The first shot for the 2025 brand growth is fired in the new product battlefield.

New product consumption is reshaping the logic of brand growth.

In a market environment where the stock competition is becoming increasingly fierce, new products are no longer just a market test for brands, but a necessary option for brands to establish connections with consumers and achieve a breakthrough. Whether it is to open up a new track or to achieve a growth breakthrough in the original field, only through new products can brands find a new narrative space.

When new product consumption becomes the main battlefield for business growth, what is left for brands may be not only opportunities, but also a challenge that has to be faced.

1. New Product Release 2.0: Why It's Difficult but Worth the Investment?

Tmall data shows that in 2024, the average daily number of new products on the platform is as high as 53 million, among which 270 new products have a GMV of over 100 million yuan, and more than 5,000 new products have sales of over 10 million yuan. Behind this series of data, it is not difficult to find that new products are becoming the main battlefield of brand competition.

The essence of new product competition is a necessary means for brands to win the incremental market in the stock era. For consumers, new products are not only a carrier to meet functional needs, but also an important symbol to express personality and emotion. This two-way value makes brands have to bear higher expectations and trial-and-error costs in the process of launching new products.

From the internal R & D and market planning of the brand to the external promotion channels and consumer experience, the launch of new products is an extremely complex operating system. Especially in the stock market, consumers have higher expectations for new products, and brands face greater challenges.

On the one hand, consumer groups, scenarios, and needs have become more diversified. Consumers are no longer pursuing a single cost performance, but personalized experience and emotional identity. Brands need to find the real needs of the segmented population in precise circle layer insight, which not only increases the decision-making difficulty of the brand, but also increases the complexity of product development.

On the other hand, consumers' requirements for new products are more stringent. Simple co-branded models or traffic stacking can no longer attract their attention. Brands need to comprehensively innovate in product functions, usage scenarios, and emotional values. At the same time, the link from R & D to listing and then to continued popularity of new products has become longer, and brands need to invest more resources and time to polish.

In such an environment, going it alone obviously cannot support brands to go further. How to reduce the trial-and-error cost, quickly capture market opportunities, and achieve an effective launch of new products has become an urgent problem for brands to solve.

Interestingly, when Tmall is carrying the heavy responsibility of launching new products for tens of millions of brands, there are many that stand out, getting rid of the fate of one in ten new products surviving, and instead becoming a hit that is one in ten thousand.

Why can these brands break through?

2. The Whole Link and the Whole Field: The Evolution of New Product Release on Tmall

In a market environment where stock competition is increasingly fierce, brand new product release is no longer a simple proposition that can be solved by "traffic push" and "promotion support". Facing more demanding consumers and continuously subdivided demand scenarios, what brands need is a new product release strategy that covers the whole link and the whole field. This is not just a single-point marketing explosion, but a systematic approach from R & D to continuous sales, covering every key link in the new product life cycle.

In this process, the brand's new product release strategy needs to have three core elements:

First is precise insight and target locking. From the beginning of new product R & D, the brand needs to clearly identify the needs of the target group and the trend changes in the market, so as to ensure that the product function is highly matched with the market demand. Second is global communication and scenario-based operation. Reach consumers through multiple platforms and multiple scenarios to achieve in-depth delivery of brand and product values. Finally, it is long-term continuous sales and user operation. The new product from the outbreak period to long-term popularity cannot be separated from the resource increase and refined operation in the continuous sales stage.

This three-dimensional new product release system is complex and resource-intensive for brands. However, with the continuous improvement of the platform ecosystem, the whole link and the whole field new product release support is becoming a reality. The comprehensive empowerment of Tmall enables brands to focus more on their own innovation capabilities, and at the same time, through the platform's resource integration and data support, significantly reduce the trial-and-error cost of new product listing.

Take the cases of Xiaomi and L'Oréal Paris as examples to discuss how these brands have achieved the successful launch of new products through the whole link and the whole field new product release strategy.

