過去一年，食品飲料行業從內到外都在發生著巨大變動。
The past year has seen dramatic changes in the food industry, both inside and outside.
全球貿易格局正在重塑，國內零售商業環境也在經歷著重大變革，中國特色新零供關系即將形成，消費分級更加明顯。在科技、互聯網等因素驅動下，全球信息流、供應鏈、渠道，正在以一種平坦化的方式呈現在每個利益相關體面前，空間的界限正逐漸縮小甚至被打破。
Global trade patterns are being reshaped, the domestic retail business environment is undergoing major changes, and China’s new zero-supply relationship is about to take shape, and the cost hierarchy is becoming clearer. Global information flows, supply chains, and channels, driven by such factors as technology and the Internet, are emerging in a flat-tight way in front of every interest at present, and space boundaries are shrinking or even being broken.
新食品時代下，食品飲料產業結構變得更加復雜，競爭形勢愈發詭譎多變。消費需求的變遷、渠道的巨變、產業的數字化、全球市場的發展，會給產業生態帶來哪些挑戰？品牌又該如何順應局勢的變革，實現穩步發展甚至突破增長困局？
During the new food age, the food and drink industry has become more complex and more competitive. What challenges are the changes in consumption demand, the huge changes in channels, the digitalization of the industry, and the growth of the global market?
5月9-11日，由Foodaily每日食品主辦的Foodaily FBIC2024全球食品飲料創新大會（與Foodaily創博會同期）在上海國家會展中心召開。本屆大會以“產業鏈突圍，共創新局”為主題，希望以此作為創新交流、資源鏈接場域，產業核心決策人齊聚這裏，探討在食品新消費下半場，企業該如何以創新為核心驅動力，尋找從復雜的產業鏈生態突圍、創造新局面的有效路徑。
From 9 to 11 May, the Foodaily FBI C2024 Global Food and Drinking Innovations Conference, hosted by Foodaily's daily foods, was held at the Shanghai National Convention Center (along with the Foodaily Craft). The conference focused on the theme “Invasion of the Industrial Chain, Co-Creation of the New Bureau,” with the hope of bringing together the core decision makers of the new communication, resource linkages, to explore how, under the new consumption of food, the business sector could act as a catalyst for innovation and find effective ways to create a new situation from the complex of industrial linkages.
5月9日，全體峰會邀請到行業優秀企業代表與極具影響力的行業大咖，圍繞零售業變革、數智創新、場景造風、國牌出海等熱點話題展開討論，一同探討國內食飲品牌創新破局的新解法。
On May 9th, the summit invited representatives of leading companies and influential businesses to discuss topical issues such as retail trade transformation, digital innovation, landscape creation, and nationalization, and to explore new ways to break the country’s food and drink brand.
亮點搶先看：
Shows first:
1、在國內零售環境發生大變革的背景下，品牌該如何應對機遇與挑戰？
How should brands respond to opportunities and challenges in the context of major changes in the retail environment in the country?
2、科技、AI快速發展，數智化發展新生態下，品牌能如何從產業鏈中突圍、創造新局面？
2. How can brands break through the business chain and create new situations in the light of rapid advances in technology, AI and the emergence of intellectual development?
3、信息碎片時代，如何有效利用場景營銷快速觸達用戶實現高效鏈接？
3. How can the age of information debris make effective use of the scene market to quickly reach users with an efficient link?
4、在復雜多變的國際環境下，出海品牌如何有效觸達海外消費者，成功打開海外市場的經營增量？
4. In a complex and changing international environment, how can the offshore brand effectively reach out to overseas consumers and successfully open up the growth of overseas markets?
01
開場致辭
食品飲料行業如今的發展局面，依然是復雜而極具挑戰的。復雜的消費分級、消費需求，相對過剩的供應鏈，日新月異的數字技術，還有渠道的巨變、全球協作的割裂。
The food and drink industry is still developing in a complex and challenging manner. Complex consumption classifications, demand for consumption, relative supply chains, new and emerging digital technologies, and massive changes in channels, and global fragmentation.
對此，我們今年提出「產業鏈突圍，共創新局」的主題。這裏提到的產業鏈包括前端產業供應鏈和後端渠道鏈。在復雜的產業鏈裏突出重圍，我們從觀察者的角度給出“共創新局”的解法：去構建全產業鏈友好的協作組織形態和全球經驗、創新、資源互通與利益共享的企業生態，圍繞用戶需求打造品牌矩陣和產品組合，讓創新成功率更高。
This year, we put forward the theme of "Attrenchment of the Industrial Chain, Together for a New Bureau." The links mentioned here include the front-end industry supply chain and the back-end channel chain. In this complex industry chain, we highlight the confluence of the new co-founder's solution from the perspective of the observers: to construct an all-out chain-friendly corporate organization and global experience, creative, resource-sharing and benefit-sharing, and to create brands and product combinations around the needs of users to make newer success rates.
用媒體的視角發現與篩選產品，透視產品，傳播、表彰和鏈接產品，是Foodaily一直以來的初心和堅持。我們致力於把“全球創新產品體驗”與“食品開發者大會”融合，讓大家能在這個場域中深刻感受到新品與創新靈感的濃度，讓這裏成為產業創新的風向標。我們希望成為新概念、新產品、新技術、新品牌、新營銷發布的陣地，讓中國食品產業的資源鏈接更高效。
We are committed to integrating the “global creative product experience” with the “food developers' conference” so that you can feel the strength of the new product and the new spirit in the field and make it a new wind sign for the industry. We want to be a field for new ideas, new products, new technologies, new brands, new marketing products, and a more efficient link between China’s food industry.
在新消費時代，我們正在見證消費群體的顯著變化。
In the new age of consumption, we are witnessing a marked change in the group.
受互聯網、社媒影響巨大的Z世代更傾向於追求快速、有個性的消費體驗，對品牌的社會責任、環保意識要求更高。單身族的崛起帶動了便捷高品質食品市場的發展，追求更細分的消費體驗和情緒價值的連接。活力四射的中老年群體不斷拓展健康食品的邊界。圈層消費者的興起，讓我們看到了圍繞特定興趣和生活方式的細分市場的潛力。此外，下沉市場的消費者值得重點關注，他們的崛起，既為行業帶來了新的增長點，也為品牌提供了進一步拓展市場和鞏固消費者的寶貴機會。
The Z generation, under the influence of the Internet and the media, is more inclined to pursue rapid, one-size-fits-all consumption experiences, social responsibility for brands, and environmental awareness. The rise of singles has led to the development of a market for easy and high-quality food, with a closer connection of consumption experiences and emotional values.
