Food and Beverages

Report on the Chinese Baby Formula Industry 2015-2020

  • ASK3247199
  • 242 Pages
  • May 2015
  • Food and Beverages
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Baby formulas are milk powders for babies that were specifically made to resemble breast milk with added nutrients. The Chinese market produced a total of XX tons of whole milk powder and XX tons of skim milk powder in 2014. The Chinese market consumed a total of XX million tons of whole milk powder and XX tons of skim milk powder in the same year. Baby formulas had a retail volume of XX tons, a XX% growth over the previous year. Retail figures were at XX billion CNY, a XX% growth over the previous year. 


Standard baby formulas had retail figures of XX billion CNY, a XX% growth over the previous year. The Chongqing baby formula market saw retail volumes of XX tons in 2014 and retail figures XX billion CNY. Increasing income and economic developments in Chongqing has been instrumental in the increased consumption of baby formula, and as a result the Chongqing baby formula market is expected to reach a total of XX billion CNY by 2020.

1 Market analysis for babies’ milk powders

1.1 Chinese babies’ milk powder industry developments

1.1.1 Product characteristics and types

1.1.2 Main characteristics 

1.1.3 Production growth

1.1.4 Source weaknesses

1.1.5 Imported milk powder brands

1.2 Market overview

1.2.1 Market size growth

1.2.2 After-service analysis 

1.2.3 The Matthew Effect

1.2.4 Chinese milk powder importers

1.2.5 Mid-tier market analysis 

1.3 Market size analysis 

1.3.1 Chinese baby food market size analysis 

1.3.2 Baby formula retail volumes

1.3.3 Baby formula retail figures

1.3.4 Baby formula market structure

1.3.4.1 Standard baby formula 

1.3.4.2 Follow-up formulas

1.3.4.3 Adolescents’ formulas 

1.4 The impact of imported milk powders

1.4.1 Foreign trade analysis for Chinese milk powders

1.4.1.1 Import volumes

1.4.1.2 Import prices

1.4.1.3 Export volumes 

1.4.2 Lower prices on imported milk

1.4.3 Imported milk powder brand advantages

1.4.4 The effect of imported milk powder on the Chinese market 

1.4.5 The influence of imported brands on Chinese brands

1.5 Chinese market for high-end milk powders 

1.5.1 Rapid growth 

1.5.2 Gradual transition from low-end to high-end products

1.5.3 Market characteristics

1.5.4 High-end foreign brands’ market share 

1.5.5 Chinese high-end brands 

1.6 Online sales analysis 

1.6.1 C2C platforms brand shares

1.6.2 B2C platforms brand shares 

1.6.3 Milk powder prices on other platforms


2 Chongqing milk powder market size and brand competitiveness analysis 

2.1 Market characteristics

2.1.1 Milk powder production analysis 

2.1.2 Dairy products’ production analysis 

2.1.3 Dairy products processing market analysis 

2.2 Market size analysis 

2.2.1 Retail volumes analysis 

2.2.2 Retail figures analysis 

2.2.3 Market structure analysis 

2.2.3.1 1st stage milk powder market

2.2.3.2 2nd stage milk powder market

2.2.3.3 3rd stage milk powder market 

2.3 Chongqing milk powder market brand competition

2.3.1 Baby milk powder market brand competition

2.3.2 Main brands 

2.3.2.1 Wyeth

2.3.2.2 Dumex

2.3.2.3 Mead Johnson Nutrition

2.3.2.4 Synutra

2.4 Chongqing baby milk powder market structure analysis 

2.4.1 High-end milk powder (above 300 CNY per can)

2.4.2 Medium high-end milk powder (200-299 CNY per can)

2.4.3 Medium-class milk powder (150-199 CNY per can)

2.4.4 Medium low-end milk powder (Under 149 CNY per can)


3 Chongqing milk powder industry economic analysis 

3.1 2013-2015 Chongqing milk powder and dairy product industry development analysis 

