitable for Chinese people, so it quickly adjusted its strategy, independently developed an "Asian size" suitable for the body shape and preferences of Chinese people, and combined it with the self - developed Butterluxe series of fabrics to balance support and comfort during sports.

Zhou Zhimin mentioned that what attracted them most about building a brand on Tmall was the "high - quality and large - scale customer base". This group of highly sticky customers not only contributed to annual sales exceeding 100 million but also promoted the continuous iteration of the products, enabling Crzyoga to achieve sales of over 100 million in 2025.

The pet brand Xu Cuihua follows the same logic. When the cat litter market was competing on "9.9 - yuan free shipping", Xu Cuihua focused on the "all - plant - based" and "dust - free" experience and solved the "hated" problem of "sticking to the bottom" for cat owners. It managed to become the number one in the plant - based cat litter market.

There is also PANE, which emerged in the extremely saturated footwear and clothing market. By exploring the niche style of "vintage German training shoes", it found a growth gap in the red ocean market. The founder, Gao Gao, said that PANE's breakthrough was not accidental. It was because of its focus on original design and quality, which precisely met the current consumers' demand for "long - termism" products.

Their success proves a logic: There are no sunset industries, only sunset products that fail to identify new needs. As long as the pain points that are habitually ignored can be accurately solved, a red ocean can turn into a blue ocean.

IP Evolution School: Turn "Traffic" into "Sticky Customers"

There is also a group of IP entrepreneurs, taking Shige Qintian as an example. It was originally a limited - time boy - group IP derived from the variety show "Farm Together". According to the conventional path, the end of the traffic is usually live - streaming e - commerce or peripheral product sales. However, Shige Qintian made an unconventional move: It established a real agricultural company and regarded its Tmall flagship store as the "second official website" and the core business platform of the brand.

On Tmall, Shige Qintian is not just selling products. It has turned non - standard agricultural products into standardized brand products through its Tmall flagship store.

More importantly, Tmall's membership system has become a "reservoir" for the IP to retain core users. By turning the "casual fans" and "program fans" scattered on social media into highly sticky "brand members" of the flagship store through membership registration and purchases, Shige Qintian is no longer subject to the cyclical fluctuations of the program broadcast and has the commercial confidence to generate its own revenue.

Tmall's Support for High - Quality Brands: "Good Money Drives Out Bad Money"

The birth of "winners" is not accidental. When new brands successfully break through in the red ocean, another question worth exploring is: What kind of environment has nurtured this seemingly "accidental" growth?

In 2025, Tmall made an unconventional but extremely clear - headed strategic choice: Compete on value instead of price.

Jialuo, the president of Tmall, said at the 2025 TopTalk: "High - quality brands are not only those with high GMV. They are brands with originality, creativity, the ability to lead consumer demand and create good products, and the potential for long - term and sustainable development."

Behind the explosion of new brands is actually a precise "two - way journey": Tmall is determined to promote "good products", and the most discerning Chinese consumers represented by 88VIPs are exactly willing to buy "good products". The establishment of this order has brought "brands that understand products" together with "consumers who know good products".

"The platform has started to jointly build a cognitive closed - loop of 'high - end experience' with us." Peng Han, the founder of Xu Cuihua, said that Tmall is more inclined to recommend products with real differentiated value and good user reviews in terms of resource allocation and content presentation. This enables brands that insist on using good raw materials and focusing on craftsmanship not only to "survive" but also to "live well".

Eric, the CMO of Kutaike, believes that "this healthy competitive environment gives new brands that focus on value a clear growth path and greatly enhances our confidence in in - depth brand building."

If "not competing on price" is an attitude, then "resource inclination" is Tmall's sincerity. For new brands, this means not only traffic but also "fairness".

Tongpin found that "the free traffic provided by the platform can help us more quickly verify the market feedback of our products." They believe that this mechanism provides a fairer starting line for new brands, allowing them to get rid of low - price involution and focus on building more professional and characteristic differentiated operations.

For the home decoration brand Xiaoban, Tmall is no longer just a sales channel but a "complete brand - growth ecosystem".

"The platform's strategy is actually forcing brands to move towards a healthier and more long - term model." The Xiaoban team mentioned in an interview that the measures to support high - quality brands concentrate resources on merchants with innovative designs and brand concepts, which refocuses the competition on the products themselves. As long as a brand can precisely define its