消費人群結構的變化帶來了消費需求的多元化和細分化。一方面，高端消費者更成熟，催動精品和定制化服務的發展。另一方面，越來越多消費者更注重性價比，消費降級，追求平替。同時，消費者對食品飲料有了更多情緒價值的期待，要求產品和服務能提供更深層次的情感連接和個人認同。
On the one hand, high-end consumers are more mature, stimulating the development of refined and customized services. On the other hand, more and more consumers are focusing more on sex price, lower consumption, and pursuing equality. At the same time, consumers expect more emotional value for food and drink, requiring deeper emotional connection and personal acceptance of products and services.
從B端看，企業策略和打法也同樣正發生著顯著的變化。線上線下融合成為零售新打法的標準配置，比如線上社交平台的前置種草、線下快閃店、甚至是通過虛擬現實等技術所創造的全新購物體驗。
On the B end, business strategies and tactics are also changing dramatically. On-line integration becomes a standard configuration for retailing, such as pre-breeding from online social networking platforms, off-line flash shops, and even new shopping experiences created through virtual reality technology.
02
消費產業鏈變革與模式升級下的
企業創新發展之道
The path of business creation
科爾尼管理咨詢全球合夥人劉曉龍：
Corney Management Consulting Global Partner Liu Xiaolong:
中國消費趨勢經歷了四大拐點：消費築基、消費升級、多元消費和消費重啟。後疫情時代，中國消費市場將從高歌猛進、水漲船高的增長時代，進入到精耕細作、增量捕捉的Delta增長時代。
China’s consumption trend has been marked by four major turning points: the construction of the consumer base, the upgrading of the consumer charge, the revival of multiple consumption and consumption. In the aftermath of the epidemic, China’s consumption market will continue to grow from a time when high songs and boats are rising to a time when Delta will grow.
DELTA增長時代表現在五方面，D是Diversifled，代表需求分化；E是Evolutional，更替加速；L是Linked，邊界突破；T是Transformed；還有AI—powered，科技賦能。
The growth of DELTA represents now five dimensions: D represents the division of demand; E is the Evoltional, the acceleration of replacement; L is Linked, the border break; T is Transformed; and AI-powered, the technological gift.
Diversified需求分化：傳統的E型消費形態改變，未來中國消費將呈現向高端奢適和低端性價比的K型需求分化趨勢，傳統“大單品吃遍天”的模式已跑不通，需以用戶細分需求為中心來構建產品矩陣。
Diversified needs: Traditional E-based consumption patterns change, future consumption in China will present a trend towards a K-type demand split between high-end luxury and low-end price ratios, the traditional “big-species-all” model has become unwieldy, and the product matrix needs to be built around the need for detail.
Evolutional更替加速：動態來看，中國消費市場處於關鍵修復期，行業格局變革更替加速，企業需洞悉躍遷規律、踏準增長共性。
Volutional replacement acceleration: Momentality suggests that China’s consumer market is undergoing a critical renewal period, that changes in business patterns are accelerating, and that businesses need to understand the rules of migration and set the pace for increasing commonality.
Linked邊界突破：存量時代，固有生意大盤難有增量，企業開始主動突破邊界，或是鄰近翻墻，或是降維打擊，以尋找新用戶、創造新品類。
Linked border breakthroughs: In-house business is hard to increase in stock times, businesses start to jump across the border, either next door to the wall, or downwind to find new users and create new products.
Transformed鏈條重構：產業鏈供需兩端挑戰不斷加劇，產業鏈整體提價能力變弱、利潤變薄
Transformed chain re-engineering: supply and demand at both ends of the chain is challenging, and the entire chain is weak and less profitable.
AI-powered科技賦能：消費品企業開始擁抱AI技術，賦能提效產品鏈段到端環節。
AI-Powered Technology Empowerment: Expensive Industries have started to embrace AI technology, giving it the power to produce chain-to-end loops.
基於Delta時代的五大趨勢，科爾尼提出15個核心建議，幫助企業穿越周期，實現可持續的高韌性增長，包括加速需求滿足、激活增長抓手、挖掘消費場景、提升企業韌性和技術價值落袋。
In the light of the five major trends of the Delta era, Corney made 15 core recommendations to help companies move through the cycle and achieve sustained high-intensity growth, including accelerating demand satisfaction, activating catch-up, digging for consumption sites, and enhancing corporate resilience and technological values.
根據科爾尼調研，消費時代的增長還需要一年半的時間完整回暖，在一年半甚至更長的時間都是DELTA增長時代，增長都是要承壓的，可以通過以上五個方面來看到哪裏承壓，需要做的是用15個應對方案實現突圍，看到更多突圍和創新發展的可能性。
According to the Corney Institute, a full recovery of one and a half years is required for the period of consumption, a year and a half, and even longer, for the period of DELTA growth, which is subject to pressure, which can be seen through the five above. What needs to be done is to use 15 coping programmes to bring about a breakover and to see more possibilities for new development.
03
零售業大變革與品牌商的應對
近年來零售業發生了巨大的變化。疫情影響造成國際供應鏈分工管理的變化，不同地域模式的競爭和價值觀的差異造成地域政治的沖突，消費者消費信心不足，市場、零售商給品牌帶來了更多壓力，要求產品品質提升但不能提價。
The retail industry has changed dramatically in recent years. The impact of the epidemic has led to a change in the international distribution of supply chains, a clash of geographical politics as a result of competition and differences in values between geographical models, a lack of consumer confidence, and increased pressure on brands by markets and retailers to raise the quality of their products but not to raise prices.
這種品質上升、價格下調的消費左移模式下，要下決心做供應鏈各環節的調整和提升，只有把產品力做起來了，才能形成企業的核心競爭力，建成品牌的護城墻。很多產品開發的決策者會過分注重網紅、爆品概念，但我認為更重要的是供應鏈效率的提升和成本的控制，中國零售業還是要把新零售革命進行到底。
Under this model of high-quality, low-priced consumption left-handed, determined to adjust and upgrade the supply chain, the core competition of the business and branded walls can be formed only if the production power is put together. Many decision makers in product development focus on the concept of red, explosive, but I think it is more important to improve supply chain efficiency and control the cost of the supply chain, and the retail industry in China is still going to finish the new retail revolution.
