How Leading Baijiu Brands Like Moutai, Wuliangye, and Fenjiu Are Fully Embracing the Consumer (C) Strategy

The baijiu sector is undergoing a profound value leap from "channel stockpiling" to "consumer activation"; as traditional large‑scale scenarios recede, leading manufacturers recognize that breakthrough lies not in B‑end competition but in deep C‑end engagement.

Digitalization is the underlying infrastructure that connects B‑ and C‑ends, enabling private‑domain member pools (e.g., Luzhou Laojiao’s 5 million members) and data‑driven product development, proving that a C‑strategy without digital support is merely a fantasy.

Moutai designates 2026 as the pivotal year for market‑oriented transformation, aiming to align product systems, operations, channel layout and pricing with genuine consumer demand. It activates a hybrid online‑offline channel network, conducts 785 grassroots promotion events in half a month, and leverages its digital member platform to enhance consumer proximity.

Wuliangye frames the era as "consumer sovereignty" and focuses on value deepening through new consumption scenes, targeting young, female, and senior segments. It achieved a 60‑day sales surge exceeding 1 billion yuan, launched the 29° Wuliangye·One‑Sight product, and built a three‑layer channel loop (traditional, emerging, e‑commerce) to improve B‑to‑C conversion efficiency.

Fenjiu concentrates on youthful product positioning and scene co‑creation, rolling out the 1.0 strategy with 28 projects such as low‑alcohol fruit wines and the "Fen‑Enjoy Youth" campaign, using seven dimensions (appearance, quality, culture, communication, etc.) to capture the young market.

Luzhou Laojiao pursues a "four‑transformation" (premiumization, low‑alcohol, youth, "she economy") and has built a pyramid‑style member system with 5 million users. It earmarks 2026 as a "digital application year" (3.0 stage) to refine precise B‑C matching and upgrade its digital profit‑sharing platform.

Langjiu adopts a differentiated path by investing 20 years in the Langjiu Estate, creating immersive brand experiences that have attracted over 100 000 visitors, thereby strengthening deep consumer trust.

Xijiu emphasizes lifestyle‑driven C‑end strategy, positioning itself as a "friend‑fun" brand, developing cultural IP such as "China Festival·Drink Xijiu" and integrating the brand into everyday life scenes.

Across these firms, five common focus areas emerge: (1) adapting to diverse consumer needs; (2) redefining channel functions from pure distribution to experience and service hubs; (3) innovating scenario‑based content and co‑creation; (4) reshaping internal organization and talent structures; (5) prioritizing digital capabilities that support consumer insight, supply‑demand matching, transaction, private‑domain operation and channel management.

The article also highlights prevalent misconceptions: treating C‑end merely as QR‑code red‑packet activities, neglecting age‑scene segmentation, maintaining channel‑centric incentive models, over‑relying on online tactics while ignoring offline consumption contexts, and failing to balance B‑end and C‑end dealer relationships.

Experts such as Lin Feng (Jundu Consulting) and Hou Shuai (Mingrui Consulting) stress that the industry’s challenges stem from broken brand credit systems and misaligned cost structures, urging a systematic B‑to‑C transformation where digitalization, brand storytelling, and integrated B‑C operations become the core competitive advantage.

In summary, the C‑end transformation of the baijiu industry is not a single‑channel tweak but a systemic strategic revolution that demands coordinated front‑ and back‑office redesign, digital empowerment, and talent development to achieve sustainable high‑quality growth.