Marketing Strategy Transformation of High-End New-Style Tea Beverage Brands in China — The Case of Nayuki

Department of Management, Shenzhen Polytechnic University, Shenzhen, 518100, China

^* Corresponding author: This email address is being protected from spambots. You need JavaScript enabled to view it.

Abstract

China’s new-style tea beverage industry has gradually shifted from a stage of rapid development characterized by store expansion and scale growth to a stage of stock competition centered on market share rivalry. Meanwhile, the structure of consumer demand is undergoing a transformation, evolving from a single product consumption orientation to a comprehensive focus on health attributes, consumption experience, and diversified consumption scenarios. This paper takes Nayuki as a case study to analyze the evolution of marketing strategies of high-end tea beverage brands during the industry transition period in China. By applying the STP and SWOT models, combined with literature, financial reports and market research data, the study reveals that Nayuki targets urban young women as its primary consumer group through the strategy of “high quality + third space + emotional resonance”. It has built competitive advantages based on health-oriented development, supply chain construction and digitalization, yet its high pricing and heavy-asset direct operation model restrict its expansion in sinking markets. Franchising, store format optimisation, and localised overseas expansion have emerged as the key strategic directions for the brand. The research finds that high-end tea beverage brands need to replace scale competition with value competition, and Nayuki’s experience provides a replicable strategic paradigm for the high-quality development of the industry.