Learning from Asian Brands:

Made Local, Played Global

Eastroc Beverage was founded in 1994, listed on the Main Board of China's A-Share Market in 2021 and is the fastest-growing beverage company in China in recent years. It is best known for its energy drinks, although it also sells electrolyte beverages, tea and coffee-based drinks as well as beverages with coconut and amla (Indian gooseberry).

Eastroc Beverage’s success is rooted in a culture of agility and efficiency, using data to enable swift strategic execution. However, with intense competition in its home energy drink market, where Eastroc is the No.1 brand by volume, the brand has been exploring export opportunities to drive long-term growth.

Its primary focus is on Southeast Asian markets, but it is also testing potential in other markets including the Middle East. In addition to driving its own growth, this effort is seen as part of a national mission to transform "Made in China" from the stereotype of being low-quality to a symbol of "high quality and good value for money", allowing the Eastroc to stand as a representative Chinese brand to "shine on the global stage".

We sat down with Weiwei Jiang, Board Member and
Co-President of Eastroc Beverage, to explore how the company has achieved impressive growth in the highly competitive functional drink market and beyond.

What was the moment when growth started to accelerate?

Eastroc Energy Drink, which we first launched in 1998, marked a key turning point in its development in 2009, when we started to focus on product differentiation and competitive pricing. Key changes include a 250ml PET bottle variant featuring a "uniquely designed dust-proof cap" and a new pricing strategy that undercuts competitors in the energy drink category. By adopting a "half price, same quality" strategy compared to the market leader, we were able to start to build our market share to the point where Eastroc has been the No. 1 energy beverage by sales volume in China for four consecutive years.

How has the company stayed nimble while growing in size?

We now have more than 12,000 employees and to ensure that we can respond swiftly to market changes and trends, we have developed both an empowerment philosophy and a structure that encourages rapid decision-making. Key elements include a flat organizational structure that minimizes hierarchical barriers. This allows the company to finalize strategic decisions in as little as 1 hour, which other companies can take months or even years.

Responsibility is delegated to business unit leaders, allowing them to operate independently within set frameworks and budgets. This approach fosters a sense of ownership, encouraging leaders to challenge decisions they disagree with to ensure thoroughness in execution. Finally, there is a culture of bold exploration and a willingness to take risks. As the Chairman – Lin Muqin– says: "We are not afraid of making mistakes; instead, we should be afraid of standing still".

How have you made digital integration a competitive advantage?

In 2015, Eastroc Beverage was the first in the industry to launch cash reward campaigns via bottle-cap QR code scans, enabling a direct connection between the brand and the consumer, with fully traceable incentive costs. We now have codes on the inner cap, outer cap, inner carton, outer carton, and the pallet to integrate both production and circulation links. This enables rapid, data-driven decisions as the chairman and senior leaders can see real-time sales volumes and terminal inventory via our in-house "data cockpit". Internally we also use algorithms to optimize frontline sales workflows - such as designing optimal store visit routes and linking quantifiable tasks to bonus incentives - to standardize operations.

What part does innovation play in your approach?

The success of Eastroc Ewater Electrolyte Drink serves as a powerful case study in leveraging existing R&D reserves and operational agility to seize a market opportunity. Recognizing the surging demand for electrolyte drinks following the lifting of COVID-19 lockdowns, the company successfully accelerated the product launch, achieving mass production and rolling out the product within just a month. This quick action resulted in Ewater Electrolyte Drink achieving 500 million RMB in sales revenue in its first year (2023) and approaching 1.5 billion RMB in 2024.

Goodfarmer may sit at the heart of China’s complex web of fruit and vegetable distribution, mastering both imports and exports, while also building strong brands in the category.

The company is the dominant importer of bananas but it is also a major exporter of apples and other Chinese-grown products such as garlic and ginger. In addition to their own production, they also partner with international fruit brands including Rockit Apple, Pink Lady apples, Driscoll’s and Zespri kiwifruit.

Managing this complex business requires a network of distribution centers and a company workforce that can focus on quality while also having the tactical agility provided by digital systems and flat structures.

The two skillsets combine to enable Goodfarmer to overcome market fragmentation and scale-related slowness, ensuring growth is healthy and sustainable.

We sat down with Goodfarmer Group leaders Mr. Owen Zhang, General Manager of Goodfarmer Fruit, and Ms. Maria Liu, General Manager of Jiaguoyuan Technology Food Co., to explore the company’s shift from a commodity-focused trade model to a data-driven, quality-first brand.

How have you moved from commodity to a brand focus?

One of the key pillars of our business is "Brand Goodfarmer" and it helped us navigate the consumer demands transition. Over the past decade, consumers have paid significantly more attention to fruit and vegetable brands and there has been a profound "demand extension from 'functionality' to 'experience and emotion’.” We’ve responded by embracing that principle that our brand is "not just a name or a slogan. More importantly, it stands for what values we can bring to our consumers", as expressed by our slogan "Goodfarmer Fruits, More Than Happy". The strategic focus is now to perfect core products and "guard the best consumer experience", by focusing on key fruits. As a result, Goodfarmer dominates the organic banana market, supplying 95% of organic bananas in China, and has upgraded its other product offerings, introducing premium Deluxe Pineapples. In the juice category, Jiaguoyuan has responded to severe low-price competition by cutting “85% of our SKUs and concentrate our resources on the coconut water product" to establish core competence and build a competitive moat around the brand. All these changes are aimed at serving the transitioning demand of Chinese consumers, making them recognize the Goodfarmer brand.

How do you stop the brand becoming commoditized?

A non-negotiable component of the "Brand Goodfarmer" strategy is uncompromising quality and supply chain control. The brand’s competitive edge relies on integrating quality assurance from seed to shelf. At a supply chain, we now have 32 distribution centers across China to reduce the "delivery radius to under 250 kilometers". We now source "directly from farms" via subsidiaries or offices in multiple countries (including

Thailand, Philippines, Ecuador and Vietnam) where our staff are responsible for supervising safety and quality. In the most competitive juice categories, we’ve invested in quality. Jiaguoyuan’s investment in establishing its R&D center, factories and canning plants in Thailand has resulted in Jiaguoyuan Coconut Water being the "only coconut water brand in the world to win the three-star in Superior Taste Award from International Taste Institute for two consecutive years", for example.

How do you apply digital tools in such a traditional sector?

