奶茶店卖起啤酒咖啡 新茶饮跨界布局谋突围Milk tea shops sell beer, coffee, new tea drinks, cross-border layout to break through
当顾客走进街边的新式茶饮门店，现磨咖啡的焦香、烘焙欧包的麦香与冰淇淋的奶香交织，货架上零食、瓶装饮品陈列整齐，曾经仅依靠鲜果茶、奶茶单一品类盈利的新茶饮门店，如今业态早已全面革新。
“奶茶店不止卖奶茶”，正从网络调侃变为行业常态。在主业增量见顶、行业分化加剧、部分品牌业绩增速放缓的背景下，新茶饮行业开始集体开辟全新增长赛道，向全时段、全品类、快消化业态转型。
《证券日报》记者近日奔赴广州、深圳、长沙、北京等多地实地走访，对话新茶饮品牌负责人、门店店员与行业专家，深度拆解新茶饮跨界拓品、布局新赛道的底层逻辑与行业变局。
多赛道布局
上午九点，广州写字楼和商圈内沿街的茶饮门店开门营业，店铺玻璃柜里整齐码放着三明治、可颂等早餐，咖啡机持续运转；临近午间，茶底冰淇淋、轻食沙拉成为店内主推品；傍晚下班时段，招牌鲜果茶、鲜乳奶茶重回消费主场。通过早中晚三大品类轮番承接客流，曾经只在午后红火的茶饮店，如今从开门到打烊始终有人驻足消费。
“以前上午门店客流稀少，设备和人力基本闲置，全靠午后冲销量。现在早间买咖啡、带早餐的顾客多了，全天客流更均衡，坪效有了明显提升。”广州商圈内一家古茗门店的店员向《证券日报》记者说道。
正在柜台取咖啡的白领陈小姐向《证券日报》记者表示：“上班顺路就能在茶饮店解决早餐和咖啡，这种一站式消费很方便。”
同时，冰淇淋、轻食烘焙也成为各大新茶饮品牌抢占午间流量、完善产品矩阵的重要抓手。
咖啡是新茶饮行业布局的核心增量赛道，主流品牌均已完成咖啡产品落地，以期打造第二增长曲线。平价茶饮品牌甜啦啦的咖啡布局节奏迅猛，今年2月份启动50家门店现磨咖啡试点，4个月后落地门店就已突破1000家。霸王茶姬、古茗、茶百道等头部品牌更是早已抢先卡位咖啡赛道，完成品类升级布局。
甜啦啦相关人士对《证券日报》记者表示，推出现磨咖啡的核心目的是突破茶饮主业增长瓶颈，搭建全新盈利体系。
茶百道相关负责人亦表示，全时段、多品类运营能够丰富消费场景，优化单店收入结构，助力门店实现稳定盈利。
核心增量赛道之外，行业品类边界持续拓宽，业态升级步伐提速。蜜雪冰城、茶颜悦色纷纷上架自有零食，古茗、喜茶布局瓶装饮品，蜜雪冰城斥资近3亿元收购鲜啤品牌，茶颜悦色落地茶饮小酒馆，众多新茶饮企业开始全方位向全品类、全时段、多场景业态延伸。
新茶饮品牌跨界多赛道的核心原因，是传统茶饮主业增长持续承压。艾瑞咨询数据显示，2023年至2025年，中国新茶饮行业增速分别为13.4%、6.4%和5.7%，连续三年出现下滑，已全面进入争夺存量用户的红海阶段，品牌突围需求愈发迫切。
长沙某茶饮加盟商向《证券日报》记者坦言，当下茶饮门店高度扎堆，同类产品价差极小，市场竞争呈现白热化，纯奶茶品类利润持续缩水。“不拓展新品类、不做全时段经营，门店很难稳住盈利，业态升级是突破经营困境的唯一出路。”
中国商业联合会专家委员会委员赖阳对《证券日报》记者表示：“新茶饮跨界拓品、布局新赛道，本质是存量资产的高效再利用。依托成熟的线下门店、完善的供应链与稳定的年轻客群优势，行业通过品类延伸盘活坪效与人效，突破发展天花板，是实现转型升级的必然趋势。”
行业短板亟待破解
记者走访发现，跨界新赛道为新茶饮打开了新增长空间，但多数品牌的业态升级仍仅停留在“叠加品类、扩充产品”这一浅层面，品控不稳、同质化严重、快消运营能力缺失、门店管理粗放等问题集中暴露，制约着行业高质量发展。
品控水平参差不齐是当下新茶饮行业最突出的问题。大量中小连锁店及个体门店盲目跟风拓品，设备配置、人员培训跟不上品类升级节奏，咖啡萃取不稳定、烘焙口感参差不齐、冰品损耗过高等质量问题屡屡出现。
“奶茶制作标准化程度极高，但咖啡、烘焙对工艺、温度要求更高，很多店员没有经过系统培训，导致新品类出品质量不稳定。”一位从业七年的茶饮门店运营负责人告诉《证券日报》记者。
与此同时，行业产品同质化竞争愈发激烈。咖啡、烘焙早餐、冰淇淋、瓶装快消品成为各大品牌标配，原料配方、产品卖点高度趋同。原本用于突破增长困境的新赛道，最终复刻了传统茶饮低价内卷、门店扎堆的竞争乱象，品牌难以构建差异化优势，无法实现实质性业绩突围。
更深层次的短板，是品牌快消运营能力不足。多数新茶饮品牌新增的零食、瓶装快消产品依赖贴牌代工，仅靠门店附带销售，缺乏自主研发体系与全链路品控能力，食品安全隐患随之增加。
九德定位咨询公司创始人徐雄俊对《证券日报》记者表示：“现制茶饮比拼消费体验与即时满足，快消品则比拼品控稳定、渠道覆盖与长期复购，二者是两套完全不同的商业逻辑。新茶饮品牌若盲目布局新赛道、缺乏核心运营能力，很容易陷入‘有名无量、有量无利’的困境。”
各类行业短板最终集中体现在门店运营端。茶饮、咖啡、烘焙、冰品、零食的仓储条件、周转周期、损耗标准各不相同，中小门店缺少数字化管控工具，货物积压、临期损耗频发，使得利润空间被吞噬。