還有幾個比較大的變化是：國內的零售模式正從貨架出租經營模式轉向自主經營；零售商品牌經營正快速向商品自有品牌發展轉變；商品經營和品類管理向消費者、消費場景體驗轉變；折扣化低價前提是品質突出消費者情緒價值的滿足；價格帶管理向核心顧客價格區間配置多少商品數轉變；商品結構設計向減品和縮SKU數轉變；批發系統在變革。
There have also been a few more significant changes: domestic retail patterns are shifting from shelf rental to self-run; retail commodity branding is moving rapidly towards commodity ownership; commodity management and class management are changing to consumers, consumer scenes; discounting low-price assumptions is based on the adequacy of the price quality over consumer sentiment; price-side management is shifting in the number of commodities allocated to core customer price areas; commodity design design is changing towards reduced and reduced SKU numbers; and wholesale systems are changing.
基於零售商業的變革，品牌商可以采取以下應對策略：
Based on the transformation of retail businesses, branders can adopt the following coping strategies:
1、消費者研究要向深度和廣度發展；
1. Consumer research needs to move towards depth and breadth;
2、企業組織變革要設立消費者數字化專門的研究機構；
2. The transformation of business organizations requires the creation of a research facility specializing in consumer digitization.
3、做對商品；
3. Doing business with commodities;
4、選對渠道——標準是高效率；
4. Selection of channels - by standards of efficiency;
5、優化調整銷售政策——要變革KA制度；
Improving marketing policies - changing the KA system;
6、促使經銷商、代理商和批發商向配銷服務商轉變；
Promotes the transformation of distributors, agents and wholesalers into distributors;
7、多品牌策略應對零售商的定制化；
7. Multi-brand strategy to customize retailers;
8、區分增量零售商和存量零售商，並制定不同的銷售政策；
8. Distribute incremental retailers and stock retailers and develop different marketing policies;
9、產品開發的趨勢性和定型性數據信息的多元化渠道獲取。
9. Multiple access to information on trends in product development and stereotypical data.
針對出海美國市場的中國食品企業，美國零售市場存在“以線下為主”、“食品零售各業態都在擴充國際食品品類”、“有中國食品規模的基礎銷量”等特點，國內品牌在進入美國市場時，要考慮當地的法律限制，並以差異化可互補的品牌為基礎，組建品牌商聯盟為其提供Broker深度服務模式，快速進入和滲透美國主流市場，實現可持續發展。
With regard to Chinese food companies in the US market in the sea, there are “line-driven” features in the US retail market, “food retailing is expanding in international food products”, and “China’s food scale base sales” where domestic brands enter the US market, taking into account local legal restrictions, and based on a variety of complementary brands, the creation of a branding union to provide it with a deep service model for Broker, and rapid access to and penetration into the mainstream US market can be sustained.
04
數智創新驅動
品牌深度進化
Brand Deeper Evolution
伊利集團數字科技中心總經理尚直虎：
在充滿不確定性和挑戰的市場環境中，作為國民品牌，伊利堅守以消費者為中心的理念，秉持著創新引領的思維，致力於通過強化創新變量，不斷在產品和服務上尋求突破，同時充分利用大數據和智能化技術，以數智化增量提升品牌競爭力。
In a market environment full of uncertainty and challenges, as national brands, Ili is committed to the idea of a consumer-centred approach, with innovative and innovative thinking, to seeking breakthroughs in products and services through the strengthening of new variables, making full use of big data and smart technologies to enhance brand competition in terms of intellectual growth.
對品牌來說，消費者需求和消費者結構持續不斷的變化是挑戰，而所有的挑戰中都孕育著豐富的機會，伊利希望實現可識別、可分析、可觸達和可運營的健康的消費者關系。
For brands, constant changes in the demand for and structure of consumers are challenges, and all challenges give rise to rich opportunities for visible, analytical, accessible and operational health consumers.
面對快速變化的消費者需求，品牌需要構建真正的數智化能力，以消費者為中心，不斷為消費者創造價值和提升品牌體驗。伊利在產業鏈各個環節中保持創新節奏，持續為消費者創造價值：一是產品和服務創新，二是營銷互動創新，三是消費者的購買體驗，最後是品質和供應鏈創新，不斷地提升在各個關鍵領域的數智化能力，持續打造為消費者提供更高品質產品和服務的“數智伊利”。
Faced with rapidly changing consumer demand, brands need to build real digital intelligence, centred on consumers, creating value and upgrading brand experiences for consumers. Eli maintains a new rhythm in the chains and continues to create value for consumers: one is the creation of new products and services, the other is the creation of new marketing, the third is the purchase of new products and supply chains, and the last is the creation of new quality and supply chains, the constant upgrading of digital intelligence in key domains, and the creation of a “digital Ili” for higher quality goods and services for consumers.
在產品和服務的創新上，伊利通過建立一個高效的系統，實現了對電商平台和關鍵品類的實時市場掃描。其次是構建和消費者直連的DTC體系，直連1.5億的消費者。在產品和服務的創新鏈路中，在多個節點全面植入了人工智能能力，包括生成式人工智能能力和決策式人工智能能力，不僅顯著縮短了產品創新周期，還可以推出真正滿足消費者需求的新產品。
On the creative side of products and services, Eli realized a real-time market scan of power-market platforms and key goods by creating an efficient system. Second, the DTC system, which builds and consumes a direct link to the consumer, is linked to 150 million consumers. In the creative links of products and services, artificial intelligence capabilities, including production-based and decision-making artificial intelligence capabilities, have been fully embedded in several nodes, not only to reduce product creation cycles, but also to introduce new products that truly satisfy the needs of consumers.
服務全球消費者，僅靠一家企業很難完成，需要更多的商業合作夥伴，所以伊利不斷地編織數字生態網絡，以消費者為導向，實現消費者價值、業務價值和生態價值。
Given the difficulty of serving global consumers on the basis of a single enterprise and the need for more business partnerships, Eli has been constantly developing digital networks that are oriented towards consumers to realize consumer, business and environmental values.
05
圓桌 | 產業鏈突圍，如何共創新局？
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沙利文大中華區合夥人兼董事總經理張葛健 ：
在經歷了狂飆增長期與冷靜退燒期後，新消費品牌該如何回歸產業鏈生態的核心價值，實現突圍？
How should the new consumer brand return to the core value of the chain of return, after a period of rapid growth and cool fever?
