Retail News CRM

Author: Mei Ling Tan

  • Ayala Land Signs Makro Wholesale for Four Mixed-Use Luzon Estates

    Ayala Land Signs Makro Wholesale for Four Mixed-Use Luzon Estates

    Ayala Land Inc. Signed long-term lease agreements with Makro Philippines to open four large-format wholesale stores across its master-planned estates in Luzon.

    The rollout puts the wholesale brand into Cloverleaf in Quezon City, Arca South in Taguig, Broadfield in Laguna, and Evo City in Cavite.

    Lease Terms and Property Footprint

    Under the agreement, Ayala Land retains land ownership across the standalone sites in Broadfield, Evo City, and Cloverleaf. Makro will finance, construct, and operate those three locations. At the 74-hectare Arca South development in Taguig, the retailer will take space directly inside the local Ayala Mall.

    Makro Philippines operates as a joint venture between conglomerate Ayala Corp. And Thailand-based CP Axtra Public Co. Ltd., the wholesale and retail arm of Charoen Pokphand Group. The stores will sell fresh produce, dry groceries, imported lines, and nonfood merchandise to commercial buyers and retail households through physical warehouses and an integrated digital ordering platform.

    Wholesale Expansion Across Growth Corridors

    Wholesale clubs and membership formats across Southeast Asia have accelerated their push beyond central business districts to capture rising suburban grocery spend. CP Axtra has pursued international growth outside Thailand to scale its cash-and-carry model, while Ayala Land gains steady rental yields and anchor foot traffic across its mixed-use land bank.

    Development schedules now shift to site preparations at Broadfield and Evo City as Makro begins construction across the three standalone suburban plots.

  • Balter Brewing Launches Dark Lager Exclusively with Liquorland in Australia

    Balter Brewing Launches Dark Lager Exclusively with Liquorland in Australia

    Balter Brewing, an Australian craft beer producer, has unveiled its new dark lager, Balter Black. The product is launching as an exclusive retail offering through Liquorland, one of Australia’s prominent liquor retailers. This partnership highlights the growing consumer demand for diverse beer options, particularly in the dark brew segment.

    The Balter Black lager is designed to appeal to drinkers seeking an alternative to traditional heavy stouts. It combines the characteristic chocolate notes and mild roasted flavour of a dark malt with the lighter, crisp profile typically found in standard lagers. This approach aims to capture consumers who are drawn to the increasing popularity of dark beers, influenced by the resurgence of traditional varieties like Guinness.

    Exclusive Retail Partnership

    Initially developed as a limited-run special brew, Balter Black is now being brought to a wider market through its collaboration with Liquorland. This exclusive distribution model gives Liquorland a unique product in a competitive retail landscape, potentially driving foot traffic and sales for the retailer. For Balter Brewing, it secures significant shelf space and market penetration for their new product.

    Exclusive product launches and strategic retail partnerships are a common and effective strategy for brands seeking to gain market share or introduce new categories. In Asia, similar models are frequently seen, with craft brewers in markets like Japan and Singapore often partnering with specific supermarket chains or online platforms to launch new limited editions or seasonal brews. This allows brands to test market response while offering retailers a competitive edge. The trend for premium and craft alcoholic beverages continues to grow across the Asia-Pacific region, with consumers increasingly looking for unique flavour profiles and brand stories.

    Responding to Consumer Trends

    The introduction of Balter Black directly addresses evolving consumer preferences within the Australian beer market. The rising interest in dark beers, alongside a general appreciation for craft and specialty brews, indicates a shift from mainstream lagers towards more nuanced and experimental styles. By offering a dark lager that is both flavourful and approachable, Balter Brewing positions itself to capitalise on this trend, providing a product that caters to both seasoned dark beer enthusiasts and those exploring the category for the first time.

  • Kinrise Expands Poppin Snack Range with Maltesers Popcorn in Australia

    Kinrise Expands Poppin Snack Range with Maltesers Popcorn in Australia

    Australian food manufacturer Kinrise has launched Maltesers-flavoured ready-to-eat popcorn in retail aisles nationwide. The rollout extends its existing brand partnership with confectionery giant Mars Snacking.

