{ "schemaVersion": "deck-intelligence.v1", "id": "019dd923-5ca1-7489-b635-f88e1d285443", "slug": "a5a9cbfc3acd8b7a", "title": "China Shopper 2018 Vol 1", "subtitle": "Bain", "author": "Bain", "pageCount": 32, "kind": "consulting-deck", "orientation": "portrait", "aspectRatio": 0.707, "document": { "id": "019dd923-5ca1-7489-b635-f88e1d285443", "slug": "a5a9cbfc3acd8b7a", "title": "China Shopper 2018 Vol 1", "rawTitle": "China Shopper 2018 Vol 1", "authorId": "Bain", "authorName": "Bain", "authorDisplay": "Bain", "kind": { "slug": "consulting-deck", "label": "Consulting deck" }, "sourceType": { "slug": "strategy_consulting", "label": "Strategy consulting" }, "fileName": "2018-China-Shopper-2018-Vol-1.pdf", "sourceUrl": "https://media.bain.com/Images/BAIN_REPORT_As_Shoppers_Upgrade_Growth_Returns_China%20Shopper_2018_Vol1.pdf", "sourceDate": "2018-01-01 00:00:00", "presentationDate": null, "ingestedAt": "2026-04-23 20:51:32+00", "status": "ready", "pageCount": 32, "orientation": "portrait", "aspectRatio": 0.707, "targetCompany": null, "targetTicker": null, "metadata": { "local_root": "/tmp/legacy-images/a5a9cbfc3acd8b7a", "origin_corpus": "consulting" } }, "coverage": { "pageCount": 32, "pagesIndexed": 32, "pagesWithImages": 32, "pagesWithMetadata": 32, "imageCoveragePct": 100, "metadataCoveragePct": 100, "componentCount": 209, "chartCount": 25, "metricSlides": 18, "toolMatches": 80, "documentToolMatches": 0, "frameworkMatches": 6, "arcMatches": 2, "beatMatches": 8, "loopMatches": 6, "patternMatches": 0, "storymakersMatch": true, "scoreAvailable": true, "reviewAvailable": true, "activistThesisAvailable": false, "pitchdeckMetadataAvailable": false, "pitchdeckProfileAvailable": false }, "blocks": [], "matches": { "arcs": [ { "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "matchId": "019dd95a-0543-7581-99b0-76ada0d1895b", "evidence": "Classic Bain long-form: exec-summary thesis (p5), trend context, premiumization analysis, evidence-heavy charts (p10-25), then recommendations (p26-27).", "isPrimary": true, "confidence": 85, "extraction": { "at": "2026-04-29 13:07:28.977035+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null } }, { "arc": { "name": "The Triple Take", "slug": "triple-take", "status": "active", "bestFor": "Data-driven presentations, research findings", "canonId": "019dd956-6221-73ad-bc12-378f8eb1f018", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "The Facts (What) -> The Implications (So What) -> The Action (Now What)", "description": null, "familyLabel": null, "categoryName": "Analysis & Information", "categorySlug": "analysis-information" }, "matchId": "019dd95a-0543-7581-99b0-7975489828f4", "evidence": "Each chart slide presents Facts (data) → So-what (callout) → Now-what (recommendation block at end).", "isPrimary": false, "confidence": 60, "extraction": { "at": "2026-04-29 13:07:28.977035+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null } } ], "beats": [ { "to": 6, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 5, "name": "Situation & Context", "beatId": "019dd95a-0702-74a3-87e6-5b00d6e384b7", "matchId": "019dd95a-0543-7581-99b0-76ada0d1895b", "beatType": { "name": "Situation & Context", "slug": "consultants-gambit-situation-context", "status": "active", "canonId": "019dd9b8-05ae-741b-992d-65ee83c639b3", "version": 1, "description": null }, "evidence": "Executive summary frames China FMCG market and 7-year tracking series.", "position": 1, "isPrimaryArc": true, "parentBeatType": { "name": "Setup", "slug": "setup", "status": "active", "canonId": "019dd9b8-020e-7505-af9b-d9b9a4679bcc", "version": 1, "description": "Where the deck grounds the reader before doing anything else. 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[ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Title states the insight: raise prices OR raise volume — but rarely both.", "confidence": 88 }, { "id": 138, "slug": "annotation", "layer": "Slide", "evidence": "Quadrant labels 'Raise price', 'Increase both volume and value' annotate the matrix.", "confidence": 80 }, { "id": 132, "slug": "visual-hierarchy", "layer": "Slide", "evidence": "Axes and quadrant boundaries dominate; category dots are secondary.", "confidence": 70 } ], "page_number": 15 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Callout: 'High-velocity growth for major and niche brands alike in personal care.'", "confidence": 70 }, { "id": 78, "slug": "contrast-pairs", "layer": "Loop", "evidence": "Major vs niche brand growth contrasted on the slide.", "confidence": 65 } ], "page_number": 16 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Callout pulls out the 39% imports stat 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metaphor for