中國市場有巨大的人群和產品細分的機遇，對新消費品牌來說，這是中國市場獨特性帶來的機遇。面對機遇，要深入挖掘消費者的痛點和需求，無論是性價比、質價比還是便利性優勢，都要與消費者有心智上的連接。但做食品最重要的，還是要守住食品安全和質量的底線。
The Chinese market has huge opportunities for crowds and product-specificities, which, for new consumer brands, are unique to the Chinese market. In the face of opportunities, to dig deep into the pains and needs of consumers, whether in terms of sex, price, or convenience, they must be mentally connected to the consumers.
通用磨坊以“創造讓世界喜愛的食品”為宗旨，遵循在增長中持續創新的價值觀。其中，我們特別重視全價值鏈的成本管理。在保持優質原料、成分等核心競爭力的同時，以消費者為中心，在整體運營中去除低附加值活動，才能在如今的市場環境中讓產品具有高性價比。
Universal mills are designed to “create the world’s favorite foods” and are guided by new values that continue to grow. Among them, we attach particular importance to full value chain cost management. At the same time as maintaining core competitions such as good raw materials, ingredients, etc., they focus on consumers and remove low value-added activities from the entire operation, in order to make the product more expensive in today’s market environment.
消費品本質是三種東西：交付產品、以用戶為中心，以及把產品和用戶進行串聯。品牌、運營、組織、渠道等其他的東西都只是把這兩者進行連接，關鍵在於連接產品和用戶的鏈條變短或是變得更高效率。如果消費品企業在源頭端不具備足夠的能力，或者沒有縮短生產和消費端的鏈條提高效率，都難以在市場上站得住腳。
The essence of the consumer product is three things: delivery of the product, focusing on the user, and linking the product to the user. Brands, operations, organizations, channels, etc. are all just connecting the two, the key being that the chain linking the product to the user becomes shorter or more efficient. If the consumer business is not equipped at the source, or if it does not improve the chain of production and consumption, it is difficult to stand on the market.
企業在發展的初始，就要有以終為始的長期發展的願景，要敢於有想象力，否則就容易臨時抱佛腳，永遠只解決眼前的問題。希望大家能以無與倫比的信心和決心面對未來，不論其他行業怎樣發展，食品飲料行業都會一直伴隨人類的全周期。只要我們能做出比別人更好、更具特色的產品，我們就能擁抱未來。
Business begins with a vision of long-term development that begins with imagination, or it is easy to hold hands and always solve the problems that lie ahead. It is to be hoped that people will face the future with unmatched confidence and determination, and that the food and drink industry will always follow the human cycle, regardless of the other industries. As long as we can produce better and better-characterized products than others, we can embrace the future.
我們在2010年就開始做“十月稻田”品牌，因為農產品要品牌化，要有附加值。我們這類產品很難進商超，所以就抓住互聯網的機會做線上渠道的深耕和運營。2016年，我們趕上了中國的消費升級和互聯網渠道變革的風口，在消費者心中構建起了大米品類中的品牌形象，前段營銷極大反哺到了供應鏈的生產。我認為產業鏈的突圍要重視品牌化和全域營銷，依靠品牌拉升才能完成全鏈路的突圍和打通。
In 2010, we started the October Rice Field brand, because the agricultural product needs to be branded and added value. Our products are hard to sell, so we seized the opportunity of the Internet to feed and operate deep online. In 2016, we caught up with China’s consumption upgrades and transformations in the Internet, creating a brand image of rice products in the consumer’s mind, and the previous segment was extremely counterproductive to the production of supply chains.
今天的快消品企業很難，要做渠道、信息化和組織能力建設。信息化確實帶來了機遇和挑戰，也帶來了巨大的增長空間。十月稻田從脫穎而出到如今的成果，都得益於對全渠道深耕和不斷滲透的積累。
Informationization has indeed brought opportunities and challenges, as well as enormous opportunities for growth. The results of October’s rice paddy, from falling out to the present, have benefited from deep-ploughing and continuous evaporation of the entire channel.
很多行業的渠道被壟斷了，需要新渠道的變革才能誕生新品牌。但新渠道的產品生命周期往往非常短，如何利用渠道變革的機會、如何洞察消費需求，這些環節對新銳品牌的發展都是充滿挑戰的。產品能做起來不單是供應鏈的問題，還要有組織管理各個環節的系統體系。
Many lines of business have been cut off, and new channels of transformation are needed to create new brands. But the life cycle of new channels is often very short, and opportunities to use them for change and how to discern consumption demand are challenging for the development of new brands.
一個新品牌沒有體量很難構建供應鏈，有體量後是否建立供應鏈也是艱難的選擇。因為互聯網產品的生命周期比較短，也許建好供應鏈後，產品就不好賣了。
It is difficult to construct a supply chain without a new brand, and it is difficult to build a supply chain with a new brand. Because the life cycle of an Internet product is shorter, it may not be easy to sell once the supply chain has been built.
雖然小企業很難，但小企業也有發展機會。很多大企業不願做太細分的生意，內耗嚴重、難以平衡短期和長期的利益，這些大企業搶占市場的問題和困境，反而是小品牌的機會。小品牌們可以在多元的渠道中抓住機遇。
Although small firms are difficult, small firms also have opportunities to develop. Many large firms do not want to do too little business, are too expensive to balance short-term and long-term benefits, and these big firms take advantage of market problems and dilemmas, but are opportunities for small brands.
金句：新渠道的變革能誕生新品牌，但要做出長周期的產品，還要有組織管理各個環節的系統體系。
Golden sentences: The transformation of new channels gives birth to new brands, but in order to produce long-cycle products, there is also an organized management of the system systems of the various loops.
06
重磅｜Foodaily每日食品年度消費場景發布
Foodaily's annual daily food consumption scenes release
我們剛剛公布了2024每日食品年度消費場景，這也是我們連續第六年公布預測中國食飲年度消費場景，期待與產業決策人、產品創新人一同從中發現創新機會和生意增長點。
We have just published a 2024-day annual food consumption scene, which is the sixth consecutive year we have published a forecast of annual consumption of Chinese food and drink, and look forward to finding new opportunities and business growth with industry decision makers and product creators.