上述茶饮门店运营负责人坦言：“品牌门店总部一般只管推进新品落地、拓宽品类矩阵，缺少对应的动销指导与运营扶持，大量烘焙、快消产品临期报废，损耗成本全部由门店自己承担。”
多重短板叠加下，不少门店陷入“客流上涨、利润不涨”的尴尬境地，新茶饮跨界布局的流量红利无法转化为实际收益，赛道拓展效果不及预期。
重构长期竞争力
多位受访行业专家一致认为，新茶饮业态升级并非简单叠加产品，快消化转型也不可完全依靠贴牌代工。新茶饮品牌想要依托新赛道打造可持续的第二增长曲线，须从标准化出品、差异化竞争、供应链升级、数字化运营四大维度精细化深耕，夯实发展根基。
标准化升级正成为新茶饮头部品牌的破局手段。古茗、蜜雪冰城等万店规模品牌，已陆续搭建咖啡、烘焙培训体系，统一全国门店备货、制作、损耗管控标准。
摆脱同质化内卷，核心在于差异化错位竞争。喜茶、奈雪的茶、霸王茶姬依托各自研发优势，推出创意烘焙、特色茶咖、定制冰淇淋等差异化产品；区域茶饮品牌则立足本地饮食特色，打造专属爆款产品，形成独特市场记忆点，精准抢占区域增量市场。
百联咨询创始人庄帅向《证券日报》记者表示，新茶饮企业需根据自身品牌定位搭建多元化赛道矩阵，高端品牌聚焦品质升级，下沉品牌主打性价比刚需，通过精准错位竞争规避行业内卷风险。
供应链与全渠道布局，决定了新茶饮品牌快消业务的长期发展空间。广东省食品安全保障促进会副会长朱丹蓬对《证券日报》记者表示，头部企业应自建生产基地、升级产线、减少贴牌代工依赖，同步布局商超、线上电商渠道，打破门店单一销售场景，充分挖掘增量市场。
数字化管控是精细化降损的核心抓手，头部品牌正纷纷搭建全链路系统，对备货、销售及损耗数据实施实时监控。例如，古茗将咖啡豆从出厂到门店使用的全周期严格控制在30天内，以保障口感新鲜；蜜雪冰城在海南工厂搭建生豆恒温仓库，通过精细化温控保障原料品质，确保出品质量稳定。
新茶饮行业精细化转型将加速市场洗牌。赖阳表示，盲目跟风的中小品牌将被逐步淘汰，布局完善的头部企业有望抢占存量市场红利。向快消化转型是当下新茶饮企业打破增长瓶颈的必由之路，未来，行业将摒弃粗放式内卷，依托精细化运营、差异化研发、完善供应链与全渠道布局，实现存量市场下的长效发展。(责任编辑：张翀)
When customers walk into the new-style tea beverage store on the street, the burnt aroma of freshly ground coffee, the wheat aroma of baked European buns, and the milk aroma of ice cream intertwine. Snacks and bottled drinks are neatly displayed on the shelves. The new tea beverage store, which used to rely solely on fresh fruit tea and milk tea for profit, has now undergone a comprehensive transformation in its business model.
Milk tea shops are not just selling milk tea ", which is changing from online ridicule to the industry norm. Against the backdrop of a peak in the increment of the main business, intensified industry differentiation, and a slowdown in the growth rate of some brands, the new tea beverage industry has begun to collectively open up a new growth track and transform into a full time, full category, and fast digestion format.
Recently, a reporter from Securities Daily went to Guangzhou, Shenzhen, Changsha, Beijing and other places to conduct on-site visits, have conversations with new tea drink brand leaders, store staff and industry experts, and deeply analyze the underlying logic and industry changes of new tea drink cross-border expansion and layout of new tracks.
Multi track layout
