半年25亿！和达播分手后 韩束活得更好了？

This article focuses on a new industry trend: top brands on Douyin have collectively shifted away from creator-led live streaming. It highlights that Hanyu has hit a new sales record following its transformation. Key takeaways are as follows:

1. Core data: In the first half of 2026, Hanyu’s GMV on Douyin exceeded 2.5 billion yuan, topping the platform’s personal care category ranking. Currently, 68.88% of Hanyu’s Douyin sales come from its own branded channels, while creator promotions only contribute 7.65%. Besides Hanyu, other top brands including Marubi, Blue Moon and Three Squirrels are all cutting back or even eliminating creator-led live streaming operations.

2. Core drivers of the shift away from creators: First, creator collaborations have extremely high costs, including slot fees, high commission rates and additional traffic acquisition costs, leaving brands with no pricing power. Most brands see revenue growth without profit gains, and cannot accumulate their own user base. Second, Douyin has updated its platform rules, continuously shifting more traffic allocation to branded in-house live streaming and product card placement.

3. Hanyu’s proven new playbook: The brand built a matrix of over 100 verified Blue V accounts for in-house live streaming, with each直播间promoting only one single product to target a specific niche audience segment. It repositioned creators as content suppliers, repurposing creator种草content through mixed editing for traffic投放to drive audiences to its own in-house直播间. It also operates product cards with fine-tuned management to capture search traffic, forming a closed-loop omni-channel conversion system.

This article sorts out the new trend of brand channel marketing on Douyin e-commerce, and summarizes replicable operational experience for established brands. Key takeaways are as follows:

1. Industry consumption and channel trends: Douyin e-commerce has now entered the omni-channel era. Users have shifted from passive content browsing to active product search, while brands have adjusted their channel strategies from relying on creators to build initial momentum, to building their own controllable in-house business positions. The shift away from creators is a collective turn among top brands.

2. Replicable marketing and operational methods: Build a Blue V in-house live streaming matrix with "one product, one account". Each account corresponds to one single product and one audience segment, to accurately cover niche tracks and avoid messy audience tagging and internal competition. Reconstruct the value of creators: reposition creators from sales channels to front-end种草content suppliers, which allows brands to leverage creators’ influence while funneling traffic and users to their own owned positions.

3. Long-term operation mindset: When a brand reaches maturity, its core operational focus should shift from scaling revenue to boosting profits and accumulating brand equity. Building an omni-channel position combining in-house live streaming matrix and product cards, and gaining full control over end-to-end operations, is the only way to achieve sustainable development.

This article sorts out the latest platform trends, risks, opportunities and replicable playbooks for Douyin e-commerce sellers. Key takeaways are as follows:

1. Changes in platform policy and trends: Douyin has integrated three major traffic pools—natural traffic, e-commerce traffic and advertising traffic—and adjusted its traffic allocation rules. High-intent search traffic is now prioritized for active branded in-house直播间; Qianchuan (Douyin’s advertising platform) has increased the weight of material conversion and weakened the weight of historical account performance. Traffic dividends are now shifting to branded in-house operations and product card-based shelf commerce.

2. Risk warnings: Long-term reliance on top creator live streaming carries two core risks. First, creator collaborations have high costs and leave brands with no pricing power, often leading to impressive GMV numbers but no actual profits. For example, Blue Moon spent over 40 million yuan on traffic acquisition for a single creator live streaming session that generated 120 million yuan in GMV, ultimately ending with little to no profit. Second, all traffic and followers are accumulated on the creator’s account, so brands cannot build their own repeat customer assets for long-term operation.

3. Opportunities and replicable strategies: Brands can use creator live streaming to achieve rapid growth during the cold launch stage, then gradually transition once the business matures: build a niche in-house live streaming matrix, reposition creators as content suppliers, operate product cards with fine-tuned management to capture search traffic, and build a controllable traffic operation system of their own.

This article offers key insights for FMCG factories looking to launch their own brands and complete e-commerce transformation. Key takeaways are as follows:

1. Changes in product design and production demand: Traffic distribution on Douyin e-commerce is becoming increasingly granular, and brands generally adopt the "one product, one account" in-house live streaming matrix strategy. Each account targets one niche product and one audience segment, covering different efficacy use cases and scenarios, which requires factories to adapt to flexible production with multiple SKUs and small batch sizes to meet brands’ needs for niche market expansion.

