科研破局、引领行业，汤臣倍健：做良性生态的构建者

This article outlines the current development status of China's dietary and nutritional supplement industry, and tracks the growth trajectory of industry leader BY-HEALTH, helping general consumers understand the sector and master practical tips for product selection.\n1. The industry currently suffers from widespread disorder: many brands blindly follow trends, engage in cutthroat low-price competition, and violate regulations including exaggerated marketing claims and mislabeled ingredient content. Consumers should not judge products solely by price or marketing hype, and should prioritize products with compliant qualifications and scientific research backing.\n2. Consumers can refer to officially released industry scientific standards when selecting products. For example, fish oil purchases can be compared against the first industry group standard for graded rTG fish oil, led BY-HEALTH; for probiotics, the *Grading Specification for Viable Count of Probiotic Food* can serve as a reference. Consumers should prioritize products that meet these graded standards, and look for products with the "Blue Hat" certification (China's official approval for health food) for extra safety guarantees.\n3. Small brands focused on short-term profit will gradually be phased out of the market. In the long run, brands that prioritize in-depth R&D and consistent compliance will become the industry mainstream, and their products are far safer and more effective for consumers.

This article summarizes the current landscape of China's dietary and nutritional supplement industry, providing actionable insights for brands looking to break out of cutthroat competition and achieve long-term growth.\n1. Current consumer trends show that as public health awareness rises, shoppers increasingly prioritize genuine product efficacy and safety over low prices and hollow marketing. While the industry retains ample long-term growth room, the low-price, homogenized competition model is no longer sustainable. Brands must transition to a value-upgrade growth path.\n2. In terms of product R&D, brands can learn from BY-HEALTH's approach: focus on authentic consumer needs to develop targeted innovations, such as segmented formulations tailored to the physical characteristics of Chinese consumers. Brands should also invest in scientific research to generate evidence-based efficacy data, build full traceability systems for raw materials, earn consumer trust through clinical trial data, and accumulate patents to build competitive moats.\n3. On channel development, single-channel strategies can no longer meet market demand. Brands should implement refined full-ecosystem operations, with customized products and tactics for different channels, balancing traditional offline channels and online interest-based e-commerce to unlock new growth. Leading brands can also take the lead in developing industry standards, lifting the sector's overall public credibility and sharing the benefits of industry-wide growth.

This article extracts industry trends, risk warnings and growth opportunities for sellers in the dietary and nutritional supplement industry, with key takeaways below:\n1. Risk Warning: The industry is currently trapped in a cycle of chasing traffic, homogenized low-price competition, and unregulated practices such as ingredient mislabeling and exaggerated marketing that erode consumer trust. Players focused on short-term profit will eventually be forced out of the market. Sellers must adhere to compliance requirements to avoid falling into the dead end of low-price competition.\n2. Opportunity Note: Market concentration in the sector remains low, with ample long-term growth room. Consumers have strong unmet demand for specialized, high-quality nutritional supplements with clear efficacy, making premiumization and segmentation clear growth directions that sellers can prioritize for market entry.\n3. Lessons and replicable models: Sellers can learn from BY-HEALTH's long-term growth logic: avoid homogenization on the product side, pursue differentiated innovation, and develop products tailored to the needs of segmented consumer groups; on the channel side, implement refined full-ecosystem operations, complement capabilities in interest-based e-commerce online, build a synergistic model of in-house livestreaming, influencer livestreaming and product card listings, and expand into new offline scenarios such as membership supermarkets and new-retail pharmacy outlets to unlock new growth.

This article provides actionable insights on product direction, business opportunities and digital transformation for manufacturing facilities serving the dietary and nutritional supplement industry, with key takeaways below:\n1. Product manufacturing and design demand: Today's consumers increasingly demand more specialized, segmented nutritional products, rather than one-size-fits-all offerings. They require differentiated products such as age-specific formulations, specialty dosage forms, and products tailored to the needs of specific population groups. They also demand higher ingredient transparency and proven efficacy. Factories must upgrade quality control standards, enable full raw material traceability, and support rapid innovation and iteration across a large SKU portfolio.\n2. Business opportunities: The industry is transitioning toward standardization and high-quality development, and leading brands are increasing innovation investment continuously. For example, BY-HEALTH plans to launch more than 85 new products in 2025, and new products already contribute around 20% of its core brand revenue. Factories with strong compliance capabilities and consistent high-quality production will gain more opportunities to build long-term, stable partnerships with leading brands, securing consistent order flow.\n3. Digital transformation insights: Leading brands have already rolled out digital management across their channel networks. Factories should also accelerate digital upgrades, build full-link raw material traceability systems to meet the industry's demand for ingredient transparency, while boosting production efficiency, strengthening competitive advantages, and adapting to brand partners' innovation needs.

