A Study on the Development Strategy of Mixue Bingcheng

Co., Ltd. Based on the SWOT Model

Bingyi Chen

Suzhou Science Technology Town Foreign Language High School, Suzhou 215163, Jiangsu, China

Keywords: China's Freshly Made Tea Drink Industry, SWOT, Mixue Bingcheng, Development Strategy.

Abstract: In recent years, a new consumer category of freshly made tea drinks has emerged in China. As a structural

substitute and health upgrade for traditional bottled beverages, this industry has witnessed rapid development

and currently has a scale of over 160 billion CNY. This paper takes Mixue Bingcheng, the affordable giant in

this industry, as the research object, and uses the SWOT model to analyze the company's strengths,

weaknesses, opportunities, and threats, and attempts to put forward suggestions for its future development.

This paper proposes three strategies—regional innovation, sub-regional globalization, and strengthened food

safety management—to enhance brand competitiveness, reduce market risks, and safeguard reputation,

providing theoretical support for Mixue Bingcheng's sustainable development and offering strategic insights

for the freshly-made tea beverage industry.

1 INTRODUCTION

Since 2010, China's economy has developed rapidly,

and the income level of the people has been

continuously increasing. The annual per capita

disposable income of rural residents has increased

from 5,919 CNY in 2010 to 18,748 CNY in 2022,

with an average annual growth rate of 26.4%. The

annual per capita disposable income of urban

residents has increased from 19,109 yuan in 2010 to

33,036 yuan in 2022, with an average annual growth

rate of 14.4% (National Bureau of Statistics of the

People's Republic of China, 2011, 2024). Against this

backdrop, China's personal consumption market has

shown a continuous prosperous trend, giving rise to a

new consumer category of freshly made tea drinks.

As a structural substitute and health upgrade for

traditional bottled beverages, several leading brands

such as Mixue Bingcheng, Gu Ming, Cha Baidao,

Shanghai Auntie, Heytea, and Nayuki, by creating

high - quality products, massively laying out offline

channels, and conducting Internet marketing, have

accelerated consumer cognitive drive, leading to the

rapid expansion of the industry. The market size has

increased from 106.3 billion CNY in 2019 to 165.2

billion CNY in 2022, with a compound annual growth

rate of 15.84%. It is expected that by 2025, the scale

will further grow to 308.1 billion CNY (CIC China

Insights Consultancy, 2023).

Mixue Bingcheng is a brand of ice-cream and tea

drink founded by Zhang Hongchao in Zhengzhou,

Henan in 1997. The company focuses on freshly

made tea drinks, fruit drinks, ice-creams, etc. with

unit prices ranging from 2 to 8 CNY. After years of

development, it has now grown into the leading brand

of affordable freshly made tea drinks in China. On

January 1, 2025, Mixue Bingcheng updated its

prospectus on the Hong Kong Stock Exchange,

disclosing a large number of industry and corporate

details. As of the third quarter of 2024, the company

has more than 45,000 franchise stores, covering

China and 11 overseas countries. In terms of the

number of stores, Mixue Bingcheng has surpassed

Starbucks in the United States and become the world's

largest freshly made beverage company (Mixue

Bingcheng Co., Ltd., 2025; Starbucks Corporation,

2024). Based on Mixue Bingcheng's 2025 prospectus

and guided by the SWOT analysis model, this paper

analyzes the company's strengths, weaknesses,

opportunities, and threats, and sorts out the

company's development thread. This study will

contribute to the overall understanding of China's

freshly made tea drink industry and Mixue Bingcheng

Co., Ltd., and attempts to put forward suggestions for

its future development

Chen, B.

A Study on the Development Strategy of Mixue Bingcheng Co., Ltd. Based on the SWOT Model.

