刚刚获得第三轮融资的比星咖啡，最近又卖爆了一款“黑芝麻咖啡”。早上7点钟不到，就有大批年轻人涌入店内，开门仅60秒接到800+订单，全国多店“一杯难求”，首日销量突破20万杯，超过30%的门店单日销量破1000杯。在消费者对饮品联名“麻了”的当下，这款产品凭什么引发全网疯抢？1、开门一分钟订单800+全网疯抢一款“黑芝麻咖啡”“热度不输生椰拿铁”，这两天，全网都在疯抢一款罗小黑联名“黑芝麻咖啡”。
刚刚获得第三轮融资的比星咖啡，最近又卖爆了一款“黑芝麻咖啡”。
早上7点钟不到，就有大批年轻人涌入店内，开门仅60秒接到800+订单，全国多店“一杯难求”，首日销量突破20万杯，超过30%的门店单日销量破1000杯。
在消费者对饮品联名“麻了”的当下，这款产品凭什么引发全网疯抢？
1、开门一分钟订单800+
全网疯抢一款“黑芝麻咖啡”
“热度不输生椰拿铁”，这两天，全网都在疯抢一款罗小黑联名“黑芝麻咖啡”。
有人通宵不睡，就为第一波赶到门店；有人打车十几公里，就为了喝到第一杯黑芝麻奶缇拿铁，抢到第一手联名周边。
我打开比星的点单小程序，看到“前面328杯制作中”（郑州），而深圳、广东、上海、苏州等地也都是排队数百杯，最高等待杯数达到800多杯，很多门店“取餐需等待三小时”。
比星咖啡品牌负责人告诉我：全国300家门店都被挤爆了，早上开门一分钟，小程序就涌进数百个订单，还有很多顾客直接到店抢购，“店员忙疯了，很多门店售罄，要求补货的留言都炸了。”
“上新首日，在比星300家体量之下，黑芝麻系列累计卖出20万杯，最高的门店仅黑芝麻系列就卖出了2000+杯，超过30%的门店单日销量破1000杯。”
社交平台上，联名产品和周边呈现“压倒性好评”：“早上六点多就出门了”“7：15起床就为了这个立牌”“到底谁还没有喝黑芝麻奶提香草拿铁”"我宣布比星是做联名的神"。
而比星官号的评论区更是炸锅了，清一色的“求补货”，还有更多网友希望自己所在的城市多开几家比星咖啡。
据了解，比星咖啡此次与罗小黑联名上新了黑芝麻奶缇拿铁、黑芝麻香草奶缇拿铁等4款“黑咖啡”，以及黑金蛋挞、黑芝麻可颂2款烘焙产品，从名字到颜色都与联名IP呼应。
除此之外，比星在IP周边的设计、材质、选品等方面的用心也被用户感知，因此引发全网抢购，品牌与顾客实现双向奔赴。
我了解到，这不是比星第一次因联名走红，在内卷的咖啡市场，新品频频走红，源于其建立了一套“爆款机制”。
2、“不被卷的市场不是好市场”
比星用产品创新跳出内卷
“咖啡竞争不应局限在价格上，而不被‘卷’的市场也不是好市场。”比星咖啡创始人的行业观察，正在被其品牌实践逐渐验证。
比星咖啡的核心壁垒之一，是建立了一套高效的“爆款机制”
上个月，比星咖啡上新了一款“玉米奶缇拿铁”，创造性地做出黄油玉米奶盖，顶部用香脆玉米片点缀，清新自然的玉米香气一下子就圈粉了大量年轻人。
在没有联名加持，也没有大规模广告投放之下，新品上市第一周销量超10万杯，好评率96%，并带动品牌单日整体GMV同比增长80%。
今年3月，比星咖啡与爱心小熊IP联名推出的“伯爵扁桃仁拿铁”系列，上线首日即在全国门店售罄。
这次联名活动带动整体营业额同比增长57%，会员储值收入激增139%。社交平台上，该联名相关话题笔记近万条。
去年，受到海外爆品卡美罗饮品的启发，比星多次调整配方，最终通过国内成熟的供应链，独家定制了冲绳卡美罗蜂窝糖，在国内咖啡市场引领了“冲绳卡美罗拿铁”的风潮。