Our second strategic pillar is known internally as "Digital Goodfarmer" and gives the company the operational agility it needs to prioritize speed and responsiveness. Goodfarmer has a comprehensive traceability system for quality control. Every carton of bananas can be traced back to the "production team, group, processing plant, processing line, processing worker, and processing date at the farm" via a numerical code. Goodfarmer also connects its system directly with 12 core customers to ensure access to real-time daily sales data. This enables needs to be predicted depending on season and weather and also reduces fruit waste. Additionally, “Digital Goodfarmer” classifies 50,000 stores into four tiers to create growth plans that can be shared with farm owners building a “community with shared value".

How do you build long-term value?

Goodfarmer never chases short-term volume. The blunt advice is: "Never compete on price, compete on value. There is no winner in a price war, only value innovation paves the way to the future". Such value innovation should encompass product quality, efficiency and emotional resonance. Brands are charged with focusing on “core flagship products, maintaining strategic focus, and avoiding hasty category expansion". Building a strong brand requires the company to first do the "solid foundational work" of product quality and consumer experience before any advertising. This attitude also encompasses our overseas expansion, where it seeks not to rush in favor of making fewer mistakes. “We would rather move a little slower but more steadily. 'Slow is quick' in this regard.”

Founded in 1985, Hengan is China's leading manufacturer of paper-based personal hygiene and household products – including sanitary pads, baby and adult diapers, wet wipes, pocket tissues and kitchen towels. Its mission is to produce comfortable and high-quality everyday essentials that support people's health and happiness.

With a vast distribution network across China, Hengan also has international reach, exporting its products to over 60 countries and regions globally.

Hengan views its brands as not just as a commodity, but as long-term assets that demand uncompromising quality and investment in emotional relevance. When Qingliu Xu became President of the company in 2021, the business refocused on the core pillars of its identity. His belief that “A strong brand is the true moat of any company” is the foundation of the strategic decision to protect Hengan’s positioning as a well-known brand serving mid- to high-end consumers.

Qingliu Xu, President of Hengan Group, alongside Vice President Li Li, shared profound insights into the company’s dramatic transformation under its new leadership.

How has Hengan evolved since you took the helm?

The company was strategically misaligned, due to pursuing massive scale. The goal of aspiring to be a 100 year, 100-billion-yuan company had driven the business to
diversify into many different categories. Many of these were products that no consumer would have expected us to offer, such as wheelchairs, cosmetics, shampoo and adhesive bandages. As a result, while brand awareness was high, there was insufficient ‘public praise’.

The transformation involved a disciplined retrenchment. To refocus the portfolio, we pulled back from the categories that were irrelevant, to instead focus on our core pillars: menstrual pads, where we have 40 years of expertise, tissue paper, and diapers.

What has the business learned from the transformation process?

The necessity of refusing to compromise on product quality, even under intense market competition. This commitment was severely tested – we resisted the pressure to cut costs by reducing product specifications, for instance launching smaller packs of tissues. We knew that once we went down that road, it would be difficult to elevate the brand further.

We also noted a growing demand for emotional value in the market since COVID-19. To deliver this, we made significant investments in design, collaborating with renowned designers and launching special editions of existing products.

How do you plan to sustain success
long-term?

Very few companies in the Chinese FMCG sector allocate a separate budget for brand building – but we maintain two distinct budgets for branding and sales. This supports our focus on protecting and growing long-term brand equity. In addition, it is essential to maintain investment in the brand during challenging times. This endeavour necessitates the backing of a long-term strategic vision from business leaders.

Hengan was an early adopter of digitalisation, starting in 2012. Where are you now on this journey?

In our view, digitalisation serves humanisation, through the use of data to better understand consumer needs. However, the core challenge today remains finding the right talent to run our brand, and to make sure consumers find our brands interesting – professionals who possess comprehensive skills and creativity.

Hengan has actively reignited its globalisation efforts. What challenges are you experiencing?

A prominent challenge arises from the reality that, although Chinese enterprises benefit from supply chain advantages that position them favourably in the market, their brands lack substantial influence in overseas markets.

International success requires a bold entrepreneurial mindset and substantial investment, not cautious attempts. Drip-fed investments – 100 million yuan today, 200 million tomorrow – are doomed to fail. But if you commit US$1 billion in one decisive move, you are destined to succeed. This approach requires the framework to be ready, including raw materials, so the company is poised to act decisively when the right opportunity arises.

A dominant force in China’s household and personal care sector since 1968, Nice Group today sells its products across all five continents. The company has maintained its leading position through major industry-disrupting innovations, all serving its enterprise purpose of Enhancing Your Life.

Nice Group possesses vast production capabilities, equipping it to produce 1 million tonnes of powder products, 1.3 million tonnes of liquid detergent products, and 280,000 tonnes of soap products annually.

One core catalyst for brand growth has been the group’s prioritisation of social responsibility. Its long-term, purpose-driven approach is centred on breakthroughs that are anchored in altruism – and these are seen as the cornerstone of its successful challenging of multinational giants.

We had a conversation with Liming He, Chairman and President of Nice Group, about the company’s strategic response to rapid digitalisation, and its ambitious global expansion plans.

What have been the pivotal points in your 50-year history of innovation?

A pivotal milestone was when we led an industry transformation by adding surfactants to traditional yellow laundry soap, which not only significantly enhanced its cleaning performance but also changed the soap from yellow to blue. This clear differentiation, together with the success of subsequent market promotion, decisively brought an end to the era of “yellow laundry soap.”

The cross-boundary launch of Diao Brand laundry powder, at a point when the laundry sector was highly open to foreign competitors like P&G and Unilever, was another industry gamechanger. The brand gained significant market share through its superior cost-performance and remarkable cleaning effect, and ultimately led to the integration of soap and laundry powder into the fabric cleaning sector.

To further transform fabric washing habits, we boldly created Chaoneng Natural Soap Powder. This replaced chemical materials with vegetable oils, leading consumption toward low-foam, water-saving, and eco-friendly options.

Over the past decade and more, we have accelerated transformation and upgrading, with innovation and disruption becoming the core engines driving our development. As consumer demand continues to evolve and upgrade, our product portfolio has long since moved beyond the boundaries of traditional detergent categories. The times place higher demands on enterprises, which must inevitably rely on technology and pursue innovation-driven development, adapt to their environment, align with the spirit of the era, and forge a unique development path of their own.

