







































 
 

 

45 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

Asian Business Research Journal 
Vol. 9, 45-55, 2024 
ISSN: 2576-6759 
DOI: 10.55220/25766759.184 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 
 

 

 
A Study on the new Media Marketing Strategies of new Tea Beverage Companies: A 
Case Study of KF Cha 

 
Zi Qi Zhou1 
An-Shin Shia2

 
 

 
 
 

1,2Business School, Lingnan Normal University, Zhanjiang, Guangdong, China. 
Email: 2759209526@qq.com  
Email: 18875991570@qq.com  
( Corresponding Author) 

 
Abstract 

The proliferation of new media platforms, coupled with the burgeoning growth of the new tea 
beverage market, has engendered a fiercely competitive business environment. This study 
investigates the marketing strategies of KF Cha, a notable player in the industry, by employing a 
mixed-methods approach that includes a questionnaire survey and strategic analysis tools such as 
PEST and SWOT. The questionnaire, comprising 25 items across four dimensions—
demographics, purchasing behavior, marketing perceptions, and feedback—yielded a 90.5% 
response rate with 181 valid returns. The analysis reveals deficiencies in KF Cha’s marketing 
approach related to the principles of engagement, consumer benefit, interactivity, and 
personalization. The research culminates in the formulation of tailored enhancement strategies 
aimed at addressing these identified gaps. 

 
Keywords: Brand personalization, Consumer engagement, Marketing strategy