過去6年，我們見證中國食品行業的跌宕起伏，從大量新消費品牌湧現到迅速出清，產業充分供給而消費者變得更加理性。面對諸多不確定性，我們認為最終都應該回歸人的本性，回歸產業的本質，從的人需求變化中尋找創新和營銷的新解法，這也是我們持續研究中國食飲消費場景的緣起。
Over the past six years, we have witnessed the collapse of China’s food industry, from a large number of new consumer brands to a rapid clean-up, and the emergence of more rational consumers who are fully available. In the face of many uncertainties, we believe that it is ultimately time to return to people’s nature, to the nature of the industry, and to find new solutions to the changing needs of people that create and sell new ways.
不同時間、空間、情緒、情感下的需求和痛點，誕生不同的品類創新機會。就是品類裂變的機會來源。打破品類思維慣性，通過發現、創造、搶位新的消費場景，喚醒消費者需求，是形成品牌增量的有效路徑。
Different kinds of new opportunities arise in time, space, emotion, emotional needs and pains. This is the source of opportunity for fission. Breaking the habits of congenial thinking and awakening the consumer’s needs by discovering, creating, and stealing new consumption scenes is an effective way to create brand growth.
在2024年十大年度消費場景中，我們從人群結構變化、時代情緒、社交關系、新健康4個維度拆解出幾個核心洞察：
In the 10th year of consumption in 2024, we deconstructed some of the core insights from the demographic changes, the mood, social relationships, and the four dimensions of new health:
1、人群結構變化叠加需求分級，帶來新的增量場景。這些消費主力對更好生活的持續追求、情緒情感的需要以及日常飲食品類的健康剛需升級，會帶來健康預制調理食品、老年人群膳食等品類新機會。
1. The changes in the composition of the population and the grade of demand bring with it a new, incremental scene. The continuing quest for a better life, the need for emotion and the need to improve the health of daily foods, etc., bring about new opportunities for healthy and predictable diets, such as foods and meals for the elderly.
2、食品飲料的消費場景從功能、強目的需求向情緒、體驗需求演進。我們認為年輕人情緒宣泄的需求會在職場反倦充電、發瘋治愈、戶外野趣等新消費場景體現，催生能量型食品飲料、情緒型食品飲料以及戶外氛圍感食品飲料等品類的關注。
2. The consumption of food and drink has evolved from functional to physical to emotional and empirical needs. We believe that the needs of young people who express their emotions will be reflected in the new consumption scenes of the workplace, such as power-generating foods and drinks, emotional foods and outdoors, among other things.
3、社交關系的變化帶來新的食飲場景需求，當代人在構建新的過節體系，體驗型社交消費受到關注，聚會型食品飲料、主題定制型食品飲料會逐漸成為趨勢。此外，傳統送禮文化更加日常，烘焙點心、土特產等具備新奇特、健康感、文化認同感的品類，會成為新興送禮品類。
3. The transformation of social relationships has brought about a new demand for food and drink, as the present generation has built a new hysteria system, experienced social consumption has been taken into account, and meeting foods and custom-based foods and drinks are gradually becoming a reality. Moreover, the traditional culture of gifting is more daily, with new specials, such as baked snacks, natives, and cultural homogeneity, becoming a new kind of gift.
4、健康生活方式的演繹呈現出兩種消費場景，把健康飲食觀念滲透日常的“輕食慢養”，和以功效性、科學性為主導的“嚴肅營養”。參照日本市場的發展路徑，日常健康飲食品類的開發與健康管理食品的開拓，都存在高度細分的賽道機會。
4. There are two types of consumption scenes in a healthy lifestyle, where healthy diets and diets are introduced into the daily “reduced diets” and “serious nutritions” guided by efficacy and science. There is a high degree of competition for the development of healthy daily foods and the development of healthyly managed foods, taking into account the development path of the Japanese market.
07
場景造風——開啟小紅書“食”力新營銷
小紅書商業快速消費品行業群總經理米歐：
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截至今年，小紅書已經有3億的月活，平台上活躍著大量的年輕用戶。這些年輕用戶在小紅書上分享自己的生活點滴，通過優質內容的分享，推動了多巴胺、citywalk等趨勢的流行。
By the end of the year, 300 million menstrual lives had been created on the platform with a large number of young users. These young users shared their own life droplets in the book, pushing the dopamine, citywalk, and so on through the sharing of good content.
當下，食飲消費者的需求更多依托“場景激發”，場景營銷成為食飲品牌競爭破局的關鍵。小紅書作為熱點場景的趨勢策源地，在不斷滿足消費者美食靈感的同時，也能由此帶動廣大食飲品牌合作夥伴穿越長周期，在小紅書挖掘、乘風或共創熱點場景，攜手正在崛起的小紅書食飲用戶人群，借力小紅書社區內容能夠高效響應趨勢、快速升溫場景價值的獨特優勢，持續洞見並實踐未來場景營銷的更多可能。
At a time when the demand of consumers of food and drink is more dependent on the “scene scene”, the marketing of the scene became the key to the competition for a drinking brand. The little red book, as a source of inspiration for the hot spots, can also lead to a long-cycle partnership of large-scale food and drink partners that digs, rides or co-initiates the scenes of the small red book, with its rising population of red book users, using the content of the small red book community to efficiently respond to events, rapidly raising the value of the scene, and with the unique advantage of continuing to see and implement more possibilities for future site sales.
要想做好場景精準戳中消費者，需要把握以下核心因素：
The following core factors need to be captured in order to be able to do the right thing for the user of the scene:
1、深刻的用戶洞察，借助年輕人在內容方向、趨勢方向上的分析和解構，找到用戶購買產品的真正動因。
1. The insight of the user reveals the real motivation of the user to purchase the product, drawing on the analysis and restructuring of the content, direction and direction of the young person.
2、借助核心人群優勢破圈，找到動因後結合核心人群需求能夠事半功倍。
2. With the advantage of the core population, the search for drivers and the matching of the needs of the core population can do more than anything.
3、鏈接好產品的核心價值。核心價值的鏈接，要與人群需求、趨勢結合。更細化的人群需求與趨勢和產品需求的鏈接，能使產品價值放大化。而小紅書就是這樣的場域，能夠更好地鏈接人群、趨勢、產品，幫助好的食飲產品實現好的產品營銷，做好賽道突圍。
The core values are linked to the needs and trends of the population. More detailed needs of the population are linked to the demands of the situation and the needs of the product, which can magnify the value of the product.