How do you navigate digitalisation?

While we embraced it early on, maintaining relevance in the ‘everything is digitalised’ era requires a fundamental shift in perspective. The major risks and challenges arise from the question as to whether people can shift their thinking quickly enough to keep pace with the speed of transformation. Digitalisation is not simply about moving everything online. Instead, it must be strategically led by robust top-level planning, and demonstrate real advantages by enhancing organisational processes and operational efficiency.

How has the role of data evolved in your organisation?

While digitalisation helps us integrate existing resources and uncover market trends quickly, it cannot replace the critical, pioneering function of leadership. What enterprises need to do is create something that has never existed before. Digital systems aid decision-making but cannot provide the key judgments needed to lead the market.

What recommendations would you give to local brands pursuing long-term growth?

Social responsibility is essential for any business leader. Without it, companies risk falling into the trap of blindly chasing profits. Nice Group always attaches importance to the principle of altruism. Only by creating value for others can one truly gain value for oneself.
When businesses become overly self-serving, much can be lost.

What is Nice Group’s strategy for continued expansion at home and internationally?

Our global ambition is structured around a phased expansion and diversification strategy. Step 1: Go Up. This means continuously innovating and upgrading within the domestic laundry industry to lead industry, and to shape consumption.

Step 2: Go Abroad. Our domestic market share in the laundry segment has reached the industry’s ceiling, which is why we have introduced the global expansion vision of "Great Brands, No Borders" to expand into countries along the Belt and Road Initiative.
Step 3: Go Into. We intend to embed the brand more deeply into consumers' lives by entering the Beauty·Health Industries.

To support this expansion, Nice Group is adhering to the
‘Four No-Limit’ principles:
No Limit to Region: Integrating global resources and technologies.
No Limit to Industry: Breaking down barriers between industries and achieving coordinated development across the primary, secondary, and tertiary sectors.
No Limit to Business Format: Building a full-chain ecological industrial system integrating diversified manufacturing and service functions.
No Limit to Systems and Mechanisms: Integrating high-quality resources and establishing an open, collaborative model with multiple partners, including domestic and international enterprises, research institutions, and higher education institutions.

Yunnan Baiyao is a traditional Chinese medicine (TCM),famous for relieving pain, reducing inflammation, stopping bleeding, and healing wounds. Developed in Yunnan Province, China, in 1902, it is a national confidential formula. Over the past decade, driven by its in-depth digital transformation, scientific innovation, and organizational agility, Yunnan Baiyao has evolved from a TCM-focused company into a global provider of comprehensive health solutions.

Guided by its mission “Protect Life & Health” and core principle “Innovation while Upholding Tradition”, the company has successfully balanced its deep local traditional roots with global growth goals.

In short, Yunnan Baiyao is an excellent success model for FMCG companies operating in a fast-changing market.

Shengli Li, Senior Vice President of Yunnan Baiyao Group Co., Ltd., elaborated on the comprehensive transformation that has enabled this 124-year-old brand to sustain its market leadership amid major industry shifts.

What drove the company’s transformation?

Over the past decade, consumers’ perceptions of the “Value of life” and “Quality of life” have changed greatly. This has accelerated the shift from “Passive Treatment” to “Proactive Health Management”. Today, consumers pursue holistic wellness and emotional resonance more than just good value for money. This trend has led us to expand our brand from a medicinal remedy provider to an integrated service partner that supports healthy lifestyle management and quality of life enhancement.

Can you describe your business model today?

Yunnan Baiyao firmly holds its strategic positioning as a “global leader in comprehensive health solutions”. Leveraging the rich biological resources of Yunnan Province – known as the “Kingdom of Plants”, we continue to focus on our core industrial foundation in pharmaceuticals. We are promoting the globalization of traditional medicines, boosting regional TCM industry growth, and building strategic advantages linked to local resources. Our business focuses on four core areas: pharmaceuticals, health products, TCM resources, and pharmaceutical distribution.

We keep delivering end-to-end innovation, extending our reach from medicines to holistic wellness. We not only adapt core products for global markets, but also launch FMCG products leveraging TCM resources – such as safflower-based health lipsticks. These products embody the concept of “Integrating TCM Resources with Aesthetic Cosmetic Nourishment” in FMCG form, successfully transcending cultural boundaries. We consistently invest in R&D for biotechnology and TCM modernization. Along with AI-powered health solutions, this has allowed us to launch cross-sector products – including functional foods, smart health devices, and bio-cosmetics – all tailored to meet diverse consumer needs. As consumer touchpoints have increasingly fragmented, channels have evolved from pure sales pipelines to strategic

touchpoints for engaging with consumers and gaining insights. Yunnan Baiyao has created a seamless experience across online and offline channels, leveraging big data and AI to deliver targeted marketing. Physical stores now serve as brand experience centres, while live-streaming and short-video platforms enable direct interaction with consumers. We also enhance brand power through creative collaborations and cultural resonance, for instance, partnering with the Guochao (China-Chic) Puppet Theatre Festival and infusing cultural elements into product packaging design.

How do you maintain agility and speed as your organization grows larger and more globalized?

We have transformed our organizational structure into a matrix model with more agile teams. Meanwhile, we have adjusted our talent strategy to a dual approach of internal development and external recruitment – forging a talent supply chain to support business growth – and partnered with top-tier universities to improve employee skills. When competing with international brands, we have developed a distinct competitive edge through our deep understanding of Chinese consumers’ culture and needs. This has helped us to secure first-mover advantages in the market.

How do you keep data at the heart of
decision making?

Data’s role has evolved from operational support to a value creation engine, driving production and operations across the entire industrial chain. We have proactively broken down data silos between consumers and R&D

and R&D teams, using user feedback such as e-commerce platform reviews to refine products. Data application has also shifted from passive responses to proactive trend prediction. For instance, we combine national oral health survey data with trending health topics on social media. This helps us identify emerging trends like elderly periodontal care and the new generation of anti-caries technology for children and adolescents, and develop products with both gum protection and anti-sensitivity benefits.

Regional sales data serves as a local decision-making roadmap for our global expansion and guides our future regional strategies. By analysing sales data from Southeast Asian pharmacies and oral health concerns shared by local KOLs, we found that Vietnam demands affordable anti-cavity toothpaste, while Malaysia requires halal-certified gum care products. This turns overseas expansion from trial-and-error efforts into precisely targeted local execution.