    The product sells in a 110-gram sharebag format tailored for supermarket snack aisles across Australia. It blends traditional popped corn with malt and chocolate seasoning based on the Mars confectionery brand.

    Mars Snacking partnership and packaging updates

    This release builds on an established commercial licensing agreement between Kinrise and Mars Snacking. Alongside the new malted variant, Kinrise refreshed the packaging across its Mars Bar flavoured popcorn range.

    Kinrise also introduced a dedicated multipack format for that Mars Bar popcorn line. The pack contains smaller, single-serve bags designed for lunchboxes and on-the-go shoppers seeking portion control.

    Supermarket aisle brand crossover trends

    Confectionery licensing into adjacent grocery categories is gaining speed across Asia-Pacific supermarkets. Packaged food manufacturers lean on established sweet brand equity to attract impulse buyers facing higher grocery price points.

    Retail buyers in Oceania increasingly set aside shelf space for hybrid sweet snacks bridging savoury chips and premium confectionery. Kinrise and Mars Snacking will track scan data across major supermarket accounts as the 110-gram format moves through national inventory systems this quarter.

  • South Korea Tightens Regulatory Requirements for Foreign Food Facility Imports

    South Korea Tightens Regulatory Requirements for Foreign Food Facility Imports

    South Korea has strengthened its regulatory framework for food imports, imposing tighter requirements on overseas facilities that manufacture and process products bound for the domestic market.

    The updated measures target foreign food manufacturing plants and export facilities, increasing scrutiny on safety standards and compliance records before shipments clear customs.

    Stricter oversight for overseas facilities

    Under the enhanced framework, overseas food production sites supplying South Korean buyers must meet updated registration and safety verification rules. Importers and foreign operators must maintain verified documentation confirming compliance with national safety standards, reducing contamination risks across cross-border supply chains.

    Border authorities retain the mandate to audit and inspect overseas facilities directly when risk factors or compliance discrepancies arise during entry processing.

    Regional trade and compliance demands

    Regulators across East Asia continue to raise the bar for food safety governance, aligning import protocols with domestic manufacturing standards to protect consumers. Stricter facility requirements place heavier administrative obligations on international food brands and regional suppliers exporting packaged food, raw ingredients, and agricultural commodities to South Korea.

    Foreign suppliers and domestic importers must complete required registrations and facility filings ahead of scheduled shipping cycles to prevent port delays and product rejections.

  • City Chic Lifts Underlying Earnings 92% to $12.3 Million Despite US Sales Drop

    City Chic Lifts Underlying Earnings 92% to $12.3 Million Despite US Sales Drop

    City Chic Collective nearly doubled its underlying core earnings to $12.3 million in the fiscal year ended June 28, despite total group revenue slipping 3 per cent to $130.5 million.

    Margin expansion and strict operational discipline drove underlying earnings before interest, taxes, depreciation, and amortisation up 92 per cent from the previous year.

    Australia and New Zealand anchored the turnaround. Revenue across the home market rose 7.6 per cent to $113.8 million, with comparable sales lifting 5.6 per cent across physical stores and digital channels. Higher average selling prices and steady customer acquisition cushioned the group while its overseas operations took a hit.

    Retreat from American Tariffs

    The United States delivered a sharp contraction. US sales plunged 42 per cent after management deliberately throttled purchasing activity to limit exposure to import tariff volatility.

    To fix the unit economics, City Chic converted its US Amazon operation from a wholesale setup to a direct marketplace model. Group inventory fell 11 per cent to $24.1 million by the close of the financial year, reflecting reduced capital tied up in North American stock.

    The Sydney-based apparel retailer has deployed automated forecasting and software tools to sharpen buying decisions and lower product return rates. Chief executive Phil Ryan said the company has built a simpler and more resilient operating base after clearing out high-risk inventory channels.