At 9 o'clock in the morning, tea shops along the streets in Guangzhou's office buildings and commercial districts opened for business. Sandwiches, croissants, and other breakfast items were neatly arranged in glass cabinets, and coffee machines continued to operate; As noon approaches, tea based ice cream and light salad become the main promoted items in the store; In the evening after work, signature fresh fruit tea and fresh milk tea return to the consumption arena. By rotating through the three major categories of morning, afternoon, and evening to attract customers, tea shops that were once only popular in the afternoon now have people stopping to consume from opening to closing.
Previously, the morning foot traffic in the store was sparse, and equipment and manpower were basically idle, relying solely on the afternoon to boost sales. Now, there are more customers buying coffee and bringing breakfast in the morning, and the foot traffic throughout the day is more balanced, resulting in a significant improvement in floor area efficiency, "said a staff member of an ancient tea store in the Guangzhou business district to a reporter from Securities Daily.
Ms. Chen, a white-collar worker who is picking up coffee at the counter, told a reporter from Securities Daily, "You can have breakfast and coffee at a tea shop on your way to work. This one-stop consumption is very convenient
At the same time, ice cream and light food baking have become important tools for major new tea beverage brands to seize midday traffic and improve their product matrix.
Coffee is the core incremental track for the layout of the new tea beverage industry, and mainstream brands have completed the landing of coffee products in order to create a second growth curve. The coffee layout of the affordable tea drink brand Tianlala is fast-paced. In February of this year, it launched a trial of 50 freshly ground coffee stores, and four months later, the number of stores has exceeded 1000. Top brands such as Ba Wang Cha Ji, Gu Ming, and Cha Bai Dao have already taken the lead in the coffee market, completing category upgrades and layouts.