DOI: 10.5220/0013986800004916

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd International Conference on Public Relations and Media Communication (PRMC 2025), pages 105-112

ISBN: 978-989-758-778-8

105

2 SWOT ANALYSIS OF MIXUE

BINGCHENG'S

DEVELOPMENT STRATEGY

The SWOT analysis model was first proposed by

Professor Kenneth Andrews of the Harvard Business

School in the United States in 1971. After years of

development and improvement, it has become one of

the main methods for analyzing corporate strategies

(Andrews, 1971; Venkata & Aithal, 2024). The four

English letters of SWOT represent Strengths,

Weaknesses, Opportunities, and Threats respectively.

Strengths and weaknesses are internal factors, while

opportunities and threats are external factors. This

method is conducive to people's comprehensive,

systematic, and accurate understanding of the internal

and external situations of an organization, and can

help decision-makers formulate more correct

development strategies (Gurl, 2017). This paper will

analyze Mixue Bingcheng's internal conditions and

external environment in detail from the four aspects

of Strengths, Weaknesses, Opportunities, and Threats

2.1 Strengths

2.1.1 Precise Product Positioning of "

High - Quality and Low - Price" and

High Recognition in the Sinking

Market

According to the per capita single-consumption

amount, currently this industry has been clearly

divided into three levels: high, medium, and low. The

per capita consumption amount of more than 20 CNY

is high-end, 10-20 CNY mid-end, and less than 10

CNY low-end. Mixue Bingcheng, as a representative

brand in the low-end market, has successfully

occupied an important position in the market with its

cost-effective product strategy.

In the early days, it launched popular products

such as fresh ice-cream (2 CNY per piece) and ice-

fresh lemonade (4 CNY per cup), deeply implanting

the brand positioning of "high-quality and affordable"

into consumers' minds. At the same time, Mixue

Bingcheng focused on laying out in low-tier cities,

quickly achieving store open-up and expansion in

scales, and successfully seizing the development

opportunity of cost-effective tea drinks in the sinking

market.

As of the latest data, the number of Mixue

Bingcheng stores has exceeded 45,000, in which 60%

of the stores are distributed in third-tier cities and

below, while the stores in first-tier cities account for

only 4.5% (Mixue Bingcheng Co., Ltd., 2025 Annual

report). This channel distribution pattern not only

reflects its strong penetration ability in the sinking

market but also the brand's wide recognition and

competitive advantage in low-tier cities.

2.1.2 Heavy-Asset Investment to Build a

Strong Supply Chain Capability

Unlike most of its peers who focus on marketing and

new product research and development, Mixue

Bingcheng attaches great importance to the

construction of the entire supply chain, including

procurement, production, warehousing, and logistics,

regarding it as one of its core competitive barriers.

Therefore, some reports describe this company as "a

supply chain company disguise as a milk tea

enterprise" (Yang, 2023).

In terms of procurement, it goes deep into the raw

material origin and directly purchases from the

source. This company integrates high-quality

resources through its global procurement network.

With its scale advantage, it purchases core raw

materials at a price lower than the industry average.

For example, Sichuan Snow King Lemon Co., Ltd., a

subsidiary of Mixue Bingcheng, is located in Anyue

County, Ziyang City, Sichuan Province, known as the

"Lemon Capital of China". By establishing a deep

cooperative relationship with local planting bases, it

selects high-quality lemons and provides fresh fruit

sources for this company (Li & Wang, 2021).

In terms of production, 100% of the core

ingredients are self-produced. Mixue Bingcheng has

the largest and most complete food production system

in the industry. Currently, 60% of the food

ingredients provided to franchisees are self-produced,

in which 100% of the core ingredients are self-

produced. Currently, the company has five

production bases in Henan, Hainan, Guangxi,

Chongqing, and Anhui, with a total area of 790,000

square meters and a total production capacity of 1.65

million tons per year.

In terms of warehousing, Mixue Bingcheng has the

largest self-operated warehousing system in the

industry. Currently, the total warehousing area

exceeds 300,000 square meters, and it has 26

warehouses covering the whole country.

In terms of logistics, through digital tools and

cooperation with local distribution service providers,

Mixue Bingcheng has achieved 12-hour access in

more than 90% of county-level administrative regions

and cold-chain coverage in more than 90% of

domestic stores.

