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《主角》热播背后 “没落贵族”西凤酒为经销商“打工”?

郭媛 2026-05-24 09:21
郭媛 2026/05/24 09:21

邦小白快读

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本文核心介绍了老牌名酒西凤酒当前的经营状况,梳理了对普通消费者有用的核心信息,具体干货如下:

1. 分辨西凤酒嫡系产品与贴牌产品:西凤酒嫡系自营产品包括高端路线的红西凤系列、大众口粮酒老绿瓶、七彩西凤系列;贴牌产品由经销商操盘,包括华山论剑、国花瓷、6年陈酿、15年陈酿等,消费者可以提前记清分类避免混淆。

2. 核心产品价格参考:西凤酒高端嫡系产品红西凤建议零售价1499元,目前市场实际成交价普遍在700元以下,大促期间甚至低至605元,存在严重价格倒挂,消费者购买时可以参照实际行情砍价,不必按建议零售价下单。

3. 未来分辨方式更清晰:2026年12月1日新规实施后,所有贴牌酒必须明确标注委托方和生产方信息,消费者直接看标签就能分辨,不用再担心被误导。

本文以西凤酒为案例,梳理了白酒品牌发展中的经验教训,对各类白酒品牌商的经营有参考价值,核心干货如下:

1. 品牌营销层面:西凤酒借热播剧《主角》植入获得了情怀流量曝光,但流量并未转化为品牌增长,说明文化植入等流量曝光,必须搭配内部产品体系梳理、品牌管控能力提升,才能真正转化为品牌增长动力。

2. 渠道与品牌建设层面:早期贴牌模式可以帮助品牌渡过产能不足的难关,快速拓展市场,但长期依赖贴牌会导致品牌话语权旁落,经销商掌握定价、营销权,还通过股权绑定深度渗透,品牌方难以管控营销行为,频频引发舆情损伤品牌声誉。

3. 产品布局层面:西凤酒贴牌泛滥导致产品矩阵臃肿,消费者分不清嫡系产品,直接拖累品牌高端化升级和全国化突围,目前西凤酒省外收入占比长期不足30%,高端产品价格倒挂,说明集中资源打造核心自营品牌才是长期发展的正确方向。

本文梳理了西凤酒渠道格局和白酒行业新规,给白酒卖家(经销商)带来明确的风险提示和机会参考,核心干货如下:

1. 政策风险提示:2026年12月1日《食品委托生产监督管理办法》即将实施,新规要求贴牌酒明确标注委托方和生产方信息,委托方承担食品安全总责,过去粗放的贴牌模式将难以为继,大量不合规的小型贴牌酒将被淘汰,代理这类产品的卖家需要提前调整布局,规避风险。

2. 当前西凤酒渠道利益格局:目前核心大贴牌商已经通过增资成为西凤酒股东,实现了利益深度绑定,获得了更多资源倾斜,而嫡系自营产品经销商利润更低,不受重视,新进入的卖家需要谨慎选择代理品类。

3. 潜在机会:西凤酒目前正在清理低端贴牌,主推红西凤、老绿瓶等核心自营产品,同时西凤酒省外市场业绩增速高于省内,全国化拓展刚起步,代理核心自营产品、布局省外下沉市场,有望获得新的增长空间。

本文分析了西凤酒贴牌模式的发展历程和转型痛点,给白酒生产工厂带来很多发展启示,核心干货如下:

1. 产品体系布局启示:早期产能不足时,贴牌模式可以帮助工厂快速渡过难关,借助品牌影响力打开市场,但工厂需要提前意识到贴牌模式的弊端,在产能缓解后及时清理瘦身,集中资源打造核心自营产品,避免长期贴牌导致产品矩阵臃肿,品牌价值被稀释。西凤酒贴牌产品最多达2000种,连本地消费者都分不清嫡系,品牌损伤极为严重。

2. 经销商合作启示:引入核心经销商持股虽然能深度绑定利益,提升短期营收,但容易导致品牌话语权旁落,经销商追求短期营销利润,不合规营销带来的品牌风险最终都由工厂承担,工厂需要把控合作尺度,牢牢掌握品牌管控权。