3.1.1 2013 

3.1.2 2014

3.1.3 2015

3.2 Industry size analysis 

3.2.1 Number of companies

3.2.2 Capital growth 

3.2.3 Sales growth

3.2.4 Profit growth

3.3 Industry costs analysis

3.3.1 Sales costs

3.3.2 Main costs

3.4 Operational analysis 

3.4.1 Debt repayment capabilities

3.4.2 Profitability

3.4.3 Operational capabilities


4 Chengdu baby milk powder consumer analysis 

4.1 Chinese child-rearing methods

4.1.1 Third wave of child births

4.1.2 Post 80s generation and motherhood

4.1.3 Chinese mothers’ child education methods 

4.1.4 Chinese child education expenses

4.2 Chengdu milk powder consumer analysis 

4.2.1 Birth rates

4.2.2 Number of 1-3-year-olds

4.2.3 Percentage of breast-fed children

4.2.4 Reasons for using baby formula

4.3 Chongqing consumers’ perception of milk powder

4.3.1 Ingredients

4.3.2 Brand preferences

4.3.3 Reasons for choosing particular brands 

4.3.4 Awareness of milk powder effect amongst consumers

4.3.5 Purchase channels

4.3.6 Consumer channels of getting to know baby formula

4.3.7 Consumer expenditure on baby formulas


5 Chongqing milk powder market competitiveness analysis 

5.1 Competitive structure analysis 

5.1.1 Degree of competition

5.1.2 Threat of new entrants

5.1.3 Threat of substitutes

5.1.4 Supplier bargaining power

5.1.5 Buyer bargaining power

5.2 Milk powder companies market competitiveness analysis 

5.2.1 Brand competitiveness

5.2.2 Price competitiveness

5.2.3 Channel competitiveness

5.2.4 Cost competitiveness

5.3 Chongqing milk powder suppliers’ competitiveness indicators

5.3.1 Company capital 

5.3.2 Income comparison

5.3.3 Company profits 

5.3.4 Gross profits

5.4 Competitive strategies analysis 

5.4.1 Focusing on core business

5.4.2 Creating quality channels

5.4.3 Integrating quality resources

5.4.4 Upgrading operational capabilities

5.4.5 Creating a brand image

5.4.6 Adjusting market strategies 


6 Marketing strategies analysis 

6.1 Purchasing channels 

6.1.1 Supermarket channels

6.1.2 Mother/child stores

6.1.3 Purchasing agents 

6.1.4 Medical channels

6.1.5 Drug stores

6.1.6 Online channels

6.2 Companies’ marketing strategies

6.2.1 Interactivity between consumers

6.2.2 Event marketing

6.2.3 Online marketing

6.2.4 Word-of-mouth

6.3 Development trends

6.3.1 Differentiation marketing

6.3.2 Database marketing

6.3.3 Integrated marketing

6.3.4 Cooperative marketing

6.3.5 Retail marketing

6.3.6 Word-of-mouth


7 Chongqing baby milk powder market strategies analysis 

7.1 Chongqing companies’ entry into the high-end market

7.1.1 Target market analysis 

7.1.2 High-end brand structure positioning

7.1.3 High-end market product innovation

7.1.4 High-end brand promotion strategies

7.1.5 High-end channel management strategies 

7.2 Marketing strategy choices

7.2.1 Raising product quality

7.2.2 Improving brand image

7.2.3 Integration between knowledge and product marketing

7.2.4 Development of new channels for baby milk powders


8 Key companies 

8.1 Danone

8.1.1 General overview

8.1.2 Main products

8.1.3 Operational analysis 

8.1.4 Chinese branch introduction

8.2 Mead Johnson Nutrition

8.2.1 General overview

8.2.2 Main products

8.2.3 Operational analysis 

8.2.4 Development advantages

8.2.5 Chinese branch introduction

8.3 Abbott

8.3.1 General overview

8.3.2 Main products

8.3.3 Operational analysis 

8.3.4 Production overview

8.3.5 The Abbott Foundation 

8.4 Yili 

8.4.1 General overview

8.4.2 Operational analysis 

8.4.3 Operational analysis 

8.4.4 Economic indicators

8.4.5 Profitability analysis 

8.4.6 Debt repayment capabilities

8.4.7 Operational capabilities

8.4.8 Costs analysis 

8.4.9 Competitive advantages 

8.5 Mengniu

8.5.1 General overview

8.5.2 Main products

8.5.3 Operational analysis 

8.5.4 Economic indicators

8.5.5 Profitability analysis 

8.5.6 Debt repayment capabilities

8.5.7 Operational capabilities

8.5.8 Costs analysis 

8.5.9 Company prospects

8.6 Bright Dairy

8.6.1 General overview

8.6.2 Main products

8.6.3 Operational analysis 

8.6.4 Profitability analysis 

8.6.5 Debt repayment capabilities

8.6.6 Operational capabilities

8.6.7 Costs analysis 

8.7 Ausnutria

8.7.1 General overview

8.7.2 Main products

8.7.3 Economic Indicators

8.7.4 Profitability analysis 

8.7.5 Debt repayment capabilities

8.7.6 Operational capabilities

8.7.7 Costs analysis 

8.7.8 Corporate development analysis 

8.8 Being Mate

8.8.1 General overview

8.8.2 Main products

8.8.3 Operational analysis 

8.8.4 Economic Indicators

8.8.5 Profitability analysis

8.8.6 Debt repayment capabilities

8.8.7 Operational analysis 

8.8.8 Costs analysis 

8.8.9 Brand marketing analysis 

8.9 Biostime

8.9.1 General overview

8.9.2 Main products

8.9.3 Operational analysis 

8.9.4 Economic indicators 

8.9.5 Profitability analysis 

8.9.6 Debt repayment capabilities

8.9.7 Operational capabilities

8.9.8 Costs analysis 

8.10 Yashili international

8.10.1 General overview

8.10.2 Main products

8.10.3 Operational analysis 

8.10.4 Economic indicators 

8.10.5 Profitability analysis 

8.10.6 Debt repayment capabilities

8.10.7 Operational capabilities

8.10.8 Costs analysis 

8.10.9 Brand marketing analysis 

8.11 Tianyou Dairy

8.11.1 General overview

8.11.2 Main products

8.11.3 Operational analysis 

8.11.4 Sales networks

8.11.5 Competitive advantages 

8.11.6 Latest news 

8.12 Wyeth 

8.12.1 General overview

8.12.2 Main products

8.12.3 Operational analysis 

8.12

 
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