今年，比星咖啡卖出了“白葡萄气泡冰萃”、“白丝绒原创系列”、“伯爵可可”等一系列爆品。其中白葡萄气泡冰萃的复购率霸榜TOP3，原创的白丝绒则是每一年热咖销售的TOP5。
用“人无我有”的菜单策略，打造差异化竞争优势
比星咖啡把产品分为四大类：市场产品、战略产品、流量产品和盈利产品。
市场产品是“人有我有”，比如美式、拿铁；战略产品是“人无我有”，诸如冲绳卡美罗拿铁、白葡萄气泡冰萃、玉米奶缇拿铁等特调咖啡，以及此次爆火的黑芝麻奶缇拿铁等，战略产品是形成品牌差异化的关键。
流量产品是市场流行的产品，比如橘皮拿铁、生椰拿铁、冰淇淋等；盈利产品是从供应链层面把成本降到最低的高毛利产品。
“盈利产品可以降价，企业最终要回归利润，最终还是要回归到供应链。”
3、用在地化创新产品
征服海外市场
这套爆款机制，在海外市场也得到验证。
比星出海定位很明确：不仅做海外华人的生意，更希望做全世界的生意。在这一理念的指引下，其产品策略不是简单复制国内，而是有两条明确的产品路径。
一种是在国内爆款的基础上做在地化创新；
比如今年夏天在国内爆火的-86℃ Dirty，比星将其搬到东南亚，根据当地人的口味偏好调整上线，当月就引爆海外主流社媒Ins，单条种草视频曝光200万+，单店每日卖出100+杯，带动品牌成功出圈。
另一种是根据当地人的消费偏好研发专属产品。
比如在东南亚市场，根据当地消费者偏好推出金箔拿铁、冲绳卡美罗拿铁、宇治草莓拿铁、紫苏柠檬冰美式等特色饮品，结合独家SOE瑰夏咖啡豆，打造“每日特饮”的咖啡体验。
本质上，在欧洲和东南亚市场，比星以“Special Drink Every Day”为产品理念，持续推出高品质、高颜值的创意产品。
印尼门店开业首月创下单店日销800+杯的成绩，其也成为江浙沪首个出海的连锁咖啡品牌。
4、3年3轮融资，累计金额过亿
比星明年要开到1000家
有人说，“在20元+的咖啡价格带里，缺少一个能打的加盟品牌。”
在精品平价赛道，Manner虽一家独大却为直营。该领域尚无有领导力的加盟品牌。
“比星咖啡要做15-25元区间里，最有竞争力的加盟连锁品牌之一。”
奶茶+咖啡，在未来将是一个规模达万亿的巨型市场，未来五年，这个万亿市场，有望再诞生6家上市公司（不含瑞幸）。
就在这个月，比星咖啡定下了明年全球1000家+门店的目标。对标茶饮，在15-20元价格带有3家上市公司，代表“精品平价”的比星咖啡也多次被资本看好。
上个月，比星宣布完成由苏州市农发产业科创基金独家领投的数千万元B轮融资，这是该品牌创立以来的第三次融资，融资金额累计近亿元。
比星模式在海外依然能打，截至发稿前，其已经在东南亚、亚洲、欧洲等市场开出门店，生意好的门店一天能卖出800杯。
结语
中国咖啡市场的竞争已进入深水区，未来胜出的品牌一定是那些同时做好产品创新、运营效率和用户体验的“全能选手”。
随着千店推进和海外市场拓展，比星咖啡正成为中国本土咖啡品牌升级的一个缩影。
它的发展路径表明，在巨头林立的市场中，新品牌依然可以通过差异化定位、系统化创新和精细化运营找到增长空间。
Just received its third round of financing, Bixing Coffee has recently sold another popular "Black Sesame Coffee".