PRMC 2025 - International Conference on Public Relations and Media Communication

106

Strong supply chain capability is an important

guarantee for a company to achieve stability in cost

and product quality (Green, 2018). Through heavy-

asset investment and refined management of each link

of the supply chain, Mixue Bingcheng not only

reduces procurement costs but also ensures the

freshness and quality consistency of products.

2.1.3 Concentrated Corporate Equity and a

Large-Scale Equity Incentive for the

Tea m

The actual controllers of Mixue Bingcheng are Zhang

Hongchao and Zhang Hongfu, two brothers. Each of

them directly holds 42.78% of the company's shares,

and the total shareholding ratio reaches 85.56%,

indicating a high degree of concentration of the

company's equity structure. In addition, Zhang

Hongchao indirectly holds 0.45% of the company's

shares through the employee shareholding platform

"Youth Fearless", and Zhang Hongfu indirectly holds

0.45% of the company's shares through the employee

shareholding platform "Starting from the Foot". As of

now, all the equity grants under the above-mentioned

employee shareholding platforms, have been vested,

marking the full completion of the equity incentive

plan.

From the perspective of corporate governance

theory, a high degree of equity concentration can

effectively ensure the consistency and continuity of

corporate decisions and help facilitate the stable

implementation of long-term strategies (Jones, 2023).

Under a highly concentrated equity structure, the

decision-making process can effectively avoid the

problems of interest games and lengthy decision-

making caused by decentralized equity, enabling the

company to quickly respond and implement strategic

decisions in the face of a complex and changeable

market environment. For example, when the

company faces major investment decisions, the

concentrated equity structure enables the decision to

be efficiently passed, avoiding decision-making

delays caused by the balance of multiple interests.

Research shows that among peer enterprises, the

execution efficiency of strategic decision-making of

enterprises with high equity concentration is 30%

higher than that of enterprises with decentralized

equity (Smith, 2020).

At the same time, the equity incentive plan

implemented through the employee shareholding

platform has a significant effect on enhancing the

work enthusiasm and sense of belonging for the core

management team (Brown, 2022). When employees

hold the company's equity, their own interests are

closely linked to those of the company, prompting

employees to consider the long-term development of

the company, improve work input and loyalty. This

incentive mechanism not only enhances the stability

of the team but also injects strong impetus into the

company's sustainable development, providing a

solid talent guarantee for the company to move

forward steadily in the fierce market competition.

2.1.4 Emphasis on Digital Operation

Construction to Empower the

Improvement of Operational

Efficiency and Intensive Store

Expansion

Mixue Bingcheng pays high attention to the

construction of the digital system. By building a

diversified information management system, it has

significantly improved production and operation

efficiency and market competitiveness. Specifically,

this company has successfully developed and

implemented manufacturing collaboration system

and franchise management system. These systems

play an important role in optimizing the production

process, improving resource utilization efficiency,

and supporting the operation of franchisees. The

manufacturing collaboration system integrates

various resources in the production process, realizing

the efficient collaboration of the production process,

thereby reducing operating costs and improving

production efficiency. The franchise management

system uniformly manages franchisees through

digital means, ensures the standardization of brand

operation, and provides franchisees with data support

and operation guidance, further improving the overall

network operation efficiency.

In addition, the company has established a digital

management system covering the entire industrial

chain of research and development, production,

warehousing, logistics, and operation management.

Through the in-depth application of digital

technology, this system realizes the efficient

collaboration of the whole process from product

research and development to terminal operation,

significantly improving the transparency of each link

and resource allocation efficiency. The data-driven

decision-making model further optimizes the

company's operation and management capabilities,

laying a solid foundation for its competition in the

market.