income shift.", "confidence": 65 }, { "id": 154, "slug": "concrete-language", "layer": "Slide", "evidence": "Specific income thresholds: 2.3%→15.9% above $15K; 50%→15.9% below $10K.", "confidence": 75 } ], "page_number": 19 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Title: 'Online sales maintained their momentum in 2017, while big-box retailers slowed or even declined.'", "confidence": 80 }, { "id": 78, "slug": "contrast-pairs", "layer": "Loop", "evidence": "Online momentum vs big-box decline explicit in the title.", "confidence": 75 } ], "page_number": 20 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Title: 'Baby and beauty categories continued to achieve high online penetration…'", "confidence": 75 }, { "id": 158, "slug": "von-restorff-effect", "layer": "Slide", "evidence": "Callout flags 'Online categories with very high online penetration and strong upward trend.'", "confidence": 65 } ], 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"layer": "Loop", "evidence": "Foreign vs Chinese brand value-share contrast across five years.", "confidence": 80 } ], "page_number": 25 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Header: 'Examples of how local companies gain an edge' lists three plays.", "confidence": 80 }, { "id": 154, "slug": "concrete-language", "layer": "Slide", "evidence": "Saky 5%, YNBY 15%, Kaiwei 1.8% brand-share examples by name.", "confidence": 78 }, { "id": 124, "slug": "closing-techniques", "layer": "Slide", "evidence": "Closes with 'Take advantage of channel dynamics and anticipate future retail consolidation.'", "confidence": 70 }, { "id": 34, "slug": "the-rule-of-three", "layer": "Block", "evidence": "Three bolded patterns: niche/local-fit, white-space innovation, omnichannel engagement.", "confidence": 85 }, { "id": 92, "slug": "tricolon", "layer": "Loop", "evidence": "Three parallel-structured 'They [verb]…' sentence stems.", "confidence": 75 } ], "page_number": 26 }, { "tools": [ { "id": 118, "slug": "action-titles", "layer": "Slide", "evidence": "Callout: 'Make the store experience attractive again.'", "confidence": 75 }, { "id": 124, "slug": "closing-techniques", "layer": "Slide", "evidence": "Final recommendation acts as memorable CTA closing.", "confidence": 78 } ], "page_number": 27 } ], "slides_seen": 32, "deck_summary": "A long-form Bain consulting report that aligns strongly with Storymakers via Pyramid Principle (answer-first exec summary) and a Consultant's Gambit arc, with disciplined action titles, small multiples, a 2x2, and a three-play recommendation block — though most narrative tension is loaded into chart titles and callouts rather than story moments.", "secondary_arcs": [ { "id": 11, "slug": "triple-take", "beats": [ { "name": "The Facts (What)", "end_page": 21, "evidence": "Twelve+ charts presenting market value, volume, ASP, channel share.", "position": 1, "start_page": 10 }, { "name": "The Implications (So 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{ "scqa_arc": "It starts with the situation of rebounding growth, introduces complications around two-speed categories and channel disruption, and offers answers on slides 9 and 26-27, but the recommendation appears early and the middle reads more like an analytical report than a staged SCQA arc.", "action_titles": "Many analytical pages use insight-bearing titles, especially slide 11: 'Rising average selling prices boosted overall FMCG market growth,' but slides 7, 9, 26, and several repeated 'As Shoppers Upgrade, Growth Returns' pages are more generic.", "mece_structure": "The deck broadly separates product/category growth, channel shifts, local-versus-foreign competition, and recommendations, but premiumization, online, imports, and retailer implications recur across slides 6-27 with some overlap.", "closing_strength": "Slides 26-27 provide practical recommendations for brands and retailers, but the deck then ends with acknowledgments, filler, corporate boilerplate, and contact pages on slides 28-32 rather than a sharp final call to action.", "evidence_quality": "Claims are well supported by Bain/Kantar metrics, figures, charts, and category/channel data across slides 10-25, with weaker support mainly in the qualitative recommendation pages 9, 26, and 27.", "clarity_of_thesis": "The thesis is visible by slides 1 and 5 as 'as shoppers upgrade, growth returns,' with slide 5 adding the 4.3% FMCG rebound, premiumization, and two-speed-market logic.", "production_quality": "Branding, chart discipline, and footnotes are professionally consistent, but overcrowded data pages, repeated generic action titles, heavy narrative blocks, and back-matter dilution keep it below exemplary.", "visual_storytelling": "The deck generally