The Worst Fear of Liquor Sellers Has Come True

Digital disruption is reshaping the alcohol market: instead of relying on traditional vertical channels, brands now compete by controlling scenes and fulfillment. Companies such as Zhao Yiming’s snack‑store chain and Haoxianglai use nationwide digital terminal networks and supply‑chain algorithms to place dozens of SKUs—beers, fruit wines, and mini‑bottles—at prime shelf locations, pricing them between 3.9 ¥ and 9.9 ¥ to match everyday fast‑moving‑consumer goods.

In Zhengzhou’s Zhao Yiming stores, more than 30 alcohol products line the golden‑position shelves alongside chips and drinks, with prices as low as 2.3 ¥ for basic beer and up to a few dozen yuan for pre‑mixed drinks. Customers treat a can of beer like a pack of chips, purchasing it on the way home or while streaming shows.

Haoxianglai follows a similar model but adds mid‑to‑high‑end offerings such as Fenjiu and curated gift boxes. Its “self‑brand zone” highlights flavored beers and pre‑mixed drinks priced between 3.9 ¥ and 4.8 ¥, packaged to resemble soft drinks and lower the trial barrier. Mini‑bottles of white spirit and portable pre‑mixed drinks are displayed near the checkout for instant consumption.

Luckin Coffee extends the trend into the coffee‑shop arena. In May, it launched two annual specialty drinks—“Crimson Moonlight” and “Cocoa Vienna”—with an alcoholic version of “Crimson Moonlight” adding 15 ml of gin (over 0.5 % ABV). The base price is 13.9 ¥, with the alcoholic version costing an extra 2 ¥ and sold only for in‑store pickup. The chain enforces age verification, compliance signage, and product labeling, illustrating a complete regulatory‑compliant workflow.

Traditional liquor distributors are suffering. 2025 annual reports show Hua Zhi Liquor’s revenue fell 37.71 % to ¥5.895 billion with a ¥369 million loss, while Liquor Convenience reported a 39.71 % revenue decline to ¥1.012 billion and a ¥161 million loss, driven by high inventory, manual pricing, and fixed‑cost drag.

Industry experts, such as China Business Economics Association Vice President Song Xiangqing, note the shift from “channel‑centric” to “scene‑centric” sales: alcohol is now a daily consumable like soda or coffee, sold in micro‑moments such as after‑work snacking, afternoon tea, or commuting breaks. The key to capturing the new channel dividend is to abandon single‑channel dependence, build a full‑domain network, and develop low‑price, low‑threshold products that fit these fragmented scenes.

The emerging landscape will likely host both large national distributors and agile, niche players co‑existing, while traditional liquor stores must consider community‑building and scene‑focused strategies to stay relevant.