In the context of the company's rapid expansion,

the scale effect of the digital management system will

A Study on the Development Strategy of Mixue Bingcheng Co., Ltd. Based on the SWOT Model

107

be further highlighted. With the increase in the

number of stores, the advantages of the digital system

in resource integration, operational efficiency

improvement, and cost control will become more

significant, thus providing strong support on the

company's continuous growth.

2.1.5 Successful Brand Marketing

Brainwashing and an IP Deeply

Rooted in People's Hearts

Since 2018, this company has comprehensively

created a brand marketing system centered around the

"Snow King" IP. Through multi-dimensional and

systematic marketing strategies, it has successfully

improved brand awareness and consumer interaction.

First of all, Mixue Bingcheng has strengthened the

IP image and the red visual system by unifying the

store exterior design. The standardized store design

ensures that consumers obtain consistent brand

experience in different cities, enhancing brand

recognition (Orange, 2021). While red, as the

dominant color, has the strong visual impact and can

quickly attract consumers' attentions.

Secondly, it has adapted well-known songs to

create "brain-washing divine songs" with a relaxed

and simple melody and lyrics closely combined with

the brand name, achieving efficient dissemination.

These songs are easy to sing, can be quickly

remembered by consumers, and are spontaneously

spread out. At the same time, through the

combination of in-store playback and internet

dissemination, the coverage of the songs is expanded,

forming a viral dissemination effect with online &

offline linkage.

In addition, Mixue Bingcheng has

comprehensively applied the "Snow King" IP image

to various touchpoints including store propaganda

materials, clerk uniforms, and product package,

forming a unified brand visual system. This all-round

IP coverage strategy continuously deepens

consumers' cognition of the brand through high-

frequency visual exposure, achieving "cognitive

bombing" to consumers.

This company has also enhanced interaction with

consumers by planning marketing events such as the

"Corruption of Snow King" incident and holding the

"Snow King" creative games. These creative

marketing events not only create topicality, arouse

consumers' curiosity and discussion, but also enhance

consumers' sense of participation and brand loyalty

by encouraging consumers to participate in brand

content creation.

To sum up, through multi-dimensional integrated

marketing strategies such as vision, hearing, and

interaction, the company has successfully constructed

a brand image with a high degree of recognition and

communication power, and further enhanced brand

awareness and reputation through creative marketing

events.

2.2 Weaknesses

2.2.1 Failure to Go Public Tests the

Company's Further Capital

Investment Ability

As a leading company in China's freshly made tea

drink industry, Mixue Bingcheng failed to go public

on the A-share market in 2022 and the Hong Kong

stock market in 2024, casting a shadow over the

company's large-scale development in the next step.

Currently, the company has good profitability and

holds a large amount of cash. However, further

expanding stores, exploring the global markets, and

developing the second-curve business such as "Lucky

Coffee”, all require continuous large-scale

investment. In the context of fierce industry

competition, the ability of funding investment in

future is a major test (Johnson, 2023).

2.2.2 A Large Number of Stores Affect the

Speed of Product Innovation

At present, Mixue Bingcheng has more than 45,000

stores, which has a huge advantage in scale, but

comes at the cost of losing some flexibility.

Currently, its main products are ice-fresh lemonade,

fresh ice-cream, and pearl milk tea, all of which have

been popular for many years. In the beverage

industry, where consumers' preferences change

rapidly, how to insight consumers' psychology and

continuously launch new products to meet new needs

based on different regions is a major challenge.

2.2.3 Inadequate Overseas Supply Chain

At present, the Chinese market is highly competitive

and getting saturated. Going global and developing

the overseas market has become one of the necessary

choices for leading players in this industry. As of

now, Mixue Bingcheng has entered 10 overseas

countries, focusing on the Southeast Asian market.

The language, culture, and market environment in

overseas markets are different from those in China.

How to replicate the successful experience in China

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108

and build a local-based supply chain guarantee

system is the key point to sustain such large-scale

stores opening up (Green, 2022).