Before 7 o'clock in the morning, a large number of young people flooded into the store, and within 60 seconds of opening the door, they received over 800 orders. Many stores across the country were struggling to find a cup, with first day sales exceeding 200000 cups and over 30% of stores selling over 1000 cups per day.
Why did this product trigger a frenzy of online competition in the current situation where consumers are co branded with drinks?
1. Open the door for one minute, order 800+
The whole internet is scrambling for a 'black sesame coffee'
The popularity is no less than that of raw coconut latte. In recent days, the whole internet has been crazily competing for a Luo Xiaohei co branded "Black Sesame Coffee".
Someone stayed up all night and rushed to the store for the first wave; Someone took a taxi for more than ten kilometers just to get their first cup of black sesame milk latte and grab the first-hand co branded merchandise.
I opened the ordering mini program of Bixing and saw "328 cups in production" (Zhengzhou), while cities such as Shenzhen, Guangdong, Shanghai, and Suzhou are also queuing up for hundreds of cups, with the highest waiting time reaching over 800 cups. Many stores require a waiting time of three hours to pick up food.
The head of the Bixing Coffee brand told me that 300 stores across the country have been overcrowded. Within a minute of opening in the morning, hundreds of orders flood the mini program, and many customers rush to the store to buy. "The staff are so busy, many stores are sold out, and the messages requesting replenishment are exploding
On the first day of its launch, the Black Sesame series sold a total of 200000 cups, with the highest store selling over 2000 cups of the Black Sesame series alone, and more than 30% of stores selling over 1000 cups in a single day, compared to the 300 stores in Bixing
On social media platforms, co branded products and merchandise have received overwhelming praise: "I left home after 6am," "I woke up at 7:15 for this brand," "Who hasn't had a black sesame milk vanilla latte yet?" "I declare that Bixing is the god of co branding.
And the comment section of Bilibili official accounts is even more explosive, with a uniform focus on "restocking", and more netizens hope to open more Bilibili coffee shops in their cities.
It is reported that Bixing Coffee has teamed up with Luo Xiaohei to launch four new "black coffee" products, including Black Sesame Milk Latte and Black Sesame Vanilla Milk Latte, as well as two baked goods, Black Gold Egg Tart and Black Sesame Kesong, which are named and colored to match the joint IP.
In addition, Bixing's dedication to the design, materials, and product selection of IP peripherals has also been perceived by users, leading to a nationwide rush to buy, and the brand and customers have achieved a two-way rush.
I understand that this is not the first time that Bixing has become popular due to collaborations. In the competitive coffee market, new products have frequently become popular due to its establishment of a "hot selling mechanism".
2. A market that is not dominated is not a good market
Bi Xing uses product innovation to break out of internal competition
Coffee competition should not be limited to price, and a market that is not 'rolled up' is not a good market. "The industry observation of the founder of Bixing Coffee is gradually being validated by its brand practice.
One of the core barriers of Bixing Coffee is the establishment of an efficient "hot selling mechanism"
Last month, Bixing Coffee launched a new "Corn Milk Latte", creatively creating a butter corn milk lid with crispy corn flakes on top. The fresh and natural corn aroma immediately won the hearts of many young people.
Without co branding or large-scale advertising, the sales of the new product exceeded 100000 cups in the first week of its launch, with a positive review rate of 96%, and drove the brand's overall daily GMV to increase by 80% year-on-year.
In March of this year, Bi Xing Coffee and Love Bear IP jointly launched the "Count Almond Latte" series, which sold out in stores nationwide on its first day of launch.
This joint event led to a year-on-year increase of 57% in overall revenue and a surge of 139% in member stored value income. On social media platforms, there are nearly 10000 notes related to this collaborative topic.
Last year, inspired by the popular overseas Camero beverage, Bixing adjusted the formula multiple times and finally customized the Okinawa Camero honeycomb sugar exclusively through a mature domestic supply chain, leading the trend of "Okinawa Camero Latte" in the domestic coffee market.