A spokesperson from Tianlala told Securities Daily that the core purpose of promoting freshly ground coffee is to break through the growth bottleneck of the tea beverage industry and build a new profit system.
The person in charge of Chabaidao also stated that full-time and multi category operations can enrich consumer scenarios, optimize the revenue structure of individual stores, and help stores achieve stable profits.
Beyond the core incremental track, the boundaries of industry categories continue to widen, and the pace of business upgrading accelerates. Honey Snow Ice City and Cha Yan Yue Se have successively launched their own snacks, while Gu Ming and Xi Cha have laid out bottled drinks. Honey Snow Ice City has invested nearly 300 million yuan to acquire a fresh beer brand, while Cha Yan Yue Se has landed in a small tea drink bar. Many new tea drink enterprises have begun to extend their business models to all categories, all times, and multiple scenarios.
The core reason for new tea beverage brands crossing multiple tracks is the sustained pressure on the growth of traditional tea beverage main businesses. According to data from iResearch Consulting, from 2023 to 2025, the growth rate of China's new tea beverage industry will be 13.4%, 6.4%, and 5.7% respectively, showing a decline for three consecutive years. It has fully entered the red ocean stage of competing for existing users, and the demand for brand breakthrough is becoming increasingly urgent.
A tea beverage franchisee in Changsha admitted to a reporter from Securities Daily that the current tea beverage stores are highly crowded, and the price difference of similar products is extremely small. The market competition is becoming fierce, and the profit of pure milk tea category continues to shrink. Without expanding new product categories and operating full-time, it is difficult for stores to maintain profitability. Upgrading the business format is the only way to break through the business difficulties
Lai Yang, a member of the Expert Committee of the China Chamber of Commerce, told Securities Daily reporters, "The cross-border expansion of new tea drinks and the layout of new tracks are essentially the efficient reuse of existing assets. Relying on mature offline stores, a sound supply chain, and stable advantages of young customers, the industry can revitalize market efficiency and human efficiency through category extension, break through the development ceiling, and is an inevitable trend to achieve transformation and upgrading
The industry's shortcomings urgently need to be cracked
The reporter's visit found that the cross-border new track has opened up new growth space for new tea drinks, but the upgrading of most brands' business models still only stays at the shallow level of "overlapping categories and expanding products". Problems such as unstable quality control, serious homogenization, lack of fast-moving consumer goods operation capabilities, and extensive store management have been exposed, which restrict the high-quality development of the industry.
The uneven level of quality control is the most prominent problem in the current new tea beverage industry. A large number of small and medium-sized chain stores and individual stores blindly follow the trend to expand their products, with equipment configuration and personnel training unable to keep up with the pace of category upgrades. Quality problems such as unstable coffee extraction, uneven baking taste, and excessive loss of ice products repeatedly occur.
The standardization level of milk tea production is extremely high, but coffee and baking have higher requirements for craftsmanship and temperature. Many shop assistants have not received systematic training, resulting in unstable quality of new product categories, "a seven year old tea beverage store operator told Securities Daily reporters.
At the same time, the homogenization competition of industry products is becoming increasingly fierce. Coffee, baked breakfast, ice cream, and bottled fast-moving consumer goods have become standard equipment for major brands, with highly similar raw material formulas and product selling points. The new track originally intended to break through the growth dilemma ultimately replicated the competitive chaos of traditional tea drinks with low prices and crowded stores, making it difficult for brands to build differentiation advantages and achieve substantial performance breakthroughs.
The deeper weakness is the insufficient operational capability of the brand's fast-moving consumer goods. Most new tea beverage brands rely on OEM manufacturing for their newly added snacks and bottled fast-moving consumer goods, relying solely on in store sales. They lack independent research and development systems and full chain quality control capabilities, leading to an increase in food safety hazards.