3. 转型机遇:2026年新规实施后,大量不合规贴牌酒将被淘汰,工厂可以借行业监管升级的契机,主动整改清理贴牌,重塑产品体系,收回品牌话语权,推动品牌高端化和全国化转型,抓住整改窗口实现突围。

本文梳理了白酒行业当前的发展趋势和老牌酒企的转型痛点,给白酒行业相关服务商带来很多参考,核心干货如下:

1. 行业发展趋势:当前白酒行业监管持续收紧,过去粗放的贴牌模式已经走到尽头,2026年新规实施后,贴牌行业门槛大幅提升,行业将迎来贴牌大洗牌,品牌集中化是未来的核心发展趋势。

2. 客户核心痛点:很多像西凤酒一样的老牌区域名酒,都存在历史遗留的贴牌依赖问题,核心痛点包括品牌管控能力弱、渠道话语权旁落、产品矩阵混乱、IPO上市受阻、高端化全国化难突围,改革动贴牌会影响短期营收,不改又会持续边缘化,转型进退两难,这类企业有强烈的转型整改需求。

3. 业务方向参考:服务商可以围绕酒企转型需求,开发对应解决方案,比如帮助酒企梳理产品矩阵,协助品牌方收回渠道和品牌管控权,帮助酒企把文化植入获得的情怀流量转化为实际销量,抓住新规落地前的整改窗口期,帮助客户完成转型升级。

本文分析了白酒贴牌领域的现状和行业新规,给白酒相关电商平台、招商平台的运营管理带来参考,核心干货如下:

1. 商家端需求特征:西凤酒这类老牌名酒的贴牌商数量极多,仅抖音平台搜索西凤酒旗舰店就有21个蓝V账号,大部分是贴牌商账号,大量贴牌商家有入驻平台获取流量的需求,但商家资质参差不齐,给平台管理带来压力。

2. 平台风险提示:很多贴牌商营销行为随意,不合规营销容易引发舆情纠纷,西凤酒近年就先后发生艺人纠纷、不当营销等舆情,虽然品牌方试图撇清关系,但依然损伤品牌,也会给销售产品的平台带来声誉影响,平台需要提前做好风险防控。

3. 运营和招商方向:新规实施后大量不合规小贴牌将被淘汰,核心自营品牌和头部合规贴牌商将获得更大增长空间,平台可以重点招商这类优质商家,同时完善入驻审核机制,要求商家明确标注产品属性,推出帮助消费者分辨产品的标识,优化用户体验,也能帮助正规商家获得更多流量。

本文以四大名酒中唯一未上市的西凤酒为案例,分析了白酒行业贴牌模式的发展和转型痛点,有很高的产业研究价值,核心干货如下:

1. 产业新动向:当前白酒行业监管升级,2026年12月1日即将实施《食品委托生产监督管理办法》,新规对食品委托生产的资质、责任、标注都做出明确要求,将彻底改变过去粗放的贴牌模式,倒逼全行业整改,白酒行业将迎来一轮贴牌酒洗牌潮,这是白酒行业供给侧改革的重要新动向。

2. 产业新问题:老牌名酒转型过程中,由于历史原因形成的深度贴牌依赖,会带来一系列问题:品牌价值被稀释、品牌话语权旁落到经销商、IPO上市因为规范性问题受阻、高端化升级和全国化突围难以推进,即使管理层主动改革,也因为动贴牌会影响短期营收、利益绑定深难以推进,这是当前老牌区域名酒转型的典型共性问题。

3. 研究方向参考:经销商深度股权绑定的合作模式对品牌发展的利弊、新规下贴牌模式的转型路径、老牌名酒如何打破区域限制实现全国化突围,西凤酒作为典型案例,为这些研究方向提供了很好的研究样本。

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Quick Summary

This article outlines the current operation status of century-old famous Chinese liquor brand Xifeng Jiu and compiles key takeaways for general consumers:

1. Distinguishing between core in-house products and contract (OEM) branded products: Xifeng Jiu's in-house lineup includes the premium Hongxingfeng series, mass-market daily Green Bottle Xifeng, and Qicai Xifeng series. Contract products are operated independently by distributors, including the Huashan Lunjian, Guohuaci, 6-year Aged, and 15-year Aged lines. Consumers can memorize this classification to avoid confusion.