What guidance would you give to other local brands seeking to expand outside borders?

Don’t over-rely on past success, nor expand into unrelated categories without R&D support or brand recognition. Don’t let digitalization replace human connection: health products are inherently human-centric. To seize opportunities, brands should focus on three areas: integrating traditional wisdom with modern technology, following the trend of refined health consumption, and tapping into the digital value of owned social media traffic.

Standard Foods provides essential, everyday food and health-oriented products for the Taiwanese market and beyond. Blending natural ingredients and digital technology, the brand aims to help create ‘a lifetime of well-being’ for consumers.

Starting out with oat-based products and baby cereal in the 1980s, the company has expanded significantly. Its range today spans products from infant formula through to adult nutrition, snacks, cooking oils and health tonics, and encompasses globally famous brands including Quaker, Fresh Delight, Great Day, and NurturEssence

Standard Foods successfully maintains its leading position through fostering a fearless mindset, and relentless investment in the brand's most critical asset: consumer trust.

Arthur Tsao, the CEO of Standard Foods Group, explained how the enterprise is adapting its strategic focus and culture to navigate a market defined by intensive competitive pressure, and soaring consumer expectations.

How has Standard Foods innovated to meet increasing demands over the last decade?

We’ve needed to adapt to new expectations like two-hour delivery in fast-paced regions like China. To survive this shift, we focus on embedding speed and a proactive mindset throughout the organisation. Leaders must grant ‘permission to fail’, within certain limits. This supports the culture of experimentation necessary for continuous adaptation. We also prioritise learning by testing in real-life conditions, and scaling quickly once an idea is proven. The cultivation of a ‘can-do’ attitude is emphasised over simply hiring for hard technical skills, as the former is crucial to the willingness to explore new ways to engage customers.

What would you say is the cornerstone of Standard Foods’ success?

In the health and wellness sector, where consumers are reluctant to take a gamble, trust is the most important asset. We leverage trust to strategically address the rising competition from private labels, and the reality of a market that has no shortage of products, but a shortage of good brands. To strengthen functional trust, we invest heavily in R&D, securing patents and certificates, and continuously conduct clinical trials for our food products to ensure claims are vetted by professionals. A product alone is insufficient; it must be backed by content and compelling benefits. Our investments in health data and platforms enable direct consumer engagement, and the co-creation of content that addresses various ‘health moments’. To counter intensifying competition, we bring additional value not just to consumers but also to retailers – for instance by offering in-store health checkups tied to product offerings to drive traffic.

How has Standard Foods innovated to meet increasing demands over the last decade?

What would you say is the cornerstone of Standard Foods’ success?

What is your approach to digital engagement?

The company has shifted its strategy from primarily a B2B2C model, through retailers, to a greater emphasis on D2C (direct-to-consumer). This requires synchronisation across manufacturing, product development, and communication. Digital tools allow the brand to move toward more customised offerings, anticipating a future where AI offers services like a ‘dietitian in your pocket’. While traditional retail remains our bedrock, when we enter a new market an online-first approach can be a good way to test the market, gain awareness, and build a core cloud of fans.

What’s the primary role of data in your fast-evolving environment?

We use it to quickly validate a hypothesis, to confirm if a strategic direction is correct and identify levers for adjustment, and also to empower strategic decision making, Standard Foods seeks to generate more holistic recommendations from data – the science part! – to help middle managers make informed decisions. This reduces reliance on the less predictable ‘art part’ of business management.

What is the most important consideration when expanding into multiple markets?

We adopt a carefully targeted approach rooted in humility, acknowledging that replicating successes achieved at home is often not possible, as the new context is totally different. Deep local immersion and understanding are necessary to avoid market barriers, such as traditional cultural beliefs that might restrict product consumption. On the other hand, recognising cross-border commonalities is also vital. For instance, younger generations across different regions may have more in common than with older generations within their own country – such as watching the same global content.

Able C&C is the owner of well-known beauty brands including MISSHA, A’PIEU, MERZY, CELLAPY and CHOGONGJIN.

Founded in Korea, it has developed a comprehensive strategic and operational approach to exports that is designed to play to its strengths and has helped drive both the company’s overall growth and that of its flagship brand MISSHA.

Founded in 2001 with MISSHA and Beautynet, a pioneering online cosmetics community, as launch products, it has since expanded to China, Japan, Europe and the US among others.

The company reported strong profitability gains in 2024, driven by strong sales export sales and a channel diversification strategy designed to reduce its exposure to low margin outlets. Overseas sales accounted for 56.4% of total revenue.

At the heart of its operational system is a focus on what it does well already. Able C&C hasn’t looked to copy its rivals, but has instead it has looked to its intrinsic competitive advantages in both its products and its brand.

Key factors are its deep product expertise and stablished brand equity, both of which allow the brand to build on established and understood foundations as it seeks to sustain success in its export markets.

The strategy has been highly targeted, emphasising two core elements:
- Selectivity and Decisiveness: Highlighting the importance of making bold decisions when approaching new regions.
- Concentrated Resources: Sustainable expansion has come from concentrating resources primarily on markets that demonstrate clear growth potential.

Agile and consumer focused

Success in the beauty sector also requires the company to be able to adapt, as the category is driven by fleeting trends and the company has developed an organisational model that is capable of maintaining speed and efficient execution. Able C&C teams can form cross-functional task forces, bringing together employees from different levels, facilitating faster decision-making and execution.

Underpinning every aspect of its expansion is the need to ensure a deep and nuanced understanding of the end user, one that transcending traditional metrics such as routine sales data.

Able C&C works hard to understand and respond to local consumers, seeking to capture both nuanced consumer feedback and deeply rooted cultural preferences to properly inform both product innovation and marketing strategies.

Korea Ginseng Corporation (KGC) dominates the global market for premium red ginseng, exporting to more than 90 countries and holding a 70% share of total spend. Founded by the government in 1899, the company was privatised a century later and is today best known for its flagship brand JungKwanJang.

Over the last decade, KGC has embarked on a strategic transition with the goal of moving far beyond its traditional identity, to become a comprehensive global wellness brand built on consumer trust.

This pivot has hinged on innovation across its product portfolio. Alongside its signature JungKwanJang product, which is available in formats including the convenient Everytime liquid sticks, KGC has launched the Donginbi skincare and cosmetics line, a premium G1899 ingredient, and a range of functional health supplements.