    Trading Momentum in Early FY27

    Cross-border apparel brands have faced intense margin pressure across international channels over recent reporting cycles, forcing operators to protect local margins rather than chase unprofitable foreign volume. City Chic’s retrenchment in North America reflects a broader shift among Australasian specialty chains refocusing on core domestic trade.

    Early numbers indicate the strategy is holding. Comparable store sales in Australia and New Zealand rose 11.4 per cent through the first seven weeks of FY27, with management forecasting a return to revenue and margin growth in the US during the first half.

  • Loft Returns to Hong Kong with 3,500-Product Pop-Up at Moko

    Loft Returns to Hong Kong with 3,500-Product Pop-Up at Moko

    Japanese lifestyle chain Loft returned to Hong Kong on August 22, opening a 3,500-product pop-up store at the Moko shopping mall in Mong Kok.

    The one-year temporary location is run by local retail operator Yaichi under a pricing model pegged directly to Japanese domestic rates. The store carries inventory across stationery, cosmetics, homeware, gifts and seasonal items, reviving the Japanese brand’s presence in the territory following an earlier exit.

    Merchandise lineup and price matching

    Yaichi built the retail concept around a Japan Price Match guarantee to counter gray-market importers and cross-border shopping. The outlet stocks exclusive items including the Loft Limited Tote Bag, B-Side Label vinyl stickers, and beauty lines such as Vim Beauty, a cosmetics label developed by Japanese creator Marilyn.

    Alongside shelf pricing, the operator rolled out a dedicated membership tier called Yaichi Loft Tomo. The programme offers members discounted pricing and promotional perks during the pop-up’s stay at the Sun Hung Kai Properties-owned retail complex.

    Testing demand through local franchise partners

    Japanese variety and lifestyle chains have adjusted their overseas playbooks across Greater China, using franchise and distribution partners rather than heavy direct capital investments. Loft previously opened its first direct flagship in Shanghai in mid-2020, but the Hong Kong format relies entirely on Yaichi to manage local stock and lease commitments.

    The Moko pop-up is scheduled to trade through August 2027, giving the brand a 12-month window to gauge consumer response before committing to permanent standalone stores in the city.

  • Mid-Market Retailers Risk Logistics Stalls as Growth Outpaces Warehouses

    Mid-Market Retailers Risk Logistics Stalls as Growth Outpaces Warehouses

    Fast-growing retailers risk capping their own expansion when warehouse operations and inventory models fail to adapt to higher order volumes, according to supply chain advisory firm Prological Consulting.

    Operational breakdowns typically surface when mid-market businesses reach national scale, creating sudden spikes in freight bills, warehouse labour hours, and fulfilment errors.

    Peter Jones, managing director and founder of Prological Consulting, said businesses frequently rely on informal employee knowledge and manual workarounds during early growth phases. While nimble setups support early trade, those same methods turn into severe constraints once product catalogues and sales channels multiply across regions.

    Warning signs in warehouse operations

    Operational friction usually appears first in financial metrics monitored by chief financial officers and operations heads. Unbudgeted transport charges, rising import costs, and climbing warehouse labour hours signal that existing facilities can no longer handle inventory flow efficiently.

    Fulfilment disruptions follow quickly. Split shipments, inaccurate stock counts, and delayed customer deliveries indicate that facility layouts and tracking methods have reached capacity limits.

    Jones cited a Sydney-headquartered retailer that expanded from a startup into a national store network and online business generating 45 million Australian dollars in annual turnover. The company operated out of an overcrowded warehouse where pallets blocked internal transit paths and inbound import processing slowed due to heavy reliance on a handful of veteran workers.

    The business resolved the bottleneck by shifting into a larger facility within six months. The transition allowed the retailer to surpass its revenue forecasts and restore reliability across its e-commerce fulfilment operation.

    Balancing automation and inventory compromises

    Competing effectively against automated logistics networks requires retailers to integrate machinery and digital tracking into their supply chain plans. Manual operations face higher unit handling costs and slower turnaround times compared to rivals using automated storage and retrieval systems.