chooses appropriate tools, including charts on slides 10-13 and 18-25, a map on slide 14, a 2x2 on slide 15, and a bell-curve explanation on slide 19, though several dense text pages reduce visual force." }, "slidesAnalyzed": 32 }, "review": { "backend": null, "verdict": "A solid Bain research report with strong analytical pages and quantified callouts but a buried, fragmented recommendation - useful as a teaching example for action-title craft on the best slides (p.15, p.23) and as a counter-example for closing structure and section signposting.", "reviewedAt": "2026-04-24 14:25:40+00", "slidesSeen": 32, "suggestions": [ "Replace every reuse of the cover slogan as a slide title (p.6, 8, 16, 17, 22, 27) with the specific declarative insight from each slide's callout", "Insert 2-3 pillar dividers (e.g., \"Where growth came from,\" \"Why two speeds,\" \"How to win\") to make the implicit MECE structure visible", "Consolidate p.9, p.26 and p.27 into a single 3-action recommendation slide near the end with owner/time-frame, then close with a memorable \"so what\" before the appendix" ], "closingScore": 45, "openingScore": 70, "topStrengths": [ "Several genuinely insight-bearing action titles (p.15 on the price/volume tradeoff, 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explicit section dividers - the structure is implicit (categories -> geography -> premiumization -> channels -> competition -> recommendations) and the reader has to reconstruct pillars from repeated \"As Shoppers Upgrade, Growth Returns\" placeholder titles, which signals a topic dump rather than MECE pillars.", "closingCritique": "The deck trails off into authors/about-Bain pages (p.28-32) with two filler slides (p.29-30) repeating the cover line; the actual recommendation moment (p.27 \"Make the store experience attractive again\") is a single line with no synthesis, next steps, or memorable close.", "openingCritique": "The cover thesis (\"As Shoppers Upgrade, Growth Returns\") plus the executive summary on p.5 and the rebound headline on p.6 do lead with the answer, but pages 2-4 (disclaimer, TOC, filler) waste early real estate before the hook lands.", "extractionSeconds": 70.68782, "narrativeCritique": "The deck has a recognizable Situation -> Complication -> Analysis arc 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The company also personalized its products by printing consumers’ comments on bottles.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:10.791+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "2335fc7e-686e-4a89-b25e-cedd7b7f2535", "parentComponentId": null }, { "bbox": { "h": 0.07, "w": 0.8, "x": 0.1, "y": 0.45 }, "kind": "paragraph", "text": "Primarily, brands boost premiumization in one of two ways. They raise prices on SKUs—this was the case in 2017 with products such as toothbrushes and hair conditioner. The other approach is to introduce more premium SKUs and increase the sales volume of existing premium SKUs.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:10.791+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "38d7b6f0-670d-4b64-a566-6f30053e48a0", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.8, "x": 0.1, "y": 0.12 }, "kind": "paragraph", "text": "Another contributor to food premiumization: pleasure. Categories that provide better taste or more pleasure have demonstrated strong growth momentum. Instant noodle players Master Kong and Uni-President continued to introduce new premium products, such as Soup Master, to attract middle-class consumers. Jelly candy offered by UHA Cororo has created a new taste sensation thanks to juice injected inside the candy. Meanwhile, Peppa Pig branded biscuits use the popular cartoon character to create a strong emotional bond with customers, which in turn boosted sales growth.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:10.791+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "603232f3-17bb-4744-b652-cdbf33846232", "parentComponentId": null }, { "bbox": { "h": 0.07, "w": 0.8, "x": 0.1, "y": 0.37 }, "kind": "paragraph", "text": "Much of the growth comes from the southwest and central provinces as industries shift inland from the coast. As more consumers become premium buyers, these provinces continue to outperform the coastal provinces in terms of FMCG spending growth.