The company’s expansion strategy is focused on leveraging ingredients with strong local roots in each market, mirroring the way that red ginseng is the ‘hero’ local ingredient in Korea.

To execute its diversified portfolio strategy, KCG is prioritising talent development – making key investments in cultivating brand managers who have specialist expertise in both red ginseng and wellness.

In 2025, KGC's red ginseng was officially recognised for seven health benefits by South Korea’s Ministry of Food and Drug Safety, including boosting immune system activity, improving fatigue and blood circulation, and enhancing memory function.

Strong credibility

With a focus on its core ingredient, KCG exclusively uses six-year-old ginseng grown through 100% contract farming, and secures credibility for its products through rigorous scientific testing and validation. At the forefront of R&D, the company’s Korean Ginseng Research Institute employs over 130 researchers and holds hundreds of patents related to cultivation, safety, and efficacy.

Data-driven agility

KGC treats digital transformation as the mechanism for baking speed and accuracy into its decision-making processes. It is pursuing a system built on data-backed intuition – emphasising the use of verified, consumer-centric data that is interpreted by skilled data analytics professionals. Agility is also facilitated through a flexible adaptive structure – with localised business models that are framed by a core brand identity and product essence – and the encouragement of a startup mindset.

The name Nongshim is synonymous with delicious, convenient Korean instant noodles that are enjoyed by people across the globe. The company’s most well-known brand is Shin Ramyun – the world’s best-selling instant noodle – which is famous for its signature bold, spicy taste.

Alongside noodles, Nongshim offers a wide range of beverages and snacks; in fact the company produced South Korea's first ever commercialised snack, Sauekkang (shrimp crackers), back in 1971.

With a name that translates as ‘farmer's heart’, Nongshim has a commitment to quality and sincerity in food production, and brings authentic Korean flavours to more than 100 international markets.

Differentiation through authentic flavours

Its strategy hinges on the statement 'Wrap your brand with emotion'. Positioning itself as a soul food, its manifesto revolves around telling stories about the timeless cultural value of K-food, and creating ‘Shin moments’ that communities can experience together.

From local champion to fully-fledged global icon

Nongshim has successfully leveraged the momentum of the global K-culture phenomenon to expand to more countries and different generations. Overseas sales now account for a large portion of its total revenue. Its global ambition has been backed by fundamental changes – such as improving the supply chain by securing production bases in overseas markets including the US and China, as well as establishing a European subsidiary in the Netherlands. To combat any risk that agility would weaken as it grew in scale, Nongshim has implemented a structural framework that institutionalises speed and responsiveness across its operations. This has involved combining 'central control' with 'on-site autonomy'. While the global headquarters sets a consistent brand strategy, identity, and quality standards, each region is granted the authority to make local decisions quickly.

Culture-first customisation

Nongshim’s international expansion follows a dual-track strategy: expanding the presence of its major products, while developing new products tailored to local tastes. The brand's essential core values remain unchanged across all its markets, but it flexes the way it communicates according to culture. For instance, it has adjusted the message behind Shin Ramyun to Umakarai (delicious and spicy) in Japan, and Shing ón (wonderful and great) in Mexico.

The leading dairy producer in Vietnam, Vinamilk was established in 1976. Today it produces a diverse portfolio of more than 250 products including milk, yogurt, ice cream, cheese, juices, baby food and plant-based drinks.

Alongside a significant domestic presence, Vinamilk is rapidly growing internationally, exporting to more than 60 countries and regions. It views itself as a national brand that is rooted in Vietnamese heritage, and is determined to uphold this – even as it modernises and extends its global footprint.

Part of Vinamilk’s strength lies in its direct engagement with consumers, encompassing e-commerce, a nationwide network of nearly 1,000 stores reaching even mountainous and island areas, modern trade penetration of almost 90%, and thousands of general trade outlets.

When it comes to brand marketing, Vinamilk balances data-driven systems with human instinct. This data-led intuition enables it to make informed yet creative decisions across diverse markets.

With a core purpose of ‘Great Care’ at its heart, Vinamilk is known for its commitment to environmental responsibility, using green technologies, and supporting local communities.

Nguyen Quang Tri, Executive Director of Marketing at Vinamilk, described for us how the company navigates the challenges of rapid digital disruption and simultaneous global expansion.

What have been the defining shifts for Vinamilk in
recent years?

Our 2023 rebrand was the most significant milestone in our journey after COVID. This pivot aimed to honour our Vietnamese legacy, while infusing the brand with youthful, aspirational energy.

The rebrand established Vinamilk as a national brand that stands for ‘Great Care’. Purpose is power – and our core value of care remains our compass, aligning our mission with Vietnam's national growth and progress.

How do you remain agile as a large business?

By being the master of metamorphosis. We have institutionalised agility, not by reacting faster but by continuously transforming our operating model. This has involved building flexible systems, and empowering teams to make decisions locally within a global framework.

We have accelerated our focus on direct-to-consumer (D2C) outlets, which is the fastest growing channel we have now. Our own physical stores serve as a perfect platform to test new ideas in this digital era, when it's very difficult to launch a new product into general trade.

How is Vinamilk evolving digitally?

We’re becoming a more digitally-agile and consumer connected brand. This is supported by shifting media investments to digital platforms, where we can create direct dialogue and two-way interaction. Not only can we tell our brand stories, we can also make them viral – reaching wider audiences faster and more authentically. The role of data is also shifting from descriptive reporting to predictive and prescriptive analytics. This is particularly important for procurement, where we use predictive models to forecast demand in new international markets, for example.

How do you balance advancing digital transformation with the ‘human touch’?

First-party data, collected through direct channels like D2C stores, is the most valuable asset we have. What keeps us grounded however is the human connection: empathy, storytelling, and emotional branding. We ensure that technology enhances, but does not replace, emotional connection, and that data informs, but does not dictate, strategic direction. Managers are required to blend rigorous data analytics with ‘brand instinct’.

What have you learned from Vinamilk’s international expansion?

Brand love has been a key driver of our international expansion, with both existing and newly launched products quickly embraced by Vietnamese communities overseas.

What advice would you give to brands looking to succeed in new markets?

Don’t underestimate importance of storytelling. Branding isn’t just a logo or tag line. We use storytelling as an ‘emotional wrapper’ around the brand, which has become essential for virality and resonance in the modern era. It’s also vital to invest in brand equity. Instead of competing only on price or distribution, you need to compete on quality, design and cultural relevance.