2. Business opportunities: As a large number of brands shift to in-house operations and shelf e-commerce, demand for more product segmentation is rising. Demand for niche products targeting specific efficacy and specific audience segments will continue to grow. Factories can prepare relevant production capacity in advance to meet brand demand and secure more orders.

3. Insights for digital e-commerce transformation: When factories build their own brands, they can follow Hanyu’s growth path: use creator live streaming to achieve rapid cold launch and build brand awareness in the early stage, then gradually cut back on creator live streaming investment once the brand matures, and shift to building an in-house live streaming matrix and product card position to accumulate own user assets, achieve long-term stable profits, and escape the trap of working primarily for creators.

This article sorts out new trends in the Douyin e-commerce industry, as well as the new pain points and demands of brand merchants. Key takeaways are as follows:

1. New industry development trends: Douyin e-commerce has completed underlying structural change, shifting from the early creator-dominated live e-commerce model to an omni-channel e-commerce model that integrates content种草, branded in-house live streaming and shelf search. A large number of top brands are collectively pushing forward the transformation away from creator-led operations and ramping up investment in their own in-house positions, which is the core new trend in the current industry.

2. Core new pain points for brand merchants: After brands transform to in-house operations, their core pain points fall into three categories: First, it is difficult to acquire traffic for in-house live streaming, and there is demand for stable traffic supply. Second, brands need to produce and test large volumes of short-form video引流materials, which puts high requirements on production efficiency. Third, product card shelf operation requires fine-grained management, which many brands do not have the in-house capability to deliver.

3. New opportunities and directions for service providers: Service providers can expand their business scope to meet the demand of brands’ in-house transformation, for example by offering Blue V matrix setup and operation services, mass short-form content production, mixed editing and bulk投放testing services, as well as product card optimization and search operation services. Adapting to brands’ current transformation needs will help service providers unlock new business growth.

This article reflects brand merchants’ demands for platform operations and verifies the effectiveness of recent platform rule adjustments. Key takeaways are as follows:

1. Core demands of merchants from platforms: Today’s established brand merchants are no longer satisfied with short-term traffic spikes from creators. Their core demand is to build their own traffic capture positions, accumulate user assets, and achieve long-term stable profitability. Brands generally approve of platform rules that allocate more traffic to in-house operations and shelf commerce.

2. Implementation results of existing platform rule adjustments: A series of rule adjustments—including Douyin integrating the three major traffic pools, granting search exposure priority to in-house直播间, and adjusting Qianchuan投放weighting—have received positive response from brand merchants. A large number of top brands have achieved positive sales growth after transformation. Hanyu generated over 2.5 billion yuan in GMV in the first half of 2026 after its transformation, and Marubi’s in-house live streaming revenue increased 75% year-over-year, both verifying the effectiveness of the rule adjustments.

3. Directions for further platform operation optimization: Platforms can further increase support for branded in-house accounts and product card shelf commerce, improve the omni-channel traffic allocation mechanism, attract more established brands to入驻, and raise the overall branded operation level of the platform. At the same time, this will reduce the platform’s reliance on a small number of top creators and promote healthy, decentralized development of the platform.

This article sorts out the underlying transformation of Douyin e-commerce and summarizes the new business model of branded live e-commerce, offering high reference value for industry research. Key takeaways are as follows:

1. New industry trends: Douyin e-commerce is currently undergoing a fundamental decentralized transformation, moving beyond the single creator-led live streaming model and entering an omni-channel e-commerce era that integrates content种草, branded in-house live streaming and shelf search. The collective shift away from creators among top brands is a typical landmark event of this transformation, with creator live streaming shifting from the core sales driver to a content supplement for brand growth.

2. New brand operation business model: Top brands have restructured the value of creators and the entire traffic funnel, forming a brand-new business model: Creators retreat to the upper content layer, responsible for building user interest and providing social trust endorsement. Brands then reach users a second time via industrialized content systems and Qianchuan投放, before capturing conversions through their own in-house直播间. All user assets are accumulated within the brand’s own system, leaving brands with full control over the entire operation chain.

3. Insights for industry research: Creator live streaming is essentially a momentum-building tool for brands during the cold launch stage, and cannot support long-term brand growth. Brands need to match different channel strategies to different development stages, while changes in platform traffic rules directly drive the iteration of brands’ channel strategies. Omni-channel in-house operation will be the mainstream development direction for mature brands going forward.