Being in an industry with considerable development prospects, it can be said that we win at the starting point.

However, high growth rates are often accompanied by high competition: existing players fiercely compete for the existing scale, and new players are not willing to lag behind, constantly targeting segmented needs, hoping to get a share of the pie.

Rapid development, segmented demand, and low barriers to entry. The three major characteristics of the pet food industry have destined this track. of overcrowding.

While listings in the consumer industry are generally underwhelming, the successful listing of pet concept stocks has attracted a lot of capital to invest heavily in the pet industry.

In this case, how can a brand stand out in the red ocean competition? When your business develops to a certain scale, how can you continue to expand and break through the growth ceiling?

Among them, the rapid growth of pet food brand Kairis caught our attention.

It has only been established for 6 years. It has crossed over from beauty and personal care to pet consumption, and entered vertical market segments. Its revenue will exceed 800 million in 2022, and it is expected to exceed 1 billion this year. It can be said that it is the best in the industry. A rare group of dark horses.

Recently, in order to understand the motivation behind it, Inspur New Consumption had an in-depth conversation with Zhu Changlin, general manager of Kairisi.

As for the current development trends and competition status of the pet industry, he said: "The pet food track is one of the few consumer goods industries that can provide start-up teams, brand opportunities and room for growth. Whether it is In terms of product delivery and user service, the cycle is longer than that of other consumer products, so it is important to maintain a long-term mentality."

"In the process of company development, whether it is R&D, supply chain, marketing, or channels. They are all the cornerstones of business operations, and the more core thing is to return to the origin - users.”

In Zhu Changlin’s view, in the face of fierce competition in the industry, the most important thing is to find a foothold for the brand.

From user demand acquisition to scenario segmentation, from prioritizing according to market share to providing solutions, everything is based on a large enough user base. What ultimately determines the outcome of the brand is with How deep are the user’s links and how strong is the brand’s power?

When talking about the next development strategy, Zhu Changlin believes: "If we want to break through the ceiling of one billion or higher, we must return to the mainstream and provide the most basic services to the broadest public in China."

Based on this thinking, Kairisi has firmly established a two-line strategy. One is to focus on the mass price range, and the other is to focus on product cost-effectiveness.

After breaking out of the red ocean into a blue ocean, we return to the mainstream track to compete head-on. The biggest challenge has always been whether we can provide long-term stability. solution.

It may only be a matter of time before we grasp the pace of corporate development and achieve breakthroughs of 1 billion, 2 billion, or 3 billion.

I have intercepted some golden quotes from the interview to share with you:

1. If you want to reach the ceiling of one billion or higher, We must return to the mainstream and provide the most basic services to the broadest public in China.

2. Start from market segments to gain a foothold, and then return to the mainstream market to expand scale. What ultimately determines the outcome of the brand is how deep the link with users is and how strong the brand power is.

3. In the process of company development, whether it is R&D, supply chain, marketing, or channels, they are all the cornerstones of business operations. The core thing is to return to the origin - users.

4. Whether it is the cornerstones of R&D, supply chain, marketing, channels, or returning to user insights, they are essentially all about solving the problem of the pace of corporate development. Only by following the right pace can we achieve 1 billion or 2 billion. , a breakthrough of 3 billion.

5. There is no doubt that we should start from segmented needs, but whether we can continue to provide long-term and stable solutions is the biggest challenge.

6. The pet track is one of the few industries in the consumer industry that can give start-up teams and start-up brands opportunities and room for growth. Whether it is product delivery or user service, the cycle is longer than other consumer products. , so we must maintain a long-term mentality.

7. Walk firmly on two lines, one is to focus on the mass price range, and the other is to focus on product cost-effectiveness.