2.2.4 Obvious Industry Seasonality

Xixue Bingcheng mainly relies on street-side

franchise stores to sell freshly made cold drinks such

as ice-fresh lemonade and fresh ice-cream. Its sales

performance is significantly correlated with climate

changes. Especially in regions with distinct four

seasons such as the north and east China, the impact

of climate conditions on product demand is

particularly obvious. During the high-temperature

days in summer, consumers' demand for cold drinks

significantly increases, thus promoting the

improvement of sales performance. In the low-

temperature environment in winter, the demand for

cold-drink products drops significantly, resulting in a

certain degree of suppression of sales performance.

This seasonal fluctuation not only affects its short-

term operating performance but may also pose

challenges to the profitability and operational

stability of franchisees.

2.3 Opportunities

Currently, Mixue Bingcheng has significant

development opportunities in at least three aspects:

regions with low store-opening density in China, the

overseas markets, and the affordable freshly-ground

coffee market in China.

2.3.1 Abundant Growth Opportunities in

Regions with Low Store-Opening

Density in China

The growth of the freshly-made tea beverage industry

highly depends on the speed of opening up stores.

Currently, it has more than 45,000 stores. However,

in terms of regional selection, there are still numerous

growth opportunities in relatively developed regions

with low store-opening up density, such as East China

and South China. Additionally, since June 2022, the

company has permitted franchise applications for

townships, further accelerating the pace of market

penetration into lower-tier areas.

2.3.2 Vast Development Space in the

Overseas Market

With the Chinese freshly-made tea beverage market

getting saturation and featuring low differentiation,

market competition in China has intensified.

Nevertheless, this new consumer category, which has

proven successful in the Chinese market, has few

similar business models in the overseas market,

holding great potential imaginary space. In 2018,

Mixue Bingcheng opened its first overseas store in

Vietnam. At present, it has approximately 4,800

global stores. Although the growth rate of the

overseas market is lower than that of the Chinese

market during the same period, it has the potential to

become an important growth engine in future.

2.3.3 Tremendous Development Potential in

the Affordable Freshly-Ground Coffee

Market in China

After years of cultivation, the Chinese freshly-ground

coffee market has seen a growing acceptance among

consumers. Currently, the mainstream product prices

are in the range of 10-20 CNY per cup (mid-level)

and more than 20 CNY per cup (high-end). There is a

significant market gap in the sinking market where

the price is less than 10 CNY per cup.

In 2017, Mixue Bingcheng launched the "Lucky

Coffee", a chain brand focusing on affordable freshly-

ground coffee, with product prices positioned at less

than 10 yuan per cup. Leveraging Mixue Bingcheng's

powerful supply chain system, it rapidly opened

stores, hoping to replicate the company's success in

the tea beverage sector. As of now, the number of

signed stores of "Lucky Coffee" has exceeded 3,000,

with 75% located in third-tier cities and below, and

16% in new first-tier cities, demonstrating a clear

positioning. After preliminary exploration and

preparation, it is expected to achieve leap-forward

growth in the next few years.

2.4 Threats

As a representative enterprise in the Chinese freshly-

made tea beverage industry, Mixue Bingcheng has

rapidly occupied market share by virtue of its cost-

effectiveness and large-scale expansion strategy.

However, it faces multiple market threats in its

development, which may significantly impact its

long-term competitiveness.

2.4.1 Low Product Technical Threshold and

Intensified Competition

Mixue Bingcheng's products have a relatively low

technical threshold, making them easy to be imitated

by competitors, resulting in increasingly fierce

market competition. In industries with low

technology level, product homogenization is a

common problem, which will lead to intensified price

A Study on the Development Strategy of Mixue Bingcheng Co., Ltd. Based on the SWOT Model

109

competition among enterprises, thereby squeezing

profit margins (Jones, 2021).

2.4.2 Changes in Consumer Preferences and

the Risk of Substitution by New

Product Categories

Consumer preferences in the beverage industry

change rapidly, especially among young consumers

who have a high acceptance of new product

categories. If Mixue Bingcheng fails to adapt to

market changes in a timely manner, it may face the

risk of being replaced by emerging brands or product

categories. Research on consumer behavior shows

that the younger generation of consumers pursue

more novel and personalized products. Brands that

cannot innovate in a timely manner are likely to be

phased out of the market (White, 2020).