Xu Xiongjun, founder of Jiude Positioning Consulting Company, told Securities Daily reporters, "Freshly made tea drinks compete for consumer experience and instant satisfaction, while fast-moving consumer goods compete for stable product control, channel coverage, and long-term repurchase. The two are completely different business logics. If a new tea drink brand blindly lays out a new track and lacks core operational capabilities, it is easy to fall into the dilemma of 'fame without quantity, quantity without profit'
The shortcomings of various industries are ultimately concentrated in the store operation end. The storage conditions, turnover cycles, and loss standards for tea drinks, coffee, baked goods, ice products, and snacks vary. Small and medium-sized stores lack digital control tools, resulting in a backlog of goods and frequent loss on delivery, which erodes profit margins.
The person in charge of operating the tea beverage store mentioned above admitted, "Brand store headquarters generally only focus on promoting the landing of new products and expanding the category matrix, lacking corresponding sales guidance and operational support. A large number of baked goods and fast-moving consumer goods are scrapped on time, and the loss costs are all borne by the stores themselves
Under the overlapping of multiple shortcomings, many stores are in an awkward situation of "increasing customer flow but not increasing profits". The traffic dividends of cross-border layout of new tea drinks cannot be converted into actual income, and the expansion effect of the track is not as expected.
Refactoring long-term competitiveness
Multiple industry experts interviewed unanimously believe that upgrading the new tea beverage industry is not simply about stacking products, and fast digestion transformation cannot rely solely on OEM manufacturing. To build a sustainable second growth curve based on the new track, the new tea beverage brand needs to refine and deepen its development foundation from four dimensions: standardized production, differentiated competition, supply chain upgrading, and digital operation.
Standardization upgrade is becoming a breakthrough strategy for top brands of new tea drinks. Brands with a scale of thousands of stores, such as Guming and Meixue Bingcheng, have successively established coffee and baking training systems, and unified national standards for store stocking, production, and loss control.
The key to getting rid of homogenization and competition lies in differentiation and dislocation. Xicha, Naixue Tea, and Bawang Tea Lady rely on their respective research and development advantages to launch differentiated products such as creative baking, specialty tea cafes, and customized ice cream; Regional tea beverage brands are based on local dietary characteristics, creating exclusive popular products, forming unique market memory points, and accurately seizing regional incremental markets.
Zhuang Shuai, founder of Bailian Consulting, told Securities Daily reporters that new tea beverage companies need to build a diversified track matrix based on their own brand positioning. High end brands should focus on quality upgrades, while lower end brands should focus on cost-effectiveness and essential needs, and avoid industry competition risks through precise dislocation competition.
The supply chain and omni channel layout determine the long-term development space for the fast-moving consumer goods business of new tea beverage brands. Zhu Danpeng, Vice President of Guangdong Food Safety Promotion Association, told Securities Daily reporters that top enterprises should build their own production bases, upgrade their production lines, reduce their dependence on OEM manufacturing, synchronously layout supermarkets and online e-commerce channels, break the single sales scenario of stores, and fully tap into the incremental market.
Digital control is the core lever for refined loss reduction, and leading brands are building full chain systems to implement real-time monitoring of stocking, sales, and loss data. For example, Guming strictly controls the entire cycle of coffee beans from factory to store use within 30 days to ensure a fresh taste; Meixue Ice City has built a constant temperature warehouse for raw beans in its Hainan factory, ensuring the quality of raw materials and stable product quality through precise temperature control.
The refined transformation of the new tea beverage industry will accelerate market reshuffle. Lai Yang stated that small and medium-sized brands that blindly follow the trend will gradually be eliminated, and top enterprises with well-established layouts are expected to seize the dividends of the existing market. The transformation towards fast digestion is the only way for new tea beverage enterprises to break through the growth bottleneck. In the future, the industry will abandon extensive internal competition and rely on refined operation, differentiated research and development, improved supply chain and omni channel layout to achieve long-term development in the existing market. (Editor in charge: Zhang Chong)