In the evolving marketing landscape, "private customization" is gaining momentum. This trend reflects a shift toward meeting the unique needs of individual consumers through highly segmented and personalized offerings. Since the summer of 2013, Coca-Cola introduced the "Name Bottle" campaign, while in the 2020 Spring Festival, Terunsu launched its "Customized Gift Is Irreplaceable" initiative. These campaigns targeted different family members, promoting products on Tetra Boxes, and even offering custom red wine with company logos or entrepreneur photos, all of which captured market attention. While private customization offers immense value to consumers, it poses significant challenges for businesses in terms of profitability and scalability. For fast-moving consumer goods (FMCG), especially in the beverage and food industries, full-scale personalization remains impractical. So, what kind of customization can be implemented more efficiently? The rise of the internet has transformed the customization model. In the clothing industry, private customization has existed for years but was limited in reach due to small-scale operations. However, with the emergence of C2B (Customer-to-Business) models, the internet enables modularized consumer needs, allowing users to submit personalized preferences directly to manufacturers. This streamlined process makes large-scale customization feasible. According to Bai Zhuqing, a liquor marketing expert, traditional businesses struggle with C2B because consumers lack an accessible platform to express their desires, and companies cannot efficiently aggregate and respond to these requests. Custom platforms solve this by acting as intermediaries, collecting user data, and facilitating tailored production. In the liquor industry, despite restrictions from the "three public consumption" policy, some companies have embraced customization. For example, Wine Gourd Network introduced a C2B model last year, offering personalized wine bottles and packaging. With over 100 themes—ranging from birthdays and weddings to business gifts—this approach caters to diverse consumer needs. Zhang Gaoxian, president of Jiululu.com, believes that the C2B model is essentially an Internet-driven strategy. By launching an online platform, brands can meet the demand for individual customization, achieving true personalization like “one bottle per customer.” This model emphasizes focus, word-of-mouth, and speed. In manufacturing, shifting from mass production to customization is not just a concept—it’s a systemic change. Mengniu, for instance, is transitioning from batch production to C2B. Its new product, “Himilk,” involves a customized approach where 100,000 users are engaged in a year-long supply chain. They can visit the ranch, interact with the company, and provide feedback on taste, nutrition, and packaging. In the digital age, fan power is growing stronger. Companies are increasingly focusing on fan engagement, listening to their voices, and developing products based on their needs. Xi Gang, president of New Hope Dairy, emphasizes that success in the Internet era requires not only satisfying employees but also customers. By making users feel valued, companies can better understand real consumer needs and drive innovation. New Hope Dairy’s “Taste Lavender” is a result of this philosophy. It allows fans to participate in product creation, turning rational ideas into emotional appeal. However, building such a product requires high professional standards, from R&D to packaging. The company set up an online and offline platform, encouraging fans to think creatively and mix scenes and visuals, ultimately selecting the most popular flavor to produce. From private customization to group-based customization, the latter may be more suitable for FMCG. According to Li Liang, research director at Cliff Marketing Institute, complete personalization is unrealistic and uneconomical in the FMCG sector. Instead, group customization focuses on mainstream or regional preferences rather than individual needs. Xiaomi's success with its Mi Chat platform demonstrates this approach. Initially gathering a community of users, they evolved from discussing Android systems to shaping smartphone features. Based on fan input, Xiaomi developed affordable, fan-centric smartphones without targeting individuals. Similarly, “Taste Travel” aims to build a crowd-creation platform, engaging fans in designing unique products. Through continuous interaction, fans can create personalized items, forming a community around shared interests. The brand also plans offline tastings in cities like Chengdu, Beijing, and Qingdao, combining online and offline efforts to refine products. In conclusion, while full personalization remains challenging in FMCG, group-based customization offers a practical and scalable alternative. Brands that embrace this model, leveraging both technology and fan engagement, can effectively meet evolving consumer demands.

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