36Kr X NielsenIQ Unveils the “Future of Chinese Brands: Super Brands” | Who Will Define the “Super Brands” of Chinese Products in the Next Decade?

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A decade ago, "Made in China" was synonymous with cost - effectiveness, and consumers voted with their wallets to "support domestic products." Five years ago, the "Chinese fashion trend" sparked a cultural frenzy, and young people wore Hanfu and used Forbidden City cultural and creative products to express their identity. Today, as "buying domestic products" has become a daily practice, a more pressing question has emerged:

As the traffic dividend fades, global competition intensifies, and generational demands change, what kind of brands can withstand the test of time and truly define "China's super - brands"? 

The answer to this question is crucial for China's consumer industry to shift from "following" to "leading." In the past, we leveraged our supply - chain advantages, traffic - driven marketing strategies, and cultural awakening to bring "Made in China" onto the global stage.

However, to become representatives of "Created in China," brands must face greater challenges: How can they build an undeniable presence and leave an indelible mark in consumers' minds? How can they transform cultural identity from a "symbol" into "brand loyalty"? How can they participate in consumers' value expression beyond product functionality?

A recent survey jointly launched by 36Kr and NielsenIQ aims to find answers to these questions.

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The segmentation of domestic products is the theme of the era

The criteria for "super - brands" are never static.

In the era of scarce supplies, a "super - brand" might have been the most prominent bottle of soy sauce or a TV set on the shelf. In the early stage of consumption upgrading, a "super - brand" could have been a fast - moving consumer goods giant with a nationwide store network and ubiquitous advertising.

Today, the challenges faced by domestic products have evolved: The growth logic of domestic brands is diversifying, and their competitive strategies are changing. It's no longer a race on the same track but a divergence into multiple growth models. 

Consumers are no longer simply paying for cost - effectiveness. Generation Z seeks "circle identity," while the new middle class looks for "value resonance." In the international market, it's no longer just about sales volume; it's about establishing cultural influence. More importantly, technological changes and the reconstruction of the global industrial chain require brands to have both "hard technology" and "soft power."

The term "domestic products" has shifted from a traffic - attracting keyword to a basic requirement. Super - brands need more solid value anchors, which could be technological barriers, cultural penetration, or global market dominance. From this perspective, we need to break the myth that "bigger is stronger." "Super - brands" should be more about brand health, the strength of user relationships, and long - term viability, rather than just scale indicators.

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From phenomenon to essence:

The three growth logics of future super - brands

This list includes both classic brands with wide recognition in domestic and international markets and emerging brands showing strong growth potential in niche sectors. Their common feature is that they are not just selling products but building a three - dimensional moat of "users - culture - influence."

From the list of short - listed domestic brands in this selection, we can easily identify clear common trends among the rising super - brands, and these trends may be the key to defining super - brands:

Trend 1: In the era of influence, being remembered by users is the ultimate moat

After the ebb of traffic, the core of brand competition has shifted from "being seen" to "being chosen." In the past, brands relied on advertising blitzes or wide - scale channel coverage to gain visibility. Now, users are more willing to pay for values deeply ingrained in their minds.

As the market changes from a supply - scarce to an over - supplied state, whether a brand can occupy the top position in users' minds in a particular category directly determines its survival quality.

Trend 2: The rule for breaking through in growth: Enter through a small niche and iterate at a fast pace

In a market dominated by giants and saturated with competitors, opportunities for new brands often lie in "precise needs."

Different from the "big and comprehensive" expansion path of the previous generation of brands, the new generation of domestic brands is better at "breaking through with a small niche": avoiding the red - ocean market, focusing on a niche scenario that has not been fully met, and filling the gap with differentiated value instead of competing head - on with giants.

More importantly, they know how to "adjust the rhythm flexibly," quickly validate the needs, and then iterate the products or expand the boundaries based on feedback. This "precise + agile" strategy significantly increases the survival probability of new brands in a market surrounded by giants.

A small niche is not a limitation but a lever for new brands to leverage the market.

Trend 3: Upgrading of cultural identity and more emphasis on value expression

The new generation of consumers is no longer satisfied with passively receiving brand information. They long to participate, co - create, and even "own" the brand. Beyond the basic functions of products, they pursue products that can resonate with them on a deeper level. When a product can create a wonderful experience and a sense of ritual for consumers and evoke beautiful memories, it is no longer just a simple product but a carrier of beauty. Therefore, some small, beautiful, and ritual - filled brands are emerging and will surely thrive.

The reason why Pop Mart's blind boxes have created a sales miracle is not only because of the uniqueness of the products themselves but also because it has created a complete experience of collection, exchange, and display that allows consumers to participate deeply. In this sense, a super - brand is no longer a cold commercial entity but a warm and interactive "friend."

The following is the complete list of 36Kr X NielsenIQ "Future Super - Brands of Domestic Products":

List of influential brands (fast - moving consumer goods and trendy consumption)

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List of influential brands (durable consumer goods)

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List of brands with growth potential (fast - moving consumer goods and trendy consumption)

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List of brands with growth potential (durable consumer goods)

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List of technology - innovative brands

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List of brands with cultural resonance (fast - moving consumer goods and trendy consumption)

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List of brands with cultural resonance (durable consumer goods)

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List of brands with user loyalty (fast - moving consumer goods and trendy consumption)

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List of brands with user loyalty (durable consumer goods)

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List of Gen - Z Favorite brands (fast - moving consumer goods and trendy consumption)

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List of Gen - Z Favorite brands (durable consumer goods)

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Who is leading the way? 36Kr × NielsenIQ

Revealing the answers of "Future Super - Brands of Domestic Products"

Every year, there are various brand - selection activities in the market. Based on different logics and perspectives, they are not intended to provide a standard "answer" or be the only measure for evaluating brands. Instead, they aim to offer more diverse references for us to observe the market through data and insights.

Against this backdrop, 36Kr and NielsenIQ jointly launched the "Future Super - Brands of Domestic Products" selection activity. As a new - type service platform deeply involved in technological innovation and the business ecosystem, 36Kr has long tracked the consumer market and in - depth analyzed the growth paths of brands. NielsenIQ, as a globally leading consumer research and retail monitoring company, has a retail monitoring network covering more than 90 countries and regions. Based on their common insights and research consensus on the Chinese consumer market, the two parties launched this selection activity in June this year, aiming to discover domestic brands with long - term value and future influence. 

The design of the selection list is based on the principle of the "NielsenIQ Brand Influence Assessment Model." Its underlying logic consists of two core data sources: On the one hand, it comes from first - hand consumer survey data covering 29 provinces and municipalities across the country, with a total of 8,976 valid samples collected to obtain consumers' subjective feedback on brand awareness, brand recommendation willingness, and penetration ability. On the other hand,