Xiaomi: The Whole Link New Product Release, the Comprehensive Outbreak within the New Product Life Cycle.

In the new product release wave in 2024, Xiaomi demonstrated the powerful effectiveness of the whole link new product release strategy with several phenomenal new products. From the Xiaomi MIX Flip folding screen phone to the zoned washing machine, these products not only achieved sales success, but also injected a strong momentum into the brand's high-end transformation.

In the view of Xu Fei, Vice President and Group CMO of Xiaomi Group, the relationship between consumers and brands has gradually shifted from the one-to-many shouting-style promotion in the past to the circle echo of deep emotional interaction. And the key for brands to capture young consumers lies in insight into their unmet needs and accurately locking the target circle.

Take the Xiaomi MIX Flip as an example. This folding screen phone is precisely targeted at the high-end female market. And this part of the group pays more attention to the quality of life and pursues portability. Based on this precise insight, Xiaomi clarified the product design direction, taking the "full-function external screen" as the core selling point to improve the user experience.

In the promotion of new products, Xiaomi closely cooperates with Tmall Little Black Box, locks the target group through global sampling and precise reservation, and at the same time, jointly customizes content with fashion bloggers on Xiaohongshu to quickly increase the product exposure. Xu Fei said: "The circle insight and the whole link support of the platform not only make us closer to the user needs, but also enable new products to break through the market more quickly."

During the Double Eleven period, Xiaomi and Tmall Qimiao Camp joined forces strongly to continuously launch new products in the high-incidence area of Disney users' emotional needs, cooperate with the promotion of popular bloggers, and undertake the high-flow outbreak of the Double Eleven promotion, opening the secondary continuous sales market for mobile phones such as Xiaomi MIX Flip and REDMI K70 Extreme Edition, further expanding the circle coverage of the products. Finally, many new products such as Xiaomi MIX Flip achieved a transaction volume of 200 million yuan within 7 days after the initial release, especially Xiaomi MIX Flip, which directly topped the Tmall category sales list Top 1, becoming a phenomenal hit in the folding screen market.

For Xiaomi, the success of MIX Flip lies not only in technological innovation, but also in how to make these technologies truly perceived and accepted by consumers through the whole link support of Tmall. From user insight in the R & D stage to global communication before listing, and then to the continuation of market heat, Tmall provides Xiaomi with a complete and efficient solution. Through such a comprehensive collaboration from data to the market, Xiaomi not only launched a product successfully, but also made the connection between the brand and consumers closer. Technology has temperature, and products are therefore more vitality.

L'Oréal Paris: Deeply Cultivating the Courtesy Economy, Activating the Growth Engine in the Whole Link

"Today, for a brand to do well, you must achieve the same frequency resonance both outside and inside the station." The speech of Zong Guoning, General Manager of L'Oréal Paris Brand, at the Tmall Super New Product Ceremony provides a powerful footnote for how brands can activate the growth of new products by leveraging the resources of the whole link and the whole scene. In the context of the courtesy economy gradually becoming the focus of brand competition, L'Oréal Paris cooperates with Tmall to precisely reach consumer needs with an all-round layout, creating a textbook case for the excellent performance of new gift box products in the courtesy season.

At the critical node of the Spring Festival, L'Oréal Paris built a "courtesy search mental position" through Tmall, fully covering the search path of users in the New Year gift-giving scenario. Through the cooperation with the Little Black Box's Big Brand Courtesy Day IP, the brand seamlessly connects the user's gift-giving needs with the search behavior, and precisely pushes the new gift box products into the consumer's vision through functions such as the search hot list and category word association. This action not only strengthens the courtesy mentality, but also realizes the deep binding of search and consumption scenarios. According to statistics, in the Spring Festival marketing cycle alone, L'Oréal Paris received more than 70 million exposures, providing sufficient traffic support for the subsequent conversion of new products.

