70个国家风味 吃遍要96年？！实探全球最大零食店 凭什么让人越逛越“上瘾”？

This article shares key information and practical visiting tips for Snack Kingdom, Changsha’s new viral attraction that holds the Guinness World Record for the world’s largest snack store, to help general consumers plan their visit.\n1. Basic visiting information: Launched as a new business format by the Mingming Mangmang Group, the store has become a must-visit spot for Changsha tourists just three months after opening. It covers 13,000 square meters and stocks more than 35,000 snack varieties from 70 countries around the world — it would take 96 years to try every snack if you eat one new item a day. Currently, the store boasts extremely high popularity, with roughly one customer entering every second, and draws visitors across all age groups.\n2. Visiting experience tips: The store is divided into multiple themed zones, including conventional sections for instant noodles and candies, plus unique photo spots like the "Big Snacks" and "Tiny Snacks" areas. Standout viral attractions include a Jay Chou *Fantasy* album cover wall made of 76,000 lollipops, and an instant noodle wall assembled from 3,500 different varieties. The store also stocks a large selection of region-exclusive and niche, novelty snacks, making it ideal for strolling, taking photos, and hunting for unique finds.

This article breaks down the innovation logic behind the viral Snack Kingdom, offering multi-dimensional insights for snack brands of all sizes.\n1. Consumer trend observation: Today’s snack consumption has shifted from functional purchase to experience-driven consumption. Consumers increasingly value novelty-seeking experiences and emotional resonance, and leisure, attraction-style consumption demand exists across all age groups. The share of unplanned purchases has risen sharply, making experience-based competition the core of the industry.\n2. New channel opportunities: Snack Kingdom operates an open product selection policy that does not discriminate based on brand size. Qualified products with reliable quality are accepted, and the store provides brands with scenarios for offline new product launches and consumer testing, allowing brands to collect real market feedback. Validated high-performing products can then enter the regular product selection pool of Mingming Mangmang’s standard stores. This makes it an ideal growth channel for small and medium-sized brands, as well as regional specialty brands.\n3. Marketing inspiration: Brands can leverage shared public emotional memories to design themed marketing campaigns, and develop content around cross-generational resonance points. This approach is far more likely to trigger social sharing and attract audiences across different age groups.

This article shares a new breakthrough model amid cutthroat competition in the snack industry, offering insights on opportunities, operational experience, and risk warnings for snack retail sellers.\n1. Incremental growth opportunity: The current mass-snack retail sector suffers from severe homogenization. Taking a differentiated, "counter-efficiency" experience-focused route, and upgrading stores from functional shopping venues to destination leisure spaces, can successfully attract consumers to visit specifically. Snack Kingdom has already achieved extremely high foot traffic, validating the feasibility of this approach.\n2. Actionable operational takeaways: Divide large retail spaces into themed zones, and create photo-friendly attractions that combine visual spectacle with emotional resonance to drive spontaneous social sharing. On the product side, build a broad, differentiated product mix that includes rare, regional specialty, and novelty items to create a treasure-hunting experience that stimulates unplanned purchases and repeat visits. Update themed exhibition areas regularly to leverage the fast iteration cycle of snacks and combat consumer aesthetic fatigue.\n3. Risk warning: This model is asset-heavy and large-scale, and places extremely high requirements on supply chain responsiveness, product selection insight, and content planning capabilities. Operators must solve two core issues — the efficiency of new product incubation and screening, and the update rhythm of experience content — to keep the model sustainable.