    Across the Asia-Pacific region, mid-tier consumer brands encounter similar friction when transitioning from local store footprints to omni-channel distribution. Operators that delay warehouse redesigns often see fulfilment expenses consume operating margins before corrective capital investments are made.

    Retailers must evaluate trade-offs between inventory holding costs, distribution points, and lead times rather than pursuing unattainable logistics perfection. Merchandising teams, store networks, digital storefronts, and third-party logistics partners need coordinated forecasting to prevent misplaced stock across regional hubs.

    Prological expects automated picking systems and predictive replenishment tools to dictate cost competitiveness as regional freight and warehouse labour expenses remain elevated.

  • Doris Magsaysay Ho Becomes First Woman to Win RVR Nation Building Award

    Doris Magsaysay Ho Becomes First Woman to Win RVR Nation Building Award

    Doris Magsaysay Ho has received the Ramon V. Del Rosario Nation Building award in Manila, making her the first woman to win the business honour since its creation in 2010.

    Ho leads the Magsaysay Group of Companies, a Philippine shipping, human resources, and logistics group operating in a sector where Filipino seafarers account for more than 25 percent of the global maritime workforce.

    Workforce Equity in Transport and Logistics

    Women represent only 6 percent of the Philippine seafaring workforce, according to data from UP-CIFAL Philippines, with most concentrated in passenger catering and hospitality rather than technical posts. Under Ho, Magsaysay secured EDGE Assess certification for gender equity after lifting female representation in junior management roles to 45 percent.

    Her group also set up internal support systems for crew members. The company operates Fundamayan for family emergency aid and MATTERS, a dedicated program handling healthcare, financial literacy, and career planning for Filipino crews deployed globally.

    Training Capacity and Regional Board Leadership

    To secure skilled labour for international routes, Magsaysay partnered with Japan’s Mitsui O.S.K. Lines in 2018 to establish the MOL Magsaysay Maritime Academy, a facility built to train up to 1,000 cadets annually.

    For supply chain operators across Southeast Asia, crewing and vessel management remain critical bottlenecks as global fleets push for higher compliance and skilled technical crews. Previous recipients of the award include SM Group founder Henry Sy Sr., Jollibee Foods founder Tony Tan-Caktiong, and Ayala Corporation chairman Jaime Augusto Zobel de Ayala.

    The award is administered by the PHINMA Group, De La Salle University, the Asian Institute of Management, and Junior Chamber International Manila, with candidate evaluations conducted annually.

  • Shein Heads to Hong Kong Listing as Dual-Class Shares Draw Scrutiny

    Shein Heads to Hong Kong Listing as Dual-Class Shares Draw Scrutiny

    Shein is preparing to list its shares in Hong Kong next month, five years after beginning its initial public offering push across Western exchanges.

    The online fast-fashion giant generated $41.8 billion in annual sales last year, but its listing filing shows four co-founders will retain 90 per cent of voting power through a dual-class share structure.

    Under that arrangement, class A shares carry 10 votes each compared to a single vote for class B shares. The founders hold 59.6 per cent of total equity without a fixed expiry on their voting control. Shein also combines the positions of chief executive and chairman, with its four founders occupying board seats while only three of seven directors are independent.

    Emissions and Supply Chain Audits

    Regulators in Europe and the United States continue active investigations into the retailer. The European Commission and the US Federal Trade Commission are examining its operations following prior penalties in France over discount pricing and in Italy over environmental marketing claims.

    Shein expanded its annual sustainability report to 118 pages last year, up from 28 pages in 2021, and formed an external advisory board to address oversight concerns. Audits graded 53 per cent of its suppliers in the top tier in 2025, an increase from 47 per cent in 2024.

    Environmental data filed by the company showed greenhouse gas emissions roughly double those of Zara parent Inditex in 2025. Inditex posted revenue of €39.9 billion ($46.54 billion) during the same period, while Shein churned out 4,700 new styles per day across a catalogue topping 2 million garments.

