Build an all - link ecosystem for new products. Tmall officially announced that it will fully step up support for high - quality new products in 2026.
The consumption environment is changing, but the main line of growth is becoming clearer: demands are more segmented, decision - making is more rational, and truly “valuable new products” are more likely to be noticed, understood, and purchased. Launching new products is no longer just a phased action for brands, but an important driving force for unlocking new growth, building brand awareness, and achieving sustainable growth.
At the scene of the NEWty2026 Tmall Super New Product Festival, Su Yu, the General Manager of the Tmall Brand Marketing Center of Taotian Group, said, “We believe that the new products in our hands are not just carriers of business, but more reflections of consumer behavior and consumer aesthetics behind technological changes and social progress in this era.”
Su Yu, the General Manager of the Tmall Brand Marketing Center of Taotian Group
For Tmall, launching new products has always been a long - term project: from trend insight, product incubation, to first - launch explosion, and long - term operation, the platform uses systematic capabilities to turn new product growth into a closed - loop process, enabling good new products to be launched faster, become more successful, and stay popular for longer.
The Tmall Super New Product Festival is an excellent observation window: on one hand, it showcases the new products that have truly succeeded; on the other hand, it transforms “why they can succeed” into an industry - reusable judgment system and platform methodology.
01. The differentiation of new products is clearer, and good new products are more popular
The differentiation of consumer decision - making was manifested in a more concrete and harsher way in the consumer market in 2025.
Indeed, many people have given higher priority to “cost - effectiveness” and made more cautious decisions. However, there are still people willing to pay for clear value and differentiated experiences, but their requirements have significantly increased. The change in the total market volume may be limited, but the demands at different levels have been re - segmented.
On Tmall, the growth momentum of new products is obvious and continuously expanding. The public data from the festival shows that in 2025, over 16 million high - quality new products were launched on Tmall for the first time, setting a new record in terms of the scale of new products. Over 30,000 high - quality new products achieved sales of over one million, with the number increasing by 35% year - on - year, and the overall sales of new products increased by 34%. This is the result of more concentrated selection of high - quality new products against the backdrop of consumer differentiation.
On the demand side, consumers are more willing to pay for “certain value”. New products with higher unit prices, stronger functional attributes, and clearer aesthetic or technological expressions have gained more stable acceptance. These new products no longer rely on price incentives but enter consumers' rational decision - making range through product strength, design ability, or technological differences.
Meanwhile, the market is rapidly “eliminating noise”: new product launches lacking clear positioning and relying only on packaging or short - term incentives are becoming increasingly difficult to achieve continuous conversion. Under this differentiation, resources and attention are flowing more concentratedly towards truly viable new products, which also makes the growth returns of “good new products” more prominent and their success paths more replicable.
Against this background, the significance of the NEWty2026 Tmall Super New Product Festival is further enhanced: it not only showcases the results but also, through six awards and a review mechanism, condenses the “capability structure behind the results” into a clear framework, answering questions such as what kind of new products are more likely to succeed, why they can succeed, and how the platform can amplify certainty.
02. Behind the “New Product of the Year”, Tmall's full - link support system for new products
The success of new products is never accidental but the result of a mechanism. Tmall's new product awards summarize the key capabilities for high - quality new products from six aspects: they are distributed across different categories and do not rely on a single means of explosion. Instead, at different nodes in the new product life cycle, they seize key actions with the help of platform capabilities, including earlier trend prediction, more realistic verification, more concentrated first - launches, and longer - term operation.
Take “Fashion Traction” as an example. Among new products related to fashion, sports, and lifestyle, a group of new products have begun to play the role of “trend forward - moving”. They do not wait for market consensus to form before entering but present design languages, aesthetic orientations, and usage scenarios to consumers in advance.
The new products in the Serpenti Viper series of Bulgari are typical. In terms of strategy, it did not follow the traditional luxury product launch routine of traditional display and high - intensity exposure. Instead, it placed the new products in a context that is easier to discuss and understand. During the CNY period, the brand made structural adjustments to the classic snake series and launched it exclusively online on Tmall, enhancing the festive atmosphere of the gold - made products and introducing a mini - size, integrating its wearing scenarios into more daily contexts.
The more crucial step was “how to launch”. During the Tmall Super New Product Day last year, Bulgari held “Bulgari Conversations”. Through a dialogue between the brand spokesperson Wu Lei, the Olympic “five - gold” champion Wu Minxia, and the international ballet artist Tan Yuanyuan and other outstanding figures in various fields, the CVD new product Divas’ Dream series was placed in a public space where it could be intensively discussed and quickly understood, allowing consumers to have a deeper understanding of the new products.
Different from luxury products, sports and professional equipment face the challenge of being accepted by a wider range of people without sacrificing professionalism. Adidas' ADIZERO EVO SL was short - listed for the “Sports Marketing Power” list, and a key step was to rearrange the scenarios where it appeared.
The brand's actions were not complicated, but the rhythm was well - considered. On one hand, the new product was put into the professional racing system for verification and became one of the “Best Training Running Shoes of 2025” by Runner's World. On the other hand, through scenarios such as Shanghai Fashion Week, it entered the trend and urban context, completing the leap from a “running shoe” to a “fashion item”.
What Tmall provides for new products is a launch environment where multiple contexts can co - exist. New products do not need to “prove everything” among a single group of people but can confirm their value in different scenarios, ultimately forming a more stable sales growth curve. Finally, by linking with the platform's Super Brand Day IP, the new product was placed in Tmall's more powerful “certainty field” and became the top - selling product in the sports and outdoor industry within the period.