2. Reference pricing for core products: Hongxingfeng, Xifeng's premium in-house product, carries a suggested retail price of 1,499 RMB, but current market transaction prices generally fall below 700 RMB, and can drop as low as 605 RMB during major sales events, resulting in severe price inversion. Consumers can negotiate prices based on actual market rates instead of paying the suggested retail price.

3. Clearer identification coming soon: After the new regulation takes effect on December 1, 2026, all contract-branded liquor will be required to clearly label information for both the commissioning party and the manufacturer. Consumers will be able to tell the difference directly from the label, eliminating the risk of misrepresentation.

This article draws operational lessons from the Xifeng Jiu case that are valuable for all liquor brand owners, with key takeaways as follows:

1. Brand marketing: Xifeng Jiu gained exposure and emotional engagement through product placement in the hit drama *The Protagonist*, but this traffic failed to translate into brand growth. This demonstrates that cultural placement and other exposure tactics only drive long-term brand growth when paired with internal product system restructuring and strengthened brand governance.

2. Channel and brand building: An early OEM model can help brands overcome capacity constraints and expand market reach quickly, but long-term over-reliance on OEM leads to eroded brand control. Distributors end up holding pricing and marketing power, and deep penetration through equity ties leaves brand owners with little ability to regulate marketing behavior, leading to repeated public relations scandals that damage brand reputation.

3. Product portfolio strategy: Unchecked proliferation of OEM products left Xifeng Jiu with an bloated product matrix, leaving consumers unable to identify core in-house offerings. This has directly hampered the brand's premiumization push and national expansion efforts. Xifeng's revenue from outside its home province has long stayed below 30%, and its core premium product suffers from severe price inversion, demonstrating that concentrating resources on building core in-house brands is the only path to sustainable long-term growth.

This article outlines Xifeng Jiu's channel landscape and upcoming new liquor industry regulations, providing clear risk warnings and opportunity references for liquor sellers and distributors, with key insights as follows:

1. Policy risk warning: The Measures for the Supervision and Administration of Food Entrusted Production will take effect on December 1, 2026, requiring all contract-branded liquor to clearly label information for both the commissioning party and the manufacturer, with the commissioning party holding full responsibility for food safety. The traditional loose OEM model will no longer be viable, and a large number of non-compliant small-scale OEM products will be phased out. Sellers distributing these products should adjust their portfolio proactively to mitigate risk.

2. Xifeng Jiu's current channel interest structure: Xifeng Jiu's largest OEM distributors have become shareholders via capital increase, achieving deep interest alignment and gaining preferential resource access. In contrast, distributors of in-house core products earn lower margins and receive less support. New entrants should choose their代理 categories carefully.

3. Growth opportunities: Xifeng Jiu is currently clearing out low-end OEM products and pushing core in-house offerings including Hongxingfeng and the classic Green Bottle. Its revenue growth in out-of-province markets already outpaces that in its home province, as its national expansion is still in an early stage. Distributing core in-house products and expanding into下沉 out-of-province markets is likely to unlock new growth opportunities.

This article analyzes the development and transformation pain points of Xifeng Jiu's OEM model, offering key insights for liquor production facilities, as follows:

1. Product portfolio insights: When production capacity is constrained early on, the OEM model can help factories overcome growing pains and tap into existing brand equity to expand market share quickly. However, factories must anticipate the downsides of long-term OEM reliance, proactively streamline the product portfolio once capacity constraints ease, and concentrate resources on building core in-house brands to avoid an bloated product matrix and diluted brand value. At its peak, Xifeng Jiu offered more than 2,000 OEM SKUs, leaving even local consumers unable to distinguish in-house products, causing severe brand damage.

2. Distributor partnership insights: While offering equity stakes to key distributors can align interests and boost short-term revenue, it easily leads to eroded brand control for the factory. Distributors prioritize short-term marketing profits, and all brand risks from non-compliant marketing ultimately fall to the manufacturer. Factories must maintain boundaries in partnerships and retain full control over brand governance.