This article analyzes new demand emerging from the new snack retail format, offering insights on business opportunities and product direction for snack manufacturing factories.\n1. Product development direction: Retailers now have growing demand for differentiated products, as consumers are increasingly enthusiastic about novelty flavors, regional specialty products, and products with fun sizing. Factories that develop targeted products aligned with retailers’ themed scene design needs are far more likely to receive traffic prioritization.\n2. New business opportunities: Snack Kingdom’s open product selection policy does not discriminate based on brand or company size. Qualified products with reliable quality can enter the store, and gain access to offline new product launches and consumer testing, helping factories collect real market feedback. Well-received validated products can then enter Mingming Mangmang’s regular sales channels. This creates a national exposure channel for small and medium-sized factories and regional specialty factories, and reduces the cost of new product trial-and-error.\n3. Transformation inspiration: Factories can align their offerings with the experience innovation needs of retailers, develop specialty products suited for social sharing and photo opportunities, and capture growth opportunities by leveraging the traffic of this new retail format.

This article sorts through new shifts in the current snack retail industry, offering insights on industry trends, client pain points, and business direction for relevant food retail service providers.\n1. Industry development trends: Offline retail is currently transitioning from standardized efficiency-focused retail to differentiated experience-focused retail. After years of intensifying competition in the snack sector, experience-based competition has become the core battlefield, and destination retail has emerged as a key approach for offline retail to counter online diversion. The continuous emergence of new formats has created new service demand.\n2. Core client pain points: Traditional offline retailers generally face challenges such as online diversion of traffic, severe homogenized competition, and low customer retention. New experience-focused formats additionally face pain points around continuously updating content and maintaining supply chain responsiveness. Both brands and retailers require professional external support to break through these bottlenecks.\n3. Solution direction: Service providers can develop targeted offerings aligned with the needs of new formats, including themed scene design, content operation planning, product selection matching, and rapid supply chain response services. These services help retailers address operational pain points in the asset-heavy model and maintain consumer freshness.

This article shares the innovation practice of Snack Kingdom, offering multi-dimensional insights on operational innovation, model upgrading, and risk mitigation for retail marketplace operators.\n1. Shifting industry demand: Consumers’ demand for offline retail has shifted from simply purchasing goods to seeking leisure experiences. Platforms need to transform from product-selling channels into experiential content spaces to attract consumers to visit specifically, effectively counter online diversion, and unlock new growth.\n2. Inspiration for operational and model innovation: For operations, split large spaces into multiple themed zones, and create photo spots that combine visual spectacle and emotional resonance to drive spontaneous social sharing. For product selection, build a broad, differentiated product mix that gathers rare and regional specialty items to create a treasure-hunting experience that stimulates unplanned consumption. Rotate themed exhibition areas regularly to maintain content freshness. For the business model, open up product selection access to small and medium-sized brands, and build new product testing and incubation functions to create a platform connecting upstream suppliers and consumers, enriching product selection while driving growth.\n3. Risk mitigation tips: The asset-heavy, large-scale model requires operators to prioritize improving capabilities in supply chain responsiveness, product selection insight, and content planning. Operators must address the two core issues of incubation efficiency and content updates first to avoid operational stagnation.

Based on field research and interviews, this article presents the development status of this new snack retail species, providing a fresh research sample and core insights for industry researchers.\n1. New industry trends: Amid intensifying competition in China’s snack sector, offline retail is undergoing two layers of structural change: First, the role of channels is being redefined, shifting from pure sales terminals to open, platform-based new product testing grounds. Second, experience value is upgrading, moving from incremental functional improvements to immersive leisure experiences, and destination retail has become the core direction for offline retail to counter online diversion.\n2. Summary of the new business model: The Snack Kingdom model combines dual innovations of platformization and experientialization. On one hand, it operates as an open platform connecting upstream manufacturers and downstream consumers, providing small and medium-sized brands with exposure and new product testing opportunities. On the other hand, it operates as an immersive snack amusement park, turning shopping into a leisure experience. This approach has successfully turned the store into a city-level tourist attraction and driven extremely high foot traffic.\n3. Core questions for future research: The model is still in an exploratory stage as an asset-heavy innovation, and its long-term sustainability remains to be seen. Two core questions require further research: First, whether the "incubation-screening" mechanism can operate at sufficient efficiency, and second, whether the update rhythm of experience content can continuously keep up with shifts in consumer demand.