2.4.3 Challenges in Food Safety

Management

With the expansion of the enterprise scale, the

complexity and difficulty of food safety management

increase significantly. Once a food - safety issue

occurs, it will cause irreversible damage to the brand

reputation, thereby affecting consumer trust and

market position.

2.4.4 Risks in Overseas Market Expansion

The overseas market differs significantly from the

Chinese market in terms of culture, consumption

habits, and policies and regulations. Mixue

Bingcheng may face the risk of falling short of

expectations in its globalization process. In addition,

insufficient localization adaptation may also lead to

low market acceptance.

2.4.5 Other Potential Threats

Factors such as fluctuations in raw material prices,

changes in policies and regulations, and stricter

industry supervision may also have an adverse impact

on Mixue Bingcheng's operating costs and market

expansion.

Therefore, while developing rapidly, Mixue

Bingcheng also faces multiple market threats such as

product homogenization, changes in consumer

preferences, food-safety management, and overseas

market expansion. If these threats are not effectively

responded, they may pose challenges to its market

competitiveness and sustainable development.

3 OPTIMIZATION

SUGGESTIONS FOR MIXUE

BINGCHENG'S

DEVELOPMENT STRATEGY

3.1 Regional Product Innovation

Strategy

Mixue Bingcheng should develop characteristic new

products for different regional markets to enhance

consumer stickiness and brand competitiveness.

The core of competition in the consumer goods

industry lies in product differentiation (Kotler &

Armstrong, 2020). Although Mixue Bingcheng has

achieved market success with popular products such

as ice - fresh lemonade and fresh ice-cream, a single-

product structure is difficult to meet diverse consumer

demands, especially in the Chinese market with

significant regional cultural differences. For example,

Heytea has successfully increased its regional market

share through regional product innovation, launching

"Juicy Grape" for the southern market and "Cheese

Strawberry" for the northern market. Therefore,

Mixue Bingcheng can rely on its mature supply chain

system to rapidly develop and launch characteristic

new products that meet local consumer preferences,

such as "Sour and Spicy Lemon Tea" for the

southwestern region or "Coconut-flavored ice-cream"

for coastal areas.

At the same time, regularly eliminate products

with low market recognition through data analysis to

optimize the product structure. Specific suggestions

include: establishing a regional market research team

to analyze consumer preferences; setting up a rapid

product-development mechanism to shorten the time-

to-market for new products; using digital tools to

monitor product sales data and adjust product

strategies in a timely manner, etc.

Through the above-mentioned regional product-

innovation strategy, the company can not only

enhance consumer stickiness but also improve the

brand's market adaptability.

3.2 Sub-Regional Focused

Development Strategy for the

Overseas Market

Mixue Bingcheng should adopt a sub-regional

focused development strategy in its globalization

process to avoid blind expansion.

The success of globalization lies in localization

PRMC 2025 - International Conference on Public Relations and Media Communication

110

adaptation (Cavusgil, Knight, & Riesenberger, 2021).

When entering the overseas market, Mixue

Bingcheng faces multiple challenges such as cultural

differences, different consumption habits, and

complex policies and regulations. Take Starbucks as

an example. When entering the Chinese market, it

launched "Green Tea Latte" and "Red Bean

Frappuccino" that meet the tastes of Chinese

consumers through cooperation with local Chinese

enterprises, to realize successful localization.

Therefore, Mixue Bingcheng should conduct in-depth

research in target markets and give priority to regions

with high consumption potential and strong cultural

adaptability to make focused investment.

Specific suggestions include: giving priority to the

layout in the Southeast Asian market, where products

such as "Durian Ice-cream" and "Coconut Milk

Series" that suit local tastes can be launched;

replicating the successful experience of building its

own supply chain in China to enhance supply chain

control and reduce logistics costs; expanding the

market in stages to ensure balance between resource

input and market returns.