3. Transformation opportunities: After the 2026 regulation takes effect, a large share of non-compliant OEM products will exit the market. Factories can leverage this industry-wide regulatory upgrade to proactively streamline OEM products, restructure their product portfolio, reclaim brand control, and advance premiumization and national expansion, seizing the window of opportunity to break out.

This article outlines current development trends in China's liquor industry and the transformation pain points of legacy distilleries, offering key references for industry service providers, as follows:

1. Industry trends: Liquor industry regulation is steadily tightening, and the traditional loose OEM model has reached its end. After the 2026 regulation takes effect, entry barriers for OEM liquor will rise sharply, triggering a major industry shakeout, and brand consolidation will become the core trend going forward.

2. Core client pain points: Many legacy regional liquor brands like Xifeng Jiu are burdened by historical OEM dependence. Their core pain points include weak brand governance, eroded channel control, chaotic product portfolios, blocked IPO paths, and stalled premiumization and national expansion. Reforming the OEM system hurts short-term revenue, but inaction leads to steady marginalization, leaving these companies caught between two bad options with strong demand for transformation support.

3. Business direction guidance: Service providers can develop targeted solutions to meet distilleries' transformation needs, such as helping restructure product portfolios, assisting brand owners in reclaiming channel and brand control, converting emotional engagement from cultural placements into actual sales, and supporting clients to complete transformation before the new regulation takes effect.

This article analyzes the current state of the liquor OEM space and upcoming industry regulations, offering operational guidance for liquor-focused e-commerce platforms and investment matchmaking platforms, as follows:

1. Merchant demand characteristics: Legacy brands like Xifeng Jiu have an extremely large number of OEM partners. A search on Douyin alone returns 21 verified blue V accounts for "Xifeng Jiu Flagship Store", most of which are operated by OEM partners. A large number of OEM merchants need platform access to gain traffic, but uneven merchant qualifications create management pressure for platforms.

2. Platform risk warning: Many OEM partners have lax marketing standards, and non-compliant marketing can easily trigger public relations scandals. Xifeng Jiu has faced multiple crises in recent years over celebrity endorsement disputes and inappropriate marketing. Even when the brand owner attempts to distance itself from the rogue OEM, the overall brand still suffers damage, which can also harm the platform selling the products. Platforms need to implement risk prevention measures in advance.

3. Operational and recruitment guidance: After the new regulation takes effect, a large number of non-compliant small OEM players will exit the market, leaving more room for growth for core in-house brands and top compliant OEM players. Platforms can prioritize onboarding these high-quality merchants, improve entry review mechanisms, require clear labeling of product attributes, and launch dedicated identifiers to help consumers distinguish product types. This not only improves user experience but also drives more traffic to legitimate compliant merchants.

This paper uses Xifeng Jiu—the only one of China's four most famous liquors that remains unlisted—as a case study to analyze the development and transformation pain points of the OEM model in China's liquor industry, offering high value for industrial research, with key insights as follows:

1. New industry developments: With rising industry regulation, the Measures for the Supervision and Administration of Food Entrusted Production will take effect on December 1, 2026. The new regulation sets clear requirements for qualifications, liability, and labeling for food entrusted production, which will eliminate the traditional loose OEM model and force industry-wide restructuring. The upcoming shakeout of OEM liquor represents an important new development in the supply-side reform of China's liquor industry.

2. New industry problems: Deep OEM dependence formed by historical legacy creates a series of problems for legacy famous liquor brands: diluted brand value, eroded brand control ceded to distributors, blocked IPOs due to non-compliance, and stalled progress on premiumization and national expansion. Even when management initiates reform, the overhaul hurts short-term revenue and is hard to implement due to deeply entrenched interest alignments with distributors. This is a typical, common problem facing the transformation of legacy regional liquor brands today.