The "Super New Test" project jointly carried out by the brand and Tmall further promotes the precise seeding and user conversion of new products. In this project, the brand creates short video content with the new product experience officers of the Tmall platform around the user needs and gift-giving pain points of the new gift box products. The content forms include gift-giving guides, good gift unboxing, etc., directly hitting the core scenarios of users, and seeding the target consumers in a relaxed and intuitive way. Through the superimposed exposure of resources inside and outside the station, these high-quality contents have achieved efficient reach to the target group, with a cumulative delivery volume of nearly one million. In addition, the combined resources of the Little Black Box and the U First channel also provide more deterministic traffic support for the new gift box products, making the seeding and conversion form a natural closed loop.

This operation from shaping the mentality outside the station to precisely undertaking inside the station is more benefited from the whole link resource capability provided by Tmall. Through the "Tiangong Plan", L'Oréal Paris connects the building advertising and online data, bringing a more extensive consumer reach path for the brand. At the same time, combined with the post-link data of the Little Red Star, the brand further optimizes the understanding of user behavior, infiltrates the marketing of the gift-giving scenario into more subdivided groups, and significantly improves the overall operating efficiency.

The outstanding performance of L'Oréal Paris' new gift box products not only shows the brand's precise insight in the courtesy economy, but also further validates the strong driving force of the whole link and the whole scene resource collaboration for the promotion of new products. In the present where new product consumption is gradually becoming the main battlefield for brand growth, L'Oréal Paris uses successful practices time and time again to illustrate that new products are not only a tool for market behavior, but also an important engine for brands to connect with consumers and activate market potential. Through the technical support and scene expansion of Tmall, the brand can accurately grasp user needs, make new products stand out in the complex market competition, and lay the foundation for long-term sustainable growth.

3. The "New" Driving Force for Brand Growth

With the intensification of market competition and the continuous change of consumer needs, brands are facing increasing pressure in this "new product war". In order to find increments in the stock market, brands urgently need a comprehensive and systematic new product strategy. And at the Tmall Little Black Box New Product Ceremony, Su Yu, General Manager of Tmall Brand Marketing Center, announced Tmall's 2025 new product strategy, providing the whole link and the whole field new product release support for brands from the platform perspective.

On the one hand, for brands, the whole link support provided by Tmall is undoubtedly the core guarantee for the success of new products. The life cycle of new products is no longer just a flash in the pan at the time of new product release, but an overall comprehensive action. From the trend insight of new products to the precise product R & D, Tmall provides brands with profound market insights through AI technology and big data analysis, helping brands accurately predict potential hits from the beginning and avoiding the blindness of market investment. On this basis, Tmall's New Product Innovation Center (TMIC) provides specific development suggestions for brands to ensure that the R & D direction of new products closely follows the market trend and effectively improves the success rate of new products.

More importantly, Tmall's whole link support is not only reflected in the initial promotion stage of new products. Through the platform's industry-specific sessions, cargo compensation policies, and refined user operations, Tmall ensures the continuous popularity and stable growth of brand new products. Brands receive more long-term and sustainable support within the new product life cycle through the whole link resource increase. Brands can not only ensure the short-term sales of new products, but also achieve the deep cultivation of the market and the long-term maintenance of users through the long-term assistance of Tmall.

On the other hand, brands can reach new groups of people in new scenarios and in new ways through Tmall's whole field coverage. Another highlight of Tmall's 2025 new product strategy is the whole field scene coverage. This is not only limited to the traffic distribution of the online platform, but also includes cross-border cooperation with top IPs. Through the combination of film and television, sports, fashion and other fields, it helps brands expand to new consumer circles.

Tmall gives brands more extensive exposure opportunities through cooperation with top IPs such as the FIRST Film Festival and the F1 race. Brands have successfully broken the limitations of traditional product promotion through these scenario-based marketing and reached a wider target group. For example, Tmall has played an important role in the rise of the courtesy economy, helping