Cultural creativity is also becoming more prominent. In the past year, some new products have not only appeared as commodities but have actively entered the cultural context. Through content co - creation, IP linkage, and narrative packaging, they have expanded the meaning of new products from “functional update” to “cultural expression”. In this process, new products are not only purchased but also participated in and shared. Culture is not just attached to the product but has become part of the value of the new product.
When AMD launched a series of new laptops equipped with the Ryzen AI 300 mobile processor, it did not follow the old path of parameter release. Instead, it launched the “Dreamy Tidal Moment” AIGC Film Contest through Tmall's HeyDesign, directly putting the new product into the real workflow of creators. Using the actual verification of creators instead of parameter education, it attracted more than 12,000+ creators to produce original AI works, integrating AMD's AI + PC computing power advantage into the local youth creator ecosystem and establishing the product imagination for the AI era.
In addition, consumer choice is the most important and realistic dimension in this round of new product changes. When consumption enters the K - shaped differentiation stage, the new products that are truly chosen often have a common feature: clear value and definite positioning. They do not rely on vague selling points to take chances but let consumers understand “why it is the one” at the first sight. The sales rhythm of these new products is not extreme but stable and continuous, and they perform outstandingly in terms of attracting new customers and high - value orders. Consumer choice itself has become the most direct judgment on whether a new product is viable.
Tmall's cooperation with “Zootopia 2” is not a “new product” in the conventional sense. However, the success of this case presents a more specific path.
A new product is not established by the selling point of a single product but by a well - designed “participation - expectation - choice” path. By collaborating with The Walt Disney Company and Shanghai Disney Resort to create the “City - starting Surprise” during the Tmall Double 11 Super Launch, the super - star Gazelle from Zootopia, along with Judy and Nick, appeared on the scene to stir up emotions. At the same time, “Zootopia 2” was deeply integrated into the main interactive activity “Catch the Cats” on the Tmall Double 11 event page, inviting consumers to search for characters in the app to win opportunities to interact with the characters and even unlock exclusive co - shot movies.
The linkage between offline activities and online interactive communication connects “the expectation of watching a movie”, “the experience of going to the theme park”, and “the choice of buying co - branded products”. Tmall's new product support shows a more ecological approach, forming a full - link collaboration for new product launches.
For some categories with stronger functional requirements, R & D and design capabilities have become the basic threshold for new products to break through. Some new products do not rely on topicality but solve long - standing and unmet needs through structural innovation, functional reorganization, or technological upgrading. Their “newness” is not ostentatious but solid enough. The long - term operation of new products often depends on whether this layer of ability can withstand the test of time.
Xiaoji and its short - listed new product X1 Pro are representatives of how R & D and design capabilities can be transformed into certain sales. At the core, the brand's official statements have always focused on hard indicators such as washing ratio, washing and drying efficiency, and health standards to establish a clear value anchor point.
In addition, with the help of Tmall's new product IP capabilities, the new product has been transformed from a “device” into a “lifestyle that can be participated in”. Previously, Xiaoji cooperated with the new human IP of Tmall's HeyDesign for the first time to conduct a creative curation at the Aranya Wave Film Festival. It also invited Mao Xiaotong to open the product offline and shoot a creative video. The overall event received more than 500 million exposures across the Internet. At the same time, on the occasion of the brand's tenth anniversary, it cooperated with the Super Brand Day for the first time. During the event, the sales exceeded 40 million, the sales of the newly launched X1 Pro exceeded 10 million, and the retro ice - bar ranked first in its sub - category on the first day of sales.
In some fields with relatively mature marketing environments, such as beauty and FMCG categories, “marketing innovation” represents a new perspective.
L'Oréal Paris is a case worth discussing. The underlying idea is to expand marketing into a broader range of scenarios, so that the value of new products is no longer defined unilaterally by the brand but is verified in more rigorous and real scenarios.
Specifically, the official announcement of Xu Minghao as the brand ambassador was a key point. Using the star's popularity as a detonator, the brand launched the Ultra - Hydrating Serum through the Tmall Double 11 Super New Product Plan. The cooperation with the Tmall Super Brand Day detonated the popularity both inside and outside the platform. An offline meet - and - greet was held in Shanghai, and the “Ultra - Hydrating Serum Essentials” was exclusively broadcast live on the Tmall live - streaming room, with Tmall's new product section as the first - broadcast carrier. The overall exposure across the Internet exceeded one billion.
The role of marketing here is not to replace the product but to further amplify the established value. During the event, the total sales of the store reached 67.8 million, among which the sales of the new Ultra - Hydrating Serum reached 3 million, and the sales of the new product during a one - hour live - streaming by the star reached 600,000.
The success of these new products in different dimensions is not accidental but because the environment for launching new products has changed.
Throughout the whole process from the conception to the launch of new products, a complete support system is playing a role. From the front - end trend judgment and product development, to the middle - stage sample distribution and verification, reservation aggregation, to the concentrated release at the first - launch node and the subsequent continuous operation, new products are placed in a longer cycle to be observed, optimized, and amplified.
03. “Global growth, intelligent manufacturing of new products”, increasing the success rate of high - quality new products
At the festival, Tmall's new product department announced the support measures for new product launches in 2026: the platform will comprehensively increase resource investment, provide hierarchical special support for super new products and potential new products, increase the in - platform resources to hundreds of millions of traffic, and provide platform subsidies for brands' external advertising.
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