The above-mentioned sub-regional focused

development strategy for the overseas market will

help reduce its risk in global expansion and improve

efficiency of market expansion.

3.3 Strategy to Strengthen Food Safety

Management

Mixue Bingcheng should strengthen food-safety

management through strict management systems and

third-party supervision to avoid potential risks.

Food safety is the bottom line of the catering

industry. Once an issue occurs, it will cause

irreversible damage to the brand reputation. In recent

years, brand crises triggered by food safety issues in

the catering industry have been frequent. As a large-

scale chain company, its difficulty in food safety

management enhances significantly with the increase

in the number of stores. Therefore, Mixue Bingcheng

can learn the food safety management experience

from international brands such as McDonald's and

establish a whole-process monitoring system.

Specific suggestions include: formulating strict

food safety operation specifications to ensure that

every link from raw-material procurement to in-store

sales meets standards; introducing third-party food

safety agencies for regular inspections to enhance the

transparency and credibility of management; using

blockchain technology to achieve food traceability

and enhance consumer trust. In brief, by

strengthening food safety management, Mixue

Bingcheng can not only reduce operational risks but

also enhance brand reputation and market

competitiveness.

4 CONCLUSION

This study systematically analyzed the development

strategy of Mixue Bingcheng Co., Ltd. based on the

SWOT model, revealing its competitive advantages,

potential weaknesses, market opportunities, and

external threats in the freshly-made tea beverage

industry. This study found that Mixue Bingcheng's

core strengths lie in its "high-quality and low-price"

product positioning, strong supply chain capabilities,

highly concentrated equity structure, and successful

brand marketing strategies. However, this company

also faces multiple challenges, such as a low product

technical threshold, rapid changes in consumers’

preferences, increased difficulty in food safety

management, and risks in overseas market expansion.

Although Mixue Bingcheng has a significant

penetration ability in the sinking market in China, its

globalization process still faces difficulties such as

cultural differences and supply chain localization.

In response to these challenges, this paper put

forward three optimization suggestions: first, through

a regional product innovation strategy, enhance

consumer stickiness and brand competitiveness;

second, adopt a sub-regional focused globalization

strategy to reduce market expansion risks; third,

strengthen food safety management to ensure brand

reputation and consumer trust. These suggestions not

only provide theoretical support for the sustainable

development of Mixue Bingcheng but also offer

strategic ideas that can be referenced by other

enterprises in the freshly-made tea beverage industry.

The meaning of this study lies in providing a clear

development path and risk-warning mechanism for

Mixue Bingcheng and its peers through systematic

SWOT analysis. This study results have important

reference value for practitioners, investors, and

policymakers in the freshly-made tea beverage

industry, especially in the context of intensified

industry competition and a saturated market,

providing a theoretical basis and practical guidance

on how enterprises can maintain their competitive

advantages and explore new markets.

However, since this study is mainly based on the

company's public data and fails to obtain first-hand

A Study on the Development Strategy of Mixue Bingcheng Co., Ltd. Based on the SWOT Model

111

data from in-house, it may affect the

comprehensiveness of the analysis, thus having

certain research limitations. Additional study can

further explore Mixue Bingcheng's localization

strategies in the overseas market, especially how to

replicate its success in the Chinese market in different

cultural backgrounds. In addition, with the progress

of industry technology and changes in consumer

preferences, future research can also focus on

technological innovation and sustainable

development paths in the freshly-made tea beverage

industry.

In conclusion, this study provides important

strategic reference for Mixue Bingcheng and its peer

enterprises, and also lays the foundation for the

academic community to further explore the

development model of the freshly-made tea beverage

industry. It is expected that Chinese freshly-made tea

beverage enterprises represented by Mixue

Bingcheng can continue to develop in market full of

opportunities and challenges, transform from Chinese

brands into international brands, and become a

beautiful business card of "the Rise of China".

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