3. Research guidance: Xifeng Jiu serves as an excellent typical case for research on a range of key topics, including the pros and cons of the deep equity-binding partnership model between distilleries and distributors, transformation paths for the OEM model under the new regulation, and how legacy famous brands can break through regional barriers to achieve national expansion.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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近期,陕派文化大剧《主角》在CCTV-1黄金档热播。剧集扎根陕西风土,不仅完整刻画了秦腔的兴衰流变、市井人情与时代变迁,更将老陕人耿直重情、质朴厚重的底色展现得淋漓尽致。

其中,剧里的“半瓶西凤酒”被不少观众称为“陕味名场面”。由张嘉益饰演的胡三元因误会冲撞了食堂裘师傅,自知理亏之后,他满脸堆笑地赔出一句:“我房里还有半瓶西凤酒,要不?”裘师傅答得干脆利落:“晚上拿我房子来。”

然而,戏外的西凤酒,却面临着比剧情更为跌宕起伏的局面。

作为1952年获评的“四大名酒”之一,与茅台、汾酒、泸州老窖并肩起跑,如今却深陷“贴牌依赖症”、品牌混乱、全国化难突围等多重难题交织,让这款老名酒频频掉队,成为“四大名酒”中唯一未上市企业。

一边是热播剧集加持带来的品牌情怀高光,一边是长期粗放贴牌模式埋下的深层隐患,盛名之下的西凤酒面对眼前的经营困局,该如何进行深度改革?情怀流量能否转化为推动品牌良性发展的动力?

01 深陷“贴牌依赖症”

戏里,“半瓶西凤酒”镌刻着陕味情怀的文化高光,是陕西人情交往中的社交硬通货。

戏外,这份原生的品牌情怀,几乎被泛滥的贴牌产品打得粉碎。

在抖音平台搜索白酒官方旗舰店,西凤酒一定是数量最多的那家。「创业最前线」在抖音以“西凤酒旗舰店”为搜索词,搜出来的蓝V用户就有21个,除西凤酒自身账号外,其余主要为西凤酒的贴牌商、运营商账号,消费者难以分辨。

西凤酒有两大产品体系,其中“自产产品”体系有走高端路线的红西凤系列,以及有对标玻汾的大众口粮酒老绿瓶,还有七彩西凤系列等。

而由合作经销商、运营商操盘的贴牌酒,对外称为“合作生产产品”,合作经销商拥有包括酒体和包装设计、市场营销、品牌建设以及指定区域内独家销售系列产品的权利,如华山论剑、国花瓷、6年陈酿等。

贴牌酒是西凤酒的“陈年旧疾”,这源于2010年前后,由于产能不足,西凤酒做起了贴牌生意,从外部酒厂采购其他香型成品酒,合作生产贴牌产品,并采用包销体制,利用西凤酒的品牌影响力开拓市场。

据西凤酒股份2018年披露的招股书,2015年-2017年,西凤酒合作生产产品分别占总销量的31.83%、37.21%和36.44%,也就是说西凤酒三成以上的收入来自贴牌。有行业媒体统计,市面上的西凤酒贴牌产品品类曾多达2000种。

作为非上市公司,西凤酒近年来没有主动公布自产产品和合作生产产品的营收、销量,但从其近年动作以及贴牌商公布的数据来判断,西凤酒的贴牌产品营收或许正在持续上升。

如华山论剑西凤酒曾公开透露2023年销售额达25亿元。占据当年西凤酒营收的四分之一,多年来,其一直是位列西凤酒陕西省外销量第一、省内销量第二的品牌,在西凤酒厂拥有极大的话语权。

2024年,贴牌商一跃成为西凤酒股东,双方的绑定持续加深,从业务层面延伸到了股权层面。

2024年8月,西部产权交易网公告显示,西凤酒完成一笔增资,涉及五家企业,合计出资约4.89亿元,持股比例共计4.15%。

其中有三家是西凤酒的核心经销商或关联公司,陕西安禧投资是陕西禧福祥品牌运营有限公司(西凤酒“6年陈酿”和“15年陈酿”的运营公司)的大股东;

扬州华耀智通股权投资的实控人为董仕尧,是华山论剑品牌管理公司的股东、监事;