    Cross-Border Scrutiny Mounts

    Cross-border e-commerce platforms operating out of Asia face stiffening enforcement in Western markets. The European Commission recently levied fines of €550 million on Alibaba unit AliExpress and €200 million on PDD Holdings unit Temu over product compliance.

    For retailers across the region, Shein’s listing marks a shift away from New York and London toward Asian capital markets after political pushback. Yet the heavy concentration of founder control tests how institutional investors value ultra-fast supply chains against governance standards.

    The retailer now heads into investor roadshows ahead of the Hong Kong trading debut scheduled for next month.

  • Coty Full-Year Revenue Drops Five per Cent to US$5.8 Billion Ahead of Gucci License Loss

    Coty Full-Year Revenue Drops Five per Cent to US$5.8 Billion Ahead of Gucci License Loss

    Coty posted a five per cent decline in full-year net revenue to US$5.8 billion as the beauty group prepares to surrender its lucrative Gucci license.

    Fourth-quarter adjusted EBITDA dropped 26 per cent to US$93.6 million, dragging operating margins down 270 basis points to 7.4 per cent. Like-for-like sales in the final quarter slipped one per cent to US$1.3 billion, prompting Coty shares to fall 7 per cent in after-hours trading after management withheld financial guidance for fiscal 2027.

    Markus Strobel, Coty executive chairman and interim chief executive, designated fiscal 2027 a transition year focused on lowering fixed overheads. The departure of Gucci Beauty will trigger an additional drop in revenue and profit in fiscal 2028.

    Fixed costs and new fragrance licenses

    Management plans to counter the Gucci exit by cutting fixed corporate costs and expanding newer licensing contracts. The pipeline relies on cosmetics under Marc Jacobs Beauty alongside fragrance agreements with Swarovski, Etro and Marni.

    GlobalData managing director Neil Saunders noted that replacing Gucci volume requires stronger performance from remaining prestige lines, especially across department stores and travel retail networks. Retail OCD chief executive Barney Stacher cautioned that cost reductions cannot compensate for weak brand heat across mass colour cosmetics lines such as CoverGirl, Rimmel and Max Factor.

    Mass beauty shelf pressure

    Fragrance sales continue to generate cash across Asian metropolitan markets, but Coty’s mass cosmetics portfolio faces intense shelf competition from nimble regional and domestic beauty labels. Rebuilding brand visibility in physical retail and digital storefronts requires targeted product development rather than broad promotional discounting, according to Pepperdine Graziadio Business School marketing professor Kimber Maderazzo.

    Coty will deliver the final decisions from its strategic review of the Consumer Beauty unit by the end of 2026 before the Gucci transition takes effect in fiscal 2028.

  • Shrinkflation Pushes Half of Australian Grocery Shoppers to Switch Brands

    Shrinkflation Pushes Half of Australian Grocery Shoppers to Switch Brands

    Eighty-five per cent of Australian grocery shoppers have noticed shrinkflation on supermarket shelves, driving half of them to seek out competitor brands when pack sizes shrink.

    The findings from the 2026 Australian Grocery Shopper Report show that reducing pack volumes rather than raising shelf prices carries immediate commercial risks for FMCG manufacturers. Overall price remains a decisive factor for six in 10 shoppers, but consumers now weigh cost directly against product volume, quality, and ingredient integrity.

    The cost of breaking consumer habits

    Consumer tolerance for stealth volume cuts has eroded sharply across grocery aisles. Focus Insights found that 60 per cent of shoppers do not believe packaged goods companies are transparent about size adjustments. When presented with the choice between a price increase or fewer biscuits in a pack, 59 per cent preferred the product to stay at its original size.

    Downsizing familiar products breaks repeat purchasing cycles. One in two consumers surveyed said they actively seek alternatives if a favourite item shrinks. One in three said they purchase the downsized product less often, and one in five said they stop buying the product altogether.

    The promotional trap for FMCG brands

    Price discounting adds another layer of margin pressure across the category. Nine in 10 shoppers said price promotions influence what they place in their baskets, with 57 per cent stating discounts almost always dictate their purchases. Frequent discounting cycles have conditioned 67 per cent of shoppers to defer purchases until products go on sale rather than pay full shelf price.