Founded in 1997, Vinasoy serves more than 9.4 million households across Vietnam, holding over 90% of the domestic market share by value for packaged soy milk. While originally focused strictly on soy, the company has recently expanded into broader plant-based nutrition, transforming its identity to align with global trends while retaining its heritage. This included the launch of the Veyo sub-brand featuring a portfolio of plant based and nut-derived beverages.

Continuous innovation and learning run through Vinasoy’s veins. In 2013 it founded the Vinasoy Soybean Application Research Centre (VSAC), which maintains a gene bank of over 2,000 soybean varieties to develop non-GMO seeds optimised for Vietnamese soil.

Known for its strong corporate social responsibility (CSR) programmes, Vinasoy’s long-running School Nutrition Programme has provided free milk to millions of children in remote areas. The company also engages in sustainable practices such as running recycling competitions for used milk cartons. Another catalyst for Vinasoy’s evolution from a small local business to a major enterprise has been the building of sophisticated, integrated digital systems that deliver both speed and consistency across its massive distribution footprint.

Tinh Ngo Anh, Deputy Managing Director at Vinasoy, shared his thoughts on the company’s strategic journey – marked by the prioritisation of efficiency and an unwavering commitment to core values.

How has Vinasoy redefined its mission over the last decade?

We’ve remained steadfast in our aim to bring plant-based nutrition, starting with soy, to consumers in Vietnam and around the world. This acts as a filter, guiding decision-making and preventing the company from chasing fleeting trends. Having recognised that success in a changing world required us to overhaul our culture, we switched from traditional hierarchical management and managing processes to leading teams, empowering individuals, and nurturing a culture of creativity at every level.

How have you woven digital capabilities into the organisation?

We operate a multi-channel, multi-touchpoint ecosystem, supported by a smart and integrated distribution network encompassing around 130,000 points of sale. This ensures rich interactions across traditional trade, modern trade, and e-commerce. Agility has been significantly enhanced through real-time data visibility. Our data infrastructure allows all leadership and teams to work from a single source of truth, which is critical for alignment. Reports that used to take several days of preparation now take just minutes, enabling faster, data-backed decisions. We focus on turning information into meaningful strategy through the human element: data is only valuable when it is translated into actions that create real business impact.

How have you developed your global readiness?

A quality-first mindset. We ensure our quality management systems are aligned with international standards before expanding. This means that when entering new markets, our main task is simply to fine-tune the taste to suit local preferences. Global readiness must begin at home, and authenticity travels well when rooted in strong values and standards. Stay true to purpose: don’t lose confidence in your mission when market pressures rise. Vinasoy chooses to stay committed to our path of plant-based nutrition, rather than chasing every new opportunity. Finally, people remain our most important resource. Cultivating talent starts with finding and investing in people who share our culture, values, and purpose.

TCP Group is the powerhouse behind the Red Bull energy drink brand. Founded by businessman Chaleo Yoovidhya in 1956, the Thai company invented the original Krating Daeng formula in the 1970s. Since then, Red Bull has revolutionised its offering strategically – redefining itself from a manufacturer of beverages to a creator of meaningful, holistic experiences that energise people in multiple ways.

In response to a rapidly evolving market and consumer demands, Red Bull has designed a product portfolio that addresses diverse lifestyles and needs.

Intelligent energy

In a fast-paced world which can leave people feeling drained, the brand’s experiential marketing and storytelling move beyond the physical boost given by the drink into the emotional and aspirational realm. Red Bull aims to uplift and empower its community to chase their goals and live life on their own terms. The unique events it has become notorious for, which include the Red Bull Desert Run in China and Huc Tour in Vietnam, often integrate both digital and physical elements, and are powered by a strong global framework that is fused with local creativity. Recognising that its product is a natural fit for esports, Red Bull appeals to gamers with initiatives such as its partnership with the major mobile game Free Fire in Southeast Asia.

Agility is the brand’s superpower

Beyond the classic gold-can product, its range has in recent years been enhanced with new sugar-free and functional variants that target health-conscious Gen Z consumers.
This level of agility requires operational excellence behind the scenes, which Red Bull builds by tailoring business models to fit each of the 170 markets its exports to. Social listening and trend tracking across each country helps the brand to stay ‘plugged into culture’, priming it to jump into conversations that matter, and make sure it shows up in relevant and timely ways.

Headlining heritage

Red Bull is one of the few Thai brands that have achieved global icon status. It emphasises the fact that its core formula is ‘made right here in Thailand’, using proprietary technology and recipes developed locally. This success has elevated Thailand’s expertise and reputation on the world stage. While Red Bull adheres to a ‘one brand’ strategy globally, it avoids taking a cookie-cutter approach to execution. Instead, it employs smart customisation for deeper consumer connection. It tailors its message to local insights, collaborating with both global stars – such as actor and dancer Wang Yibo in China and Southeast Asia, and local partners – like Thai rapper and singer BamBam.

Founded in 1972, I.P. One has grown from a pioneering Thai household brand into an innovation‑driven FMCG leader, guided by a core belief: quality products built on real consumer understanding can improve everyday life and thrive globally.

Established by Mr. Uthai Thanesvorakul, the company was the first in Thailand to develop its own household cleaning products, beginning with Vixol bathroom cleaner. This pioneering spirit continues to shape I.P. One’s growth as it listens closely to consumers and delivers meaningful value. Today, its portfolio includes many of Thailand’s most trusted home and personal care brands—such as Hygiene, Whiz, Dance, Focus, and Ivy drinking yogurt—used daily in millions of households.

Hygiene, the company’s flagship fabric care brand, sits at the heart of I.P. One’s story. Its evolution reflects the company’s ability to stay relevant in a rapidly changing world. What began as a fabric care solution has grown into a brand that understands life beyond laundry—redefining care not just for fabrics but for the people who use them.

This transformation from Fabric Care to Life Care embodies I.P. One’s philosophy: creating products that perform, connect emotionally, and enrich life, guided by the vision Innovate Passionately for the Future of Better Living.

Thiti Thanesvorakul tells us about the strategy that has fuelled the continuous growth and market leadership of its flagship brand, Hygiene.

What has been the pivotal moment in Hygiene’s life?