08
回歸消費者價值
創造韌性增長
上海江崎格力高總經理加藤巧：
Mr. Kato, Managing Director of Galicko, Shanghai River:
格力高主力品牌百醇，以獨有的棒狀技術注入巧克力醬，並在口味方面做出突破，得以在當時以夾心餅幹為主的市場中脫穎而出，從2005年上市到2015年都實現了銷量的正向增長。然而，我們在2017年發現：格力高有百奇、百醇、百力滋三個餅幹品牌，消費者的普遍認知僅停留於百奇外部有巧克力塗層、百力滋沒有巧克力塗層、百醇是巧克力注心的棒狀餅幹，除形態以外很少對品牌本身尤其是百醇有清晰的品牌認知。
In 2017, however, we found that the Greco brand, which injected chocolate sauce with a unique stick technique and made a breakthrough in taste, had been able to take off in the market, which was dominated by pastries, and had seen a positive increase in sales from 2005 to 2015. However, in 2017, we found that the Greco brands had a hundred-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's, one-ch's.
品牌要針對怎樣的人群作怎樣的定位，這是非常重要的課題。我們為百醇設計了“醇享輕松時光”的定位，針對16-34歲工作忙碌壓力較大、有放松需求的人群。明確人群後，我們就更容易看到人群需求，關注到年輕人群對飲食健康的重視以及腸胃健康的痛點，從健康升級出發做了品牌的全新升級，加入全麥粉讓產品含有豐富的膳食纖維，並依據目標消費者喜好調整了包裝設計。
It is a very important subject for brands to identify what kind of people they are. We have designed the "Limitation of hours of alcohol" for centrinol, targeting those 16-34 years of age who are under a lot of stress and need to relax. When people are clear, it is easier to see the needs of the population, focus on the health of the young, focus on the health of the diet and the pain of the intestinal stomach, make a brand-new upgrade from a health upgrade, add wheat powder to make the product contain a rich dietary dish, and adjust the package according to the target user’s preferences.
在健康問題中，消費者還常常對皮膚狀態不自信。對此，我們選用了煙酰胺成分作為產品對策，並在口味開發時與天貓創新中心合作，結合產品人群的口味需求，推出了“花果百醇”的子品牌。
In health problems, consumers are often not confident about their skin condition. To this end, we have chosen to use the amino composition as a product, and have worked with a new centre for the creation of the Skycat in the context of the development of taste, to match the needs of the population of the product, and to create a sub-brand brand called "Purchiol of Flowers".
此外，我們還關注在職女性群體，這部分人群生活壓力大，情緒、情感問題是最主要的健康問題。基於此，我們在產品中加入GABA成分，搭配令人放松的抹茶成分和口味，於2020年推出了茶風和風系列。隨著現代人生活壓力導致的失眠問題日趨嚴重，我們在2023年發售了“醇睡貓”系列，加入了茶風和風系列近10倍的GABA成分，以及有助眠功效的茶葉茶氨酸，改善消費者有效睡眠和深睡時間不足的問題。
In addition, we are focusing on working women, who live under stress and whose emotional and emotional problems are the most important health problems. As a result, we introduced the Tea Wind and Wind Series in 2020 by adding the GABA component to our product, with relaxing tea compositions and tastes. As a result of the stress of modern-day life, in 2023, we sold the “ol sleeping cats” series, adding nearly 10 times as many GABA components to the tea wind and wind series, as well as sleeping-friendly tea tea amazes, improving the problem of effective sleep and inadequate sleep time for consumers.
面對變化的消費者，我們旨在給出相應的產品和溝通的回應；但始終想通過百醇傳遞的核心價值是，希望消費者在忙碌生活裏用百醇給自己一個犒賞。
In the face of changing consumers, we aim to respond to each other's products and communication; but the core value of trying to pass it through is that they use it to reward themselves in their busy lives.
09
AIGC重構品牌內容新生態
特贊科技Tezign解決方案業務VP潘瑋芊：
這幾年，我們有一些從品牌經營視角出發的新的觀察。從消費端看，消費者更多地通過內容去認識品牌和產品；從品牌端看，內容觸點從以前的線下門店不斷往線上拓展，不少品牌也在往海外的社媒鋪設自己的觸點。能夠看到，無論是內容觸點、內容類型和內容速度都在成倍增長。
In the last few years, we have some new observations from brand-run viewers. From the cost side, consumers use content more often to recognize brands and products; from the brand side, content contacts have been expanding from the previous under-the-line shops, and many brands have set up their own contacts in social media overseas.
通過內容數字化，我們能知道產品和內容之間連接的關系、內容與人群之間連接的關系，以這樣的數字基建更好地支撐品牌場域裏的經營拓展。在這個過程中，我們需要人工智能的參與，來幫助內容數字化工具變得更快速和高效。
By digitizing content, we know the connection between the product and content, between content and the crowd, so that the digital infrastructure can better support the expansion of the brand field. In this process, we need the involvement of artificial intelligence to help digital content tools become faster and more efficient.
在內容生產和流轉的過程中，如何讓人工智能更好地參與其中？
How can people be better involved in the process of content production and circulation?
通過人工智能參與結構化的內容創作，品牌各個渠道所需要的圖片、視頻能通過更高效的方式實現規模化，並最終去往不同的平台觸達消費者。
Through AI participation in structured content creation, images, videos needed by branding channels can be scaled up in a more efficient way and eventually reach out to consumers on different platforms.
生成式人工智能參與的生產過程是更高效的工作流，通過提取品牌過往的內容經驗，設計重組，最終產出新內容。不僅如此，除了創意場景、渠道宣發、產品上新的內容，我們還會有更多營銷場景的內容需要都能以智能化的生產方式呈現，且整個周期的效率更高，成本更低，能為品牌節省很多時間。
The process of producing artificial intelligence participation is a more efficient workflow, designed to reset and eventually produce new content by extracting past branding experience. Moreover, in addition to creative scenes, channel announcements, new content on products, we will have more marketing scenes that need to be presented in an intelligent way, with a more efficient and less costly cycle that saves a lot of time for brand holidays.
除了生產環節，我們也要關注產品在供給消費者時，內容供應能否跟上產品供應。從生產者生產出來海量內容到內部對應審核，到消費者對內容反饋形成數據，再回到生產團隊形成新的創意和策略，最終完成了生產到流轉到體驗的閉環。
In addition to the production cycle, we need to focus on whether the product can keep pace with the product supply when it comes to the consumer. From the producer’s production to the internal review of the content, to the consumer’s counterstatement of the content, to the production team’s new creative and strategic development, and eventually to the closure of the production-to-flux process.