This article outlines development trends in the dietary and nutritional supplement (VDS) industry, and summarizes core industry pain points and actionable growth opportunities for related service providers, with key takeaways below:\n1. Industry development trend: The VDS sector is currently transitioning from low-price cutthroat competition to high-quality growth. Its overall market size continues to expand, with ample long-term growth room. Brand clients' demand has shifted from traditional traffic marketing to R&D innovation, compliance operation and full-channel operation, creating new market opportunities for service providers.\n2. Core client pain points: The core challenge for brands is breaking out of homogenized competition and building consumer trust. Small and medium-sized brands generally lack in-house R&D capability, compliance expertise and channel operation capabilities. At the industry level, the lack of unified quality standards has dragged down overall public credibility, creating demand for large-scale consumer education.\n3. Addressable solutions: Service providers can offer services tailored to brands' R&D needs, including research collaboration, efficacy evidence development, clinical research and patent application support; for brands' full-ecosystem operation needs, they can provide services such as interest e-commerce operation outsourcing, digital management tools for offline stores, among other offerings. They can also participate in the implementation and promotion of industry standards, conduct category education for consumers, drive industry-wide awareness upgrading, and capture growth opportunities for their own businesses.

This article provides actionable insights on platform operation, merchant recruitment and risk mitigation for platform operators in the VDS industry, with key takeaways below:\n1. Core merchant demand for platforms: Today's brands are all building out full-ecosystem operations. For online merchants, beyond traditional shelf e-commerce infrastructure, there is strong demand for traffic operation and audience retention capabilities for interest-based e-commerce. For offline platform merchants, there is demand for digital tools to support the transformation of traditional brick-and-mortar stores into integrated health service outlets.\n2. Platform operation and merchant recruitment direction: Platforms should prioritize recruiting leading brands with strong R&D capabilities and full compliance qualifications, as these high-growth brands help boost consumer trust in the platform itself. On the operation side, platforms should build tools tailored to the needs of VDS brands to support full-ecosystem operations, enabling integrated management of in-house livestreaming, influencer collaborations and product card listings, and helping brands accumulate owned audience assets.\n3. Risk mitigation direction: Common industry problems such as ingredient mislabeling and exaggerated marketing can easily trigger broader consumer trust crises. Platforms should strengthen quality control and review requirements, mandate that merchants publicly display product qualification and implementation standard information, and promote compliant operations. Platforms can also participate in promoting the implementation of industry standards, helping the sector restore public credibility while reducing the platform's own compliance risk.

This article summarizes the current development status of the VDS industry and the operating practices of its leading enterprise, providing many valuable insights for industry research, with key takeaways below:\n1. New industry trends: The VDS industry is currently undergoing a fundamental shift in core logic, moving from short-term traffic competition and zero-sum games to long-term value competition. Leading brands no longer pursue only their own growth, and are now taking the initiative to lead the development of industry standards, drive overall industry standardization, and build a benign development ecosystem. The entire sector is transitioning toward a science-driven, high-quality growth model.\n2. Emerging industry problems: As the era of easy traffic growth ends, single-channel business models are no longer sustainable. The industry broadly suffers from homogenized cutthroat competition, widespread disorder including a lack of raw material traceability, mislabeled ingredients and false advertising that erodes the sector's overall public credibility. Current market concentration remains low, the competitive landscape has not stabilized, and the sector still faces significant uncertainty.\n3. Representative business model research sample: BY-HEALTH's "Infinite Game" growth model—an approach oriented to long-termism that prioritizes in-depth scientific innovation, builds a multi-brand, full-channel matrix, and actively converts the company's own technological advantages into public industry assets to drive shared industry growth—provides a typical practical sample for studying the growth logic of leading enterprises and high-quality development paths for the sector, with high research value.