The pivotal moment came in 2014, when Hygiene made a decisive shift from a conventional fabric softener to an Expert Brand that goes beyond caring for fabrics to understanding people, their lifestyles, and the rhythm of modern living. With the launch of Hygiene Expert Care, Thailand’s first premium concentrated fabric softener featuring the signature Happy Sunshine scent, the brand redefined what fabric care could mean. It was not just a new product, but a new experience that reshaped the category and elevated Hygiene’s role in everyday life.

At the heart of this evolution is a deeply held belief at I.P. One: “Innovation only matters when it truly understands people.” Guided by this belief, Hygiene evolved from a product-led brand into an insight-led one, grounded in empathy and adaptability. Today, Hygiene is recognized not only as Thailand’s No.1 fabric care softener, but as a brand people genuinely feel connected to reflected in its seven consecutive years as a Kantar Brand Footprint: Most Chosen Brand.

To what source do you attribute your brand strength?

Our six timeless core values for agility and purpose, which are known as the 6Is. These principles form the corporate DNA that guides our strategic decisions, and ensures consistency, even amidst rapid change.

The 6Is are:

01. Insightful – we never stop listening and learning to deeply understand consumers, uncovering real insights that drive meaningful innovation.

02. Innovation – we think beyond convention, constantly developing purposeful innovations with the consumer at the centre of every idea.

03. Into the future – we look forward with vision and determination, always ready to evolve for a better, more sustainable future.

04. Integrity – quality and honesty are non-negotiable. We have built trust through transparency, consistency, and authenticity in everything we do.

05. In-sync – collaboration is our strength, moving as one team with shared purpose and trust, creating sustainable growth together.

06. In Love – we believe that great brands begin with passion, a genuine love for what we do and a purpose to make people’s lives better every day.

How does I.P. One view data?

It’s not merely a historical measurement tool, it’s the heartbeat of true consumer understanding, powering a strategic shift from data-driven marketing to insight-driven innovation. We integrate data from diverse sources, including Kantar Worldpanel for purchasing behaviour, media data, and social listening, to uncover the real, unspoken needs behind consumer behaviour. The goal is to

connect these data points into a complete 360-degree consumer view. This enables the design of real-time personalized experiences and marketing that engages consumers in a way that is both emotionally meaningful and contextually relevant.

What learnings can you share with brands that are seeking global success?

At I.P. One, our biggest learning is simple yet profound: global success does not come from copying what worked at home, but from truly understanding people, cultures, and lifestyles in every market we serve. Guided by a philosophy of being “Localized with Global Standards,” we preserve what makes our brand distinctive trusted quality, consumer-centric insight, and purposeful innovation while adapting seamlessly to each market’s unique rhythm. This approach has enabled Hygiene to grow from a beloved Thai brand into one trusted in over 20 countries across Asia and beyond.

Our journey is not defined by how far we expand, but by how deeply we connect. Because for Hygiene, growth isn’t just about delivering superior products. It’s about creating Brand Affinity that touches real lives. We listen beyond what consumers say to understand what they truly feel, crafting innovations that bring small yet meaningful comfort to everyday life. And that’s why Hygiene doesn’t just live on the shelves or in homes. But it lives in people’s hearts, wherever in the world they call home.

Established in 1929 in Mumbai, India, Parle is renowned for its iconic biscuits. The most beloved of these is Parle-G, which is widely recognised as the world’s best-selling biscuit brand. Parle’s snacking and confectionery products are also popular.

The company’s brands are woven deep within India’s cultural fabric – representing trust, consistent high quality, and good value for generations of consumers across all economic classes and age groups.

Parle’s extensive distribution network enables it to reach even the most remote villages within India, as well as markets across the globe.

In the face of intensifying competition, Parle has prioritised clarifying its brand purpose, adapting its proposition to the modern consumer – in particular aligning itself with healthy eating trends. It has also focused on national identity and pride as a brand lever, not only in its home market, but globally. Parle-G is ‘India's very own biscuit’ – but the brand is also positioned as local in Africa, where it is among the top three players across most nations.

To sustain its growth trajectory, Parle is investing heavily in both IT systems and talent.

We sat down with Mayank P. Shah, the Senior Vice President at Parle, to find out how the company is navigating accelerated digitalisation, shifting consumer priorities, and the complexities of global expansion.

What significant trends have shaped Parle's brand journey over the past decade?

Chiefly, growing consumer awareness regarding health. Previously, snacking decisions were largely taste-driven, but that context has changed, forcing a strategic shift towards providing healthier options to consumers. This demand has accelerated Parle’s focus on innovation.

Another key change is the demand for differentiated products, driven by globalisation. As Indian consumers travel, they seek options and offerings which are on a par with – or better than – the ones which are available.

What really makes Parle stand out in the market?

Our purpose. Consumers don’t just buy into a product or its physical attributes; they’re also buying into the emotional aspect of it. This emotional connection is vital, especially for the younger generation.

Digital transformation is a pivotal challenge for most brands. How is Parle leveraging digital capabilities?

Digital engagement is critical, especially since the younger generation are primarily ‘cord cutters’ who spend their lives on mobile and digital screens. Digitalisation impacts communication, interaction, and ecommerce and quick-commerce (QCOM) – a model focused on ultra-fast delivery – which now contribute significantly to total sales.

Digitalisation enables hyper-localisation, which is the ability to customise communication to target audiences one-on-one, speaking to them in their language. It also supports mass customisation, allowing us to tailor product offerings to specific consumer segments.

What significant trends have shaped Parle's brand journey over the past decade?

What really makes Parle stand out in the market?

Digital transformation is a pivotal challenge for most brands. How is Parle leveraging digital capabilities?

However, the rapid growth of the digital world presents challenges, particularly concerning data accuracy. Data is the new oil, but it requires human expertise to convert it into actionable strategy. This is why Parle invests in people who can really make meaningful information out of that data.

As a large, global company, how does Parle maintain its agility?

Float like a butterfly and sting like a bee! While you may be growing, and scaling your business to new heights, you can never lose your nimbleness.

We adopt strategic organisational approaches – for example, breaking down large projects into micro-projects, and empowering small, cross-functional teams.

What is the key to successful international expansion?

There are some things that are common across all countries – for instance consumer aspirations, and the values parents wish to instil in their children, often remain the same across the globe. However, local sensibilities differ, and must be addressed.

Genuine product differentiation is essential, particularly in developed markets. And differentiation must be meaningful to the buyer: it has to be approached from the consumer’s point of view, not from the manufacturer's point of view.