    For retailers and consumer packaged goods brands across Asia-Pacific markets, managing rising input costs requires explicit communication on shelf. Quietly trimming product weights threatens core volume share in high-frequency categories where private label substitutes are readily accessible.

    Focus Insights chief executive Deane Hubball and Believe You Me founder Blair Triplett will present the detailed category breakdowns and shopper sentiment data at industry briefings in Melbourne and Sydney next month.

  • Australian Retailers Face Margin Squeeze as 59% of Shoppers Shun Full Price

    Australian Retailers Face Margin Squeeze as 59% of Shoppers Shun Full Price

    Australian retailers must overhaul operational discipline as 59 per cent of shoppers now refuse to pay full price, according to Grant Thornton Australia’s 2026 Retail Dealtracker analysis.

    Data from Australia Post’s FY26 fourth-quarter e-commerce update shows 46 per cent of consumers will switch stores for a discount, while 32 per cent report increased price sensitivity.

    The advisory firm identified five interconnected capabilities required to protect margins: customer proposition, earnings quality, operating model, technology, and organizational capability. Mounting pressure on household budgets means customer retention, repeat visits, full-price sales ratios, and customer lifetime value now carry far more commercial weight than raw top-line revenue growth.

    Protecting Margins Beyond Top-Line Sales

    Converting sales into profit requires tighter control over inventory, customer acquisition costs, returns, and shrinkage. Tam Goldin, financial advisory partner at Grant Thornton Australia, noted that many merchants need to strengthen fundamental disciplines, including clearer pricing and operating models that scale without adding unnecessary overhead.

    Shrinkage remains a critical operational drain for large physical store networks, while changing wage settings require closer management of store labor deployment. Retailers must track where value is lost across working capital rather than relying solely on headline profit and loss statements.

    Restructuring Operations and Supply Chains

    Scaling businesses frequently outgrow founder-led workflows, creating operational bottlenecks across supply chains and merchandising. Kirsten Ridgway, management consulting partner and head of retail at Grant Thornton Australia, pointed out that the largest opportunities emerge when companies simplify decision-making and align capital spending with actual customer demand.

    Supply chain models require flexible sourcing and inventory visibility to handle fluctuating lead times and freight expenses. Technology investments must resolve specific operational problems, starting with foundational systems such as point-of-sale platforms, integrated inventory tracking, and clean customer data before deploying artificial intelligence for demand forecasting and pricing.

    Across Asia-Pacific markets, rising labor costs and deal-seeking consumer behavior have forced merchants to pivot away from rapid floor-space expansion toward customer lifetime value and strict loss prevention. Retailers now face the next reporting cycle with shrinkage rates, full-price sales percentages, and inventory turns serving as the decisive operational numbers to track.

  • Mondelēz Rolls Out Three Limited Oreo Flavours in National Consumer Vote

    Mondelēz Rolls Out Three Limited Oreo Flavours in National Consumer Vote

    Mondelēz International released three limited-edition Oreo flavours across Australia on August 24. Consumers will vote on which variant secures a permanent production run in 2027.

    The Twist, Lick, Vote promotion opened with an online presale before stock hit supermarket shelves nationwide. Banana Pudding, Deep Fried, and Chicken & Waffles make up the experimental trio.

    Flavour profiles and voting mechanics

    Banana Pudding combines banana and vanilla pudding flavoured creme in a dual layer between vanilla wafer cookies. The other two entries rely on savoury and novelty profiles to drive social engagement and trial purchases.

    Shoppers cast votes online after sampling the range. The flavour with the highest tally transitions to regular factory production next year.

    Crowdsourced menu strategy

    Packaged food manufacturers across the Asia-Pacific region frequently run voting campaigns to test unconventional formulations without committing to full manufacturing lines. The tactic limits inventory risk while driving retail footfall.

    Mondelēz has not disclosed production volumes for the limited batch or the exact closing date for voting. Tally results and the winning permanent flavour will follow once polling wraps up.