陕西添一投资的法定代表人为陆红梅,是陕西长宇酒业有限公司(西凤375酒、西凤125酒、星空375·西凤酒系列产品的全国运营中心)的总经理。

至此,西凤酒与经销商之间不仅是合作关系,更形成了利益的深度绑定。

在今年年初的西凤酒2025年度全球经销商大会上,“重大贡献奖”“战略合作功勋奖”等核心荣誉,几乎全被贴牌运营商包揽。可见贴牌酒对西凤酒的营收贡献正进一步提升。

这让“嫡系产品”的经销商倍感失衡:“我们打款压货、跑终端冲销量,到头来不如贴牌商卖自己的牌子管用,我们反倒像是在为他人作嫁衣。”

事实上,在当初产能不足的年代,许多头部酒企都曾采用过贴牌模式,但大部分酒企早早便意识到该模式的弊端,将之弃用。

如茅台、五粮液、汾酒、舍得等同行纷纷果断“瘦身”,集中资源打造核心品牌,而西凤酒却因营收高度绑定贴牌产品而深陷其中无法自拔。

贴牌模式曾是西凤酒渡过产能寒冬的“救命稻草”,如今在一定程度上却像是侵蚀品牌根基的“隐性顽疾”。

西安的酒业媒体人丽丽告诉「创业最前线」,西凤酒产品矩阵臃肿,但除了红西凤和老绿瓶,其他产品连本地人都分不清哪些是“嫡系”,哪些是贴牌酒,更不要说其他地方的消费者。

02 “贴牌酒”的反噬:话语权旁落,乱象丛生

客观来看,西凤酒通过贴牌模式确实可以快速抢占市场,但“反噬”也十分明显。

首先,西凤酒与经销商的纠葛利益网络复杂。

以“华山论剑”品牌为例,因为表现优异,被西凤酒收归嫡系核心战略单品,由西凤酒负责生产,但经销商仍保留独立运营权,定价、营销、品牌建设等均由经销商决定。

其背后的操盘手董小军家族,通过陕西海大投资等资本路径,已然构建起从渠道控制到股权渗透的闭环,话语权远超“嫡系产品”经销商。

其次,贴牌高利润的虹吸效应,严重打击“嫡系”经销商的经营信心。

有陕西经销商向「创业最前线」透露,西凤酒开发品(即贴牌产品)的利润更大,毕竟定价权掌握在自己手里,只要终端卖得动就能拿到更多利润,但也导致大家很难去推酒厂的低利润产品。

最核心的隐患是西凤酒对经销商的依赖程度过高,使其在渠道管控上极为薄弱,在品牌管控上处于被动地位,频繁引发舆情危机。

2024年,由于姓名权和肖像权纠纷,知名艺人黄渤把西凤酒及其两家经销商一同告上法庭。尽管结果查实西凤酒与事件无关,涉事方陕西秦皇御宴品牌管理有限公司公开向黄渤道歉,但西凤酒品牌形象无疑遭受不可逆损伤。

同年9月,国花瓷西凤酒的“司马南夹头酒”事件,在网上引发了一波“拒喝西凤酒”的舆论风波。

在这两起事件中,西凤酒均声称“活动为经销商品牌行为,与厂家无关”,试图撇清关系,但这并不能平息争议。后续西凤酒厂虽然紧急出台了推广规范,却已难挽品牌声誉损失。这也暴露了西凤酒对渠道和合作商缺乏足够掌控力的硬伤。

即便西凤酒事后出台推广规范,也难以改变贴牌商营销行为的随意性——毕竟贴牌商只需要追求短期营销效果,最终的品牌风险由酒厂承担。

这些隐患直接拖累了西凤酒的上市之路。作为“老四大名酒”中唯一未上市企业,西凤酒冲击IPO至今未果,其核心症结之一便是贴牌模式带来的规范性问题——关联交易复杂、品牌管控薄弱、主营业绩依赖非核心业务。

事实上,对于贴牌模式的弊端,西凤酒不是没意识到。

自张正担任西凤酒董事长后,重提百亿营收和回归一流名酒目标,并大刀阔斧进行改革。一方面主推红西凤、老绿瓶,强化自营品牌形象;另一方面全面清理和整顿低端品牌,降低对大商的依赖,整顿渠道乱象。