This year, Bixing Coffee sold a series of explosive products such as "White Grape Bubble Ice Extract", "White Velvet Original Series", and "Earl Cocoa". Among them, the repurchase rate of white grape bubble ice extract is the top 3, and the original white velvet is the top 5 hot coffee sales every year.
Using the menu strategy of 'no one, I have' to create a differentiated competitive advantage
Bixing Coffee divides its products into four categories: market products, strategic products, traffic products, and profit products.
The market products are 'what people have, I have', such as American style and latte; Strategic products are "what others don't have", such as Okinawa Camelo Latte, White Grape Bubble Ice Extract, Corn Milk Latte and other specialty coffees, as well as the popular Black Sesame Milk Latte. Strategic products are the key to brand differentiation.
Traffic products are popular products in the market, such as orange peel latte, coconut latte, ice cream, etc; Profitable products are high gross profit products that minimize costs at the supply chain level.
Profitable products can be reduced in price, but ultimately businesses need to return to profitability and ultimately return to the supply chain
3. Used for localized innovative products
Conquer overseas markets
This explosive mechanism has also been validated in overseas markets.
Bixing's overseas positioning is very clear: not only does it do business for overseas Chinese, but it also hopes to do business worldwide. Guided by this philosophy, its product strategy is not simply copying domestic products, but has two clear product paths.
One approach is to innovate locally based on popular domestic products;
For example, the -86 ℃ Dirty, which went viral in China this summer, was moved to Southeast Asia by Bixing and adjusted according to the taste preferences of local people. It exploded on overseas mainstream social media Instagram that month, with a single grass planting video exposure of over 2 million and daily sales of over 100 cups in a single store, driving the brand to successfully go viral.
Another approach is to develop exclusive products based on the consumption preferences of local people.
For example, in the Southeast Asian market, specialty drinks such as gold foil latte, Okinawa Camelot latte, Uji strawberry latte, and perilla lemon iced American are launched based on local consumer preferences, combined with exclusive SOE Guixia coffee beans to create a "daily special drink" coffee experience.
Essentially, in the European and Southeast Asian markets, Bixing adheres to the product philosophy of "Special Drink Every Day" and continues to launch high-quality and aesthetically pleasing creative products.
In its first month of operation, the Indonesian store achieved a daily sales volume of over 800 cups per store, making it the first chain coffee brand in Jiangsu, Zhejiang, and Shanghai to go global.
4. 3 years and 3 rounds of financing, with a cumulative amount exceeding 100 million
Bixing will open 1000 stores next year
Someone said, "In the coffee price range of 20 yuan+, there is a lack of a franchise brand that can be beaten
In the boutique and affordable market, although Manner dominates, it is directly operated. There are currently no leading franchise brands in this field.
Compared to Star Coffee, it is one of the most competitive franchise chain brands in the price range of 15-25 yuan
Milk tea and coffee will become a trillion dollar market in the future, and in the next five years, this trillion dollar market is expected to give birth to six more listed companies (excluding Luckin Coffee).
Just this month, Bixing Coffee set a goal of having over 1000 stores worldwide next year. Compared to tea drinks, Bixing Coffee, which comes with three listed companies at a price of 15-20 yuan and represents "high-quality and affordable" products, has also been favored by capital multiple times.
Last month, Bixing announced the completion of a Series B financing of tens of millions of yuan, led exclusively by the Suzhou Agricultural Development Industry Science and Technology Innovation Fund. This is the third financing for the brand since its establishment, with a cumulative financing amount of nearly 100 million yuan.
The Bixing model can still be used overseas. As of the time of writing, it has opened stores in Southeast Asia, Asia, Europe and other markets, and stores with good business can sell 800 cups a day.
Conclusion
The competition in the Chinese coffee market has entered a deep water zone, and the winning brands in the future will definitely be the "all-around players" who simultaneously excel in product innovation, operational efficiency, and user experience.
With the promotion of thousands of stores and the expansion of overseas markets, Bixing Coffee is becoming a microcosm of the upgrading of domestic coffee brands in China.
Its development path indicates that in a market dominated by giants, new brands can still find growth space through differentiated positioning, systematic innovation, and refined operations.