其中，數據的連通是非常關鍵的。當品牌將商品、內容、人群的數據在同一個場景中實現了關聯，不但能通過標簽的方式更高效的管理和投放，還能清楚的呈現消費者對內容的反饋。
Data connectivity is crucial. When brands link goods, content, and crowd data to the same scene, they can not only be managed and delivered more efficiently by tagging, but also clearly show the consumer's reaction to the content.
過去七年，我們實現了與食飲、美妝、鞋服等200多家頭部企業內容生態基建的搭建。我們的產品能力矩陣也持續圍繞內容和人工智能展開。我們相信，內容生態的數字化智能化是每個品牌都需要持續長期建設的領域。
Over the past seven years, we have been able to build infrastructure for more than 200 business content in the head, such as catering, make-up, and footwear. Our product capability matrix has also continued to be built around content and artificial intelligence. We believe that digital intelligence of content is the domain in which every brand needs to be built over a long period of time.
10
AI浪潮下的智能電商
百度電商商家策略負責人趙晨：
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在生成式AI如火如荼的情況下，電商有什麽樣的變化？
What's the change in the power provider in a situation where the generator AI is as hot as fire?
2022年12月，在大模型如火如荼的背景下，百度電商正式成立，希望能舉起智能電商的旗幟。
In December 2022, the 100-degree electrician was inaugurated against the backdrop of a massive model, hoping to raise the flag of an intelligent electricist.
在過去，傳統電商主要依賴決策式AI技術，只有識別和判斷的功能。隨著大模型的出現，決策式AI向具備演繹和創造功能的生成式AI發展躍遷。電商的核心是做兩端效率的提升：一端是用戶體驗方面，提升用戶購買效率和決策效率；另一端是商家方面,為他們提升經營規模並降本增效。因此，我們圍繞這兩端，去年推出了對話式導購和全新數字人的核心產品。
In the past, traditional electronics used to rely mainly on decision-making AI technology, but only on the function of awareness and judgment. With the emergence of large models, decision-making AI moved to the generation AI, which was designed to perform and create functions. At the heart of the power provider was two ends of efficiency improvement: in the case of user experience, in the case of user purchasing and decision-making; and in the case of business, in the case of upgrading and reducing efficiency gains.
過去，消費者了解商品的過程是繁瑣費力的，而智能導購能顯著提高這個過程的效率。比如，消費者想要購買無人機產品，從無人機知識、到適配型號，各種細分需求，依賴智能導購能夠精準、快速地鎖定最終符合個性化需求的產品，提供1v1的選擇對比，幫助用戶最終高效決策。
In the past, consumers learned that the commodity process was expensive, and smart guides could significantly improve the efficiency of the process. For example, consumers wanted to purchase anthropogenic products, ranging from anathetic knowledge, to appropriate formulations, to a variety of nuanced needs, relying on intellectual guides to identify precisely and quickly products that ultimately meet individualized needs, and to provide a 1v1 comparison, helping users to make the most effective decisions in the long run.
從貨架到內容，再到AI支持的智能電商導購，是未來AI購物方式的變化。要想實現這種購物方式，背後需要體系的建設。例如，自然語言理解的背後，具有百度搜索、百度百科等沉澱多年的知識圖譜支持。除了C端的體驗，在B端，百度數字人主播能通過自然的語言表達、全面的產品展示、24小時不間斷直播、以及全托管的自動互動問答，提升直播間效率，幫助商家的直播運營成本降低80%以上。
From shelf to content, to AI-supported smart power suppliers, it is a change in the way the future AI purchases are made. In order to be able to do this, back-to-back construction is required. For example, the natural language understanding is backed up by a multi-year knowledge mapping of 100-degree search, 100-degree encyclopedia, etc.
百度電商具有高度競爭力的策略，能全方位支持優質商家的經營，助力品牌在“卷且難”的經營環境下找到全新的增長點。
The 100-degree power provider has a highly competitive strategy that supports all aspects of the business of good traders, and the enabling brand has found new growth points in the “roll-and-hard” business environment.
11
圓桌｜新戰場：突圍全球島鏈，國牌出海下半場
36氪出海聯合創始人鄭勝浩：
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近年來，品牌出海已經成為了各行各業的熱點，想請嘉賓們分享下對出海的看法？
In recent years, branding has become a hot spot for all walks of life, and would you like to ask the guests to share their views on sailing?
從宏觀角度看，食品品類出海在全球化過程中會面臨政治、疫情、關稅等方面的影響。從微觀看，產品出海需要做好當地的本土化營銷。能否在當地紮根，讓當地消費者復購，構建好本土化的人才，需要提前做好很多工作。同時，在做跨境電商的時候，不同於3C產品，食品是需要檢驗檢疫的。食品在運輸過程中的保質期、國際物流成本都會產生挑戰。
At the same time, in the case of cross-border power suppliers, unlike 3C products, food needs to be tested for quarantine. Food can be used to control quarantines in transit, and international logistics costs can be challenged.
對於品牌出海的方法論，我認為要以終為始來思考全球化的布局，品牌出海的盡頭是本土化。品牌要想出海並在當地紮根，可以選擇品類最大的海外市場，金多多選擇了糖果市場最大的美國市場，成為了美國主流市場的唯一中國品牌。在東南亞本土化，可以盡快實施供應鏈的本土化。
With regard to branding the way out, I think that the end of branding is home-grown to think about globalization at all times. For branding to go out and root locally, it is possible to choose the largest overseas market in the world, and Kindu has chosen the largest American market in the sugar market, making it the only Chinese brand in the mainstream market in the United States.
金句：品牌出海，要以終為始來思考全球化的布局，出海的盡頭是本土化。
Golden sentences: The end of a brand trip to the sea is localization if it is to think about the layout of globalization for the rest of the day.
出海是我們不得不做的事。國內市場競爭太卷太激烈，海外有50多億消費者的市場，商品的豐富度不如國內市場。
Going to sea is what we have to do. The domestic market is too intense, with more than 5 billion consumers abroad and less abundant than the domestic market.