  • Australian Grape & Wine Chief Executive Lee McLean to Step Down

    Australian Grape & Wine Chief Executive Lee McLean to Step Down

    Australian Grape & Wine chief executive Lee McLean will step down next month after eight years with the national industry body.

    McLean took the helm in 2022 following five years as general manager of government relations. He brought more than a decade of background in agricultural policy, trade negotiations, and international relations to the peak industry group.

    Leadership transition

    The departure concludes McLean’s four-year leadership term as chief executive, during which he represented Australian grape growers and winemakers through complex regulatory and trade shifts across regional export markets.

    “I’ve given this role everything I have, and I know it’s the right time to step away and allow space for fresh thinking and leadership,” McLean said.

    Trade and policy tenure

    Prior to his appointment as chief executive, McLean directed government relations for five years, shaping industry advocacy on market access and domestic policy. His tenure coincided with major trade adjustments for Australian wine exporters, particularly across key destinations in the Asia-Pacific region.

    The organisation will outline its leadership succession plan ahead of McLean’s formal departure date next month.

  • Drugmakers Turn to Gyms and Metros to Drive China Weight-Loss Sales

    Drugmakers Turn to Gyms and Metros to Drive China Weight-Loss Sales

    Global and local drugmakers are plastering Chinese metro stations, gyms, and sports stadiums with obesity campaigns to capture a 30 billion yuan weight-loss market. China bans direct-to-consumer advertising for prescription medicines, forcing pharmaceutical companies to sell lifestyle interventions rather than brand names to a population where overweight rates could top 65 per cent by 2030.

    Eli Lilly, Novo Nordisk, Pfizer, and domestic group Innovent Biologics are vying for early dominance in once-weekly GLP-1 injections. In the second quarter, Lilly took the top spot in sales on Alibaba’s Tmall and JD.com, according to Jefferies data. To sustain demand, companies place unbranded warnings about sleep apnoea and fatty liver disease in high-traffic public transit hubs and fitness chains.

    Sidestepping the Ban on Drug Ads

    Regulations permit pharmaceutical brands to discuss disease symptoms publicly, provided they omit specific prescription product names. Lilly ran subway displays in Shanghai’s Jing’an district alerting commuters to the links between snoring and excess weight, while Innovent partnered with delivery giant Meituan on transit billboards highlighting fatty liver reversal. Innovent also promoted weight management messages during football matches in Suzhou and featured a mascot named Madudu, echoing the generic name of its mazdutide injection.

    Pfizer collaborated with gym chain Supermonkey on public workout events in Shanghai. State broadcaster CCTV worked with Novo Nordisk on a public health exhibit in Beijing featuring group dancing. These street campaigns drive consumers directly to hospital consultation rooms. Doctors at clinics in Shanghai and Guangzhou report that patients increasingly ask for specific treatments by name, shifting from Novo’s semaglutide to Lilly’s tirzepatide and Innovent’s mazdutide.

    The Race for a Four Billion Dollar Market

    China’s prescription weight-loss segment generates between 3 billion and 4 billion yuan today. JP Morgan projects that total will hit 30 billion yuan, or roughly $4 billion, within five to seven years. Novo Nordisk started the race with a late 2024 rollout, Lilly entered in January 2025, Pfizer issued its first prescriptions in April, and Innovent rolled out its drug in July 2025.

    RetailNews Asia notes that healthcare brands across East Asia have long used subtle educational pushes to bypass medical marketing restrictions, but the intensity in China now mirrors consumer FMCG marketing more than traditional clinical outreach. Competitors are actively adjusting their public phrasing to match consumer vocabulary, moving budget away from purely hospital-focused sales representatives.

    Regulators in the region are watching the grey area closely. Lilly paused an obesity awareness campaign in India earlier this year after local authorities raised concerns that public outreach coincided directly with the market launch of Mounjaro. In China, market regulators will determine whether mascot branding and metro displays cross into unlawful prescription drug promotion as rollout volumes climb through the end of 2026.