Local brands aiming for global success should be cautious of two major pitfalls. Firstly, ignoring local sensibilities, and failing to adapt the strategy that has been successful in the home country to the nuances of the new market.

Secondly, beware of overconfidence in your existing products. Brands should avoid the arrogance that their home-country products are automatically the best offerings globally. You must be willing to tweak a product, or even develop something completely different that is tailored to local preferences.

Founded in 1978, Century Pacific has grown to become the Philippines' largest canned food producer, offering consumers a wide range of products in sectors including seafood, meat, milk, coconut and plant-based foods. It is also a leading exporter to more than 80 countries worldwide.

Century Pacific has emerged as one of the Philippines' most forward-looking food enterprises, redefining its core identity over the past decade through aggressive diversification into new categories, and a commitment to long-term value creation. It complemented this portfolio expansion with a strategic reinvention of its business model.

The company has implemented a number of sustainability initiatives – becoming plastic neutral, improving tuna traceability, utilising renewable energy sources for manufacturing facilities, and launching the plant-based unMEAT brand.

Greg Banzon (EVP & COO, CNPF) detailed its strategic shift from scale-driven growth to a model that prioritises speed, consumer connection, and sustainability.

What are the pillars of Century Pacific’s domestic and international growth?

We have expanded aggressively into the dairy category, led by brands like Birch Tree Fortified Milk and Angel culinary milks. This was a game changer, turning dairy into our largest revenue vertical. To future-proof the portfolio, we have broadened into modern categories, launching unMEAT in plant-based foods and Goodest in pet nutrition. The coconut business, anchored on partnerships with the global brand Vita Coco and the domestic success of the Coco Mama coconut cream brand, added another strong export and manufacturing engine. This bold reinvention continues to elevate Filipino brands on the world stage.

What are the secrets to remaining agile?

To ensure we can bring new products to market quickly, we strengthened our
end-to-end integrated value chain – from raw material sourcing all the way to distribution. This has enabled faster innovation cycles and more efficient cost control. The second step was to build an entrepreneurial corporate culture. This actively encourages empowered decision-making and experimentation, fostering teams that act with the speed of startups within a disciplined corporate framework.
Sustainability and purpose are embedded into our growth DNA, redefining success to include environmental and social impact. Programmes such as reducing plastic waste and responsible sourcing are now central to operations, and viewed as a core business driver.

What’s the role of data in your organisation?

The most valuable data today is behavioural and forward-looking. From being primarily a reporting and performance-tracking tool, data has become a strategic engine that drives our decisions across categories, channels, and geographies. We now integrate consumer data and retail data to form a 360-degree view of demand. The aim is to move from simply looking at what happened, to understanding why it happened – and more importantly, what’s likely to happen next. To support predictive analytics, we leverage advanced tools, such as AI-driven simulations, to model virtual consumers and assess brand perceptions. This helps us anticipate demand shifts, test positioning strategies, and refine innovation pipelines before going to market.

Where is Century Pacific on its digital transformation journey?

The goal of our digital evolution is to transition from a traditional FMCG player into a data-empowered, consumer-connected food enterprise. This involves embedding digital intelligence across the value chain, from demand forecasting to developing ‘phygital’ brand experiences.

How do you gain competitive edge on the global stage?

The key lesson learned from competing with global, established players is that it’s less about size and more about speed, focus, and precision. Global brands move with scale, but we win by reading markets quickly, acting decisively, and delivering consistent quality and value that resonate with consumers. By combining operational excellence with a deep understanding of evolving consumer values and sustainability, we can uplift lives and share the best of the Philippines with the world.

PT Mayora Indah Tbk. has made a remarkable journey from its roots as a home bakery in 1948 to a global food and beverage player that reaches 90% of Indonesian households. Its products are also distributed to over 90 countries across five continents.

The company produces a diverse range of products across various categories, including biscuits, candies, chocolates, coffee, instant foods, cereals and healthy foods. It is widely recognised as the world's largest manufacturer of coffee candy through its popular Kopiko brand.

Mayora views agility as a non-negotiable component of its corporate DNA, especially when it’s competing against established global brands. With a focus on “innovation with a local twist”, it aims to develop products that truly delight consumers.

Successful launches include Teh Pucuk Harum, the first ready-to-drink (RTD) tea brand to use the tips of tea leaves providing a unique flavour highly relevant to local tastes, and Choki Choki, a chocolate paste packaged in a tube to handle tropical climates.

Ricky Afrianto, Director & Global Marketing Director, charted Mayora’s remarkable journey from humble biscuit start-up to global giant

How do you maintain operational speed and agility?

Agility must be genuine, not merely an aspirational narrative. However, maintaining agility while striving for continuous growth is one of our biggest ongoing challenges. We constantly review processes, fixing issues fast, and moving on. This rapid decision-making is a key competitive advantage to help us to win our consumers.

What are the keys to successful global expansion?

Achieving status as a global brand requires more than merely exporting products; it demands tailoring innovation to specific local tastes. This principle – World-Class Innovation with a Local Twist – is the heart of everything at Mayora.

Cultural adaptation is essential. While universal brand values and positioning can remain consistent across markets, the specifics of food and drink must change based on local consumer profiles. For instance, coffee preferences vary significantly in terms of creaminess and strength between Indonesia, Vietnam, and the Philippines. This is a big challenge because the more markets you go into, the more complex it is.

What digital challenges is Mayora facing?

Technology has advanced to the point where data is abundant, which can be overwhelming. The true challenge is transforming raw data into actionable insights and strategic ideas. We employ a balanced approach, guided by the formula: intuition supported by research. This blend allows us to make informed yet strategic decisions, recognising that data alone cannot solve all problems.

How has Mayora benefited from digitalisation?

It has helped us centralise data from various sources – including market share, brand health, and media spend – to create a more comprehensive view of performance. We also leverage AI for early-stage creative development, although it currently still need to improve further to capture human reactions and emotional nuances perfectly.

What is Mayora’s strategy for international expansion?

Mayora has intentionally pursued a global strategy since its founding, expanding gradually to ensure strong return in each investment. Stay close & listen to our consumers is very importants. Excessive confidence can blind owners and leaders – but success relies on retaining focus and humility. If consumers pay with their hard-earned money, brands must respect that by providing more value. The ultimate mission is delighting consumers.