但同時，出海和做海外業務的門檻和壁壘也要比國內市場高很多。除了國際政治風險，國內品牌在做海外業務時還會涉及到當地的競爭規則。以跨境電商為例，商家在亞馬遜上做生意，要遵循亞馬遜的平台規則，不能刷單，不能向消費者索要好評。亞馬遜平台上有很多保護商家和保護公平競爭的規則。在2021年，很多亞馬遜中國賣家都因為違反平台規則，導致封店或現金庫存扣押。
In addition to international political risks, domestic brands are involved in local competition rules when doing overseas business. In the case of cross-border power suppliers, businesses do business in the Amazon, in keeping with the Amazon’s platform rules, cannot be billed, nor can they be judged by consumers.
此外，海外經營還要充分考慮不同地區消費者的生活習慣和消費習慣，做針對性的經營、營銷動作。比如在國內做電商的跨店滿減、平台促銷在海外都很難行得通，他們最接受直接打折、滿減的營銷活動。在海外，消費者可能會更喜歡聽品牌的故事。
In addition, overseas operators need to take full account of the life habits and consumption habits of consumers in different regions, as well as to conduct business and marketing campaigns on a sexual basis. For example, cross-stores of electricity businesses in the country, platforms are hard to do overseas, and they are the most open to direct discounts and sales activities.
金句：品牌出海，一是產品要好，二是要發掘品牌背後的故事，以本土化的方式傳遞給當地消費者。
Golden sentences: brands go out to the sea, first the product is better, and second the story of the back of the brand is disseminated locally to local consumers.
大部分人理解的出海是把中國品牌推向國外，但我認為采用中國和亞洲各地的技術和供應鏈提升運營效率或控制成本，把供應鏈打通，這也是一種出海。
Most people understand going out to sea to push Chinese brands abroad, but I think it is also a sea trip that uses Chinese technology and supply chains across Asia to increase operating efficiency or control costs by connecting supply chains.
日日煮在海外市場做的預制菜種類是亞洲美食。雖然中國企業對亞洲美食品類肯定會比外國人更熟悉，但面向海外的產品研發仍然要重新學習。就像中國人喜歡的披薩和意大利人喜歡的披薩不一樣，海外消費者喜愛的餃子也和國民喜愛的餃子是不同的。所以我們要根據當地消費者、當地文化相應地調整產品。
While Chinese companies will certainly be more familiar with Asian-American foods than foreigners, research and development for overseas products will have to be re-studyed. Just as Chinese pizzas and Italian pizzas are not the same as those preferred by overseas consumers, they are not the same as those preferred by local consumers.
我們在海外的布局主打美國市場，因為亞洲美食在北美市場近年比較受歡迎，同時受到亞洲文化崛起的影響，更容易接受亞洲美食。
We play the American market abroad because Asian cuisine has been more popular in recent years in the North American market and is more likely to accept Asian cuisine because of the rise of Asian culture.
海外還有大量的市場空間沒有被品牌覆蓋，我認為現在是“品牌出海正當時”。
There are also a lot of market spaces abroad that are not covered by brands, and I think it's "the time for brands to go out."
無論是內容、電商、還是平台玩法，中國的商業模式在全球層面都是比較領先的。在食品行業，海外品牌的市場占有率可能對中國品牌有一定的威脅，但從商業模型、流量內容變現等維度來看，中國品牌已經非常高階了。在當下的出海風口利用好中國的模型 ，能分到海外市場的大蛋糕，這也是我們幫助企業在海外實現生意轉化的契機。
In the food industry, market ownership of overseas brands may pose a threat to Chinese brands, but Chinese brands are already very high in terms of business models, flow content, and so on. Using Chinese models at the current point of the sea, China can distribute large cakes to overseas markets.
進軍海外市場的時候，不能直接采用從電商到內容的慣用思維。微信支付等在中國習以為常的東西在海外市場顯得很陌生。
When entering the overseas market, it is not possible to use the usual thinking, from electricity dealers to content. What we're used to in China, e.g., does not seem familiar in the overseas market.
其次，在國家和地域的選擇上，很多品牌會認為歐美市場的利潤空間更大。但基於我們服務的案例來看，在東南亞，以越南為例，越南是東南亞國家中智能手機占有率最高的國家，整個國家年輕人的消費能力、消費水平、消費習慣都更符合中國電商打法和品牌出海的延續思維。
Second, in terms of choice of country and territory, many brands will think that Europe and the United States market have greater profit margins. But based on our service case, in South-East Asia, for example, Viet Nam is the country with the highest rates of smartphone ownership in South-East Asia, and the country’s young people’s capacity to spend, their level of consumption, and their habits are more consistent with China’s electricity business practice and the prolonged thinking of branding.
12
特別策劃：全球創新品鑒
今年，Foodaily繼續基於“全球視野，本土落地，創新解決”的理念，從28個國家和地區220,000多款年度上新產品中嚴選出3,000多款創新產品，並將現場劃分為品類創新展組、趨勢洞察展組、新XIU品牌展組、消費場景展組、熱點主題展組五大塊區塊，從產品、品牌、品類機會三個層次，結合Foodaily研究院獨家創新亮點解讀，幫助大家漸進式汲取創新靈感。 This year, Foodaily continues to build on the concept of “Global Vision, Indigenous Landing, New Solutions” by strictly selecting more than 3,000 creative products from over 220,000 new annual products in 28 countries and regions, and classifying the site as a new exhibit, a visual exhibition, a new XIU branding exhibition, a dispensary site, five sections of a hot topic exhibition, three layers of products, brands, and type of opportunities, which combines the unique insights of the Foodaily Institute and helps people to learn new ideas.
在全球創新品鑒展組現場，我們與小紅書共同沉浸式還原年度十大消費場景，深度拆解和洞察場景消費需求，並帶來300+全球創新產品案例與本土創新品牌案例，為品牌產品創新、營銷提供思路，幫助品牌發現趨勢場景下的品類機會和場景營銷思路指引。 At the Global Innovation Fair, we joined Red Books in immersion of the 10 largest annual consumption scenes, deep disassembly and intimacy demand, and brought 300+ global creative products and home-grown branding cases to provide ideas for brand creation and marketing, helping brands to discover similar opportunities and marketing ideas in the landscape.
以產品為起點洞察全球創新趨勢的邏輯，只有在Foodaily全球創新品鑒可以看得到。 The logic of using products as a starting point to visualize new trends around the globe can only be seen in the Foodaily Global Creative Commons.
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