但市场反馈却难言乐观。「创业最前线」了解到,红西凤的建议零售价为1499元,而目前市场真实成交价在700元左右,但很多时候难以达到,700元以下则较为普遍。在多家主流电商平台,叠加促销活动,红西凤的价格甚至可低至605元,价格倒挂严重。华山论剑系列等在内的多款单品批发参考价均出现下滑。

此外,熟悉西凤酒的一位行业人士表示,对西凤酒来讲,剔除贴牌酒也意味着“主动降低营收”,现在有的贴牌产品规模已达到了二十多亿元,真正被减掉的只是小产品条码

03 贴牌酒迎来洗牌,西凤酒何去何从?

长期的贴牌依赖,不仅打乱了西凤酒的产品体系与渠道秩序,更制约了品牌的高端化升级与全国化突围。

招股书显示,2015年至2017年,西凤酒在陕西省外市场的销售收入占比分别为24.28%、28.95%和29.35%,虽然逐年提高但依旧未能超过30%。

同时,2015年至2017年,西凤酒高档产品分别实现收入3.42亿元、3.22亿元和3.41亿元,占比依次为12.28%、11.25%和10.78%。

但有行业人士表示,目前西凤酒在陕西省外的业绩增长率高于省内业绩增长率,是全国化一个良好的开端。

2025年2月,西凤酒召开营销系统硬仗汇报会,张正在会上表示,计划用三年时间,完成市场、品牌、产品、团队全面升级,跨越200亿元大关。

对标同行来看,这一目标难度极大。200亿元意味着什么?

在2025年的上市白酒企业中,营收在200亿元左右的有洋河股份和古井贡酒。从2020年的100亿元到2023年的200亿元,古井贡酒用了3年。但步入行业深度调整期后,2025年业绩有所下滑。

今世缘2023年营收在100亿元左右,和西凤酒相当。彼时,今世缘曾提出2025年挑战营收150亿元目标,“十五五”期间(即2026年到2030年‌)加快迈入营收“双百亿时代”,节奏更为稳健,但今世缘2025年的营收也仅保持在101.81亿元。

而爱企查数据显示,2023年,西凤酒全年销售收入为103.4亿元,2024年其未公布具体营收数字,2025年全年营收为156.32亿元(目前仅有爱企查平台公布这一数据),「创业最前线」试图向西凤酒方面了解其“三年冲击200亿”的相关营收进展,但截至发稿前未获回复。

对比同行的业绩跨越来看,西凤酒计划用三年时间增长百亿,并非完全不可能,但结合行业调整期的白酒企业表现来看,不确定性较高。

更关键的变量来自政策层面。2025年12月12日,国家市场监督管理总局发布的《食品委托生产监督管理办法》,将于2026年12月1日起实施。

这项新规对食品委托生产的主体资质、责任义务、合同规范等都作出系统规定。委托方要对委托生产的食品安全负总责,且必须在标签上清晰标注委托方和生产方的名称。

这意味着,过去只靠“品牌商标授权、无需管控生产”的粗放贴牌模式行不通了,授权商不仅要承担无限连带责任,还得把生产信息完全透明地摆在消费者面前。

留给贴牌赛道的缓冲期只剩约6个月的时间,待新规实施后,贴牌酒的身份将一目了然。这在客观上提高了行业门槛,让消费者更清楚地知道自己买的是酒厂自营产品还是贴牌产品。

随着行业门槛大幅提升、监管持续收紧,西凤酒的部分贴牌酒将彻底被淘汰。对西凤酒而言,这既是整改自救的机遇,也是生死考验。

若西凤酒无法彻底管控贴牌依赖、重塑产品体系、收回品牌话语权、肃清市场乱象,终将持续困于“名酒之名、区域之实”的尴尬境地,在行业升级浪潮中逐步边缘化,彻底错失突围机遇。

注:文/郭媛,文章来源:创业最前线(公众号ID:chuangyezuiqianxian),本文为作者独立观点,不代表亿邦动力立场。

文章来源:创业最前线

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