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:10.791+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ab4a3c7f-2d2b-4b1b-9dd3-5e3242aa4de7", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.8, "x": 0.1, "y": 0.06 }, "kind": "title", "text": "As Shoppers Upgrade, Growth Returns | Bain & Company, Inc. | Kantar Worldpanel", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:10.791+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "83c8f51c-ae5c-4899-9a83-a120566b6119", "parentComponentId": null } ], "metrics": [ { "metricRaw": "value growth", "numberRaw": "17%", "numberKind": "percent", "actionTitle": "As Shoppers Upgrade, Growth Returns", "calloutText": "The biggest increases were in the facial tissue category, in which premium SKUs' value rose 17% compared with 2% growth among non-premium products.", "numberScale": null, "numberValue": 17, "metricFamily": "growth_rate", "numberCurrency": null } ], "tools": [ { "tool": { "name": "Action Titles", "slug": "action-titles", "status": "active", "bestFor": "Any decision-grade deliverable — strategy recommendation, board update, investment memo, M&A review, post-mortem — where the reader is being asked to agree, decide, or act and will skim the title bar at speed.", "canonId": "019dd956-ac70-700b-a608-ba58e78f5dcc", "version": 1, "bodyDocId": "816dad3c-9983-41c1-a86e-978ebd582841", "description": "The McKinsey-bred discipline of writing every slide title as a complete declarative sentence with a verb and an insight, not a topic label. 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"For at-home consumption, hypermarkets continued to lose in popularity, with sales dropping by 2.5% as more consumers abandon their trips to big-box stores in favor of more convenient shopping options. Super- and minimarkets saw their sales grow by 4.8%, partly due to their role in the booming online-to-offline (O2O) delivery services. Traditional groceries continued to lose ground—sales declined by 5.4%. And, in a surprising finding, convenience stores, which posted high growth for the past five years, grew by only about 2%, the victims of expansion economics and competition from O2O delivery. Despite this growth slowdown for at-home consumption, convenience stores have vast opportunities to serve the expanding market for food and beverages sold for out-of-home consumption, which grew by 6.2% in 2017, based on the 10 food and beverage categories we tracked for China’s Tier-1 and Tier-2 cities.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:14.949+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "50a99e55-6168-4afa-81be-1c24d4ffd90a", "parentComponentId": null }, { "bbox": { "h": 0.057, "w": 0.59, "x": 0.105, "y": 0.503 }, "kind": "paragraph", "text": "This two-speed phenomenon across categories can easily be understood by looking at average income growth per capita and assuming a normal distribution of income.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:14.949+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "64b5c404-a2e5-4a64-a96e-167b38c03ab6", "parentComponentId": null }, { "bbox": { "h": 0.085, "w": 0.59, "x": 0.105, "y": 0.783 }, "kind": "paragraph", "text": "After rapid expansion since 2013, China’s O2O market continued to grow by around 30% in 2017, with much of that expansion due to O2O services to homes, such as food and delivery, which grew at an astonishing 76% rate, according to iResearch. Competition has increasingly intensified, fueled by mergers, partnerships with e-commerce giants and the entry of DiDi, the car-hailing service platform. 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Initially, they saw online as a place to find bargains. Gradually, they have been relying on the channel to buy premium products and niche brands. 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For example, on average, 39% of FMCG purchased online were bought on promotion—almost twice the percentage of offline products bought on promotion (see Figure 10). However, this phenomenon is stabilizing as more Chinese consumers go online for quality—as opposed to bargains—and as e-commerce platforms reposition their huge digital festivals from primarily bargain events to brand-building and product introduction campaigns.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:17.177+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5d88cda9-165a-44dc-b43b-d84598d30dae", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.8, "x": 0.1, "y": 0.7 }, "kind": "paragraph", "text": "The macroeconomic underpinning of the two-speed phenomenon is easily understood in a chart developed by Gavekal Dragonomics (see Figure 11). Assuming a normal distribution of income, as average income per capita increases by 25% (which happened in the last three years), then the share of the population with income greater than $15,000 increases from 2.3% to 15.9%. That’s nearly a sevenfold increase, which fuels the fast growth of premium categories and segments that are expanding at high speed.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:17.177+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "66c2cf92-2470-4ca7-bdd6-4cbbed50f064", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.8, "x": 0.1, "y": 0.12 }, "kind": "paragraph", "text": "few domestic companies gaining presence. Local brands such as Lelch grew by more than 120% in 2017, and Care Daily emerged as one of the top-selling brands within a year of its launch.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:17.177+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "d2f60e51-9186-4e54-894a-8e7cf469ef45", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.8, "x": 0.1, "y": 0.41 }, "kind": "paragraph", "text": "Despite gains made by local companies in the premiumization game, China’s consumers still view imported goods as being safer, of higher quality, better tasting or more innovatively designed than domestic goods. 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Local brands grew by 7.7% in 2017, capturing 98% of market growth, while foreign brands increased by 0.4% (see Figure 19). Local brands won share over foreign brands in 21 categories while foreign brands gained share in only 4 categories. RTD tea was the only category in which there was no change (see Figure 20). While local brands remain strong, some multinationals are taking steps to improve their performance. Among their approaches: focusing more on faster innovations and serving younger consumers shopping online. There are many reasons for the success of local brands. They have a better understanding of local demand and are faster at making and executing decisions. This allows them to adapt quickly to new trends. 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b) beverages: milk, yogurt, juice, beer, ready-to-drink (RTD) tea, carbonated soft drinks (CSD) and packaged water; c) personal care: skin care, shampoo, personal wash, toothpaste, makeup, hair conditioner, diapers and toothbrushes; and d) home care: toilet tissue, fabric detergent, facial tissue, kitchen cleanser and fabric softener.\n2 These 24 categories are pet food, oyster sauce, cereals, MSG (monosodium glutamate), Asian traditional drinks, functional drinks, kitchen rolls, wet tissue, napkins, leather care products, batteries, fragrance, hair removal, hair styling, ice cream, nutrient solid drinks, frozen food, flavor powder, foreign spirits, soybean milk, mouthwash, Chinese spirits, cooking oil and nutrient supplements.\n3 These 10 categories are beer, packaged water, RTD tea, juice, CSD, biscuits, chewing gum, chocolate, candy and yogurt.\n4 Kantar Worldpanel has excluded cigarettes from total FMCG data and has updated all category data in 2017 accordingly, leading to some inconsistencies with previous years' data.\n5 Online penetration is defined as the number of people who bought online at least once per year divided by the number of people who bought the category at least once.\n6 Penetration is defined as the percentage of households in a market buying a particular brand in a given year.\n7 Relative online penetration is defined as the total number of online purchasers divided by the number of purchasers of the category.", "attrs": null, "canon": { "kind": { "name": "Disclaimer", "slug": "disclaimer", "status": "active", "canonId": "91173477-d91f-4024-bbaf-d4f93e3f82dc", "version": 1, "description": "Legal/cautionary text that occupies most of the body of its slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": null, "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:12.516+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a6606b57-ede3-4b64-8a7f-a10805c3890e", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.8, "x": 0.1, "y": 0.12 }, "kind": "list", "text": "Another important step involves integrating inventory and supply chain management with e-commerce retailers or solution platforms. 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You may contact him by email at bruno.lannes@bain.com. Jason Ding is a partner with Bain's Beijing office. You may contact him by email at jason.ding@bain.com. Marcy Kou is CEO at Kantar Worldpanel Asia. You may contact her by email at marcy.kou@kantarworldpanel.com. Jason Yu is Managing Director at Kantar Worldpanel Great China. You may contact him by email at jason.yu@ctrchina.cn. Please direct questions and comments about this report via email to the authors.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:36:11.509+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "55f27ec6-4b76-4066-a8d3-d25836c0a34b", "parentComponentId": null }, { "bbox": { "h": 0.065, "w": 0.794, "x": 0.106, "y": 0.387 }, "kind": "paragraph", "text": "This report is a joint effort between Bain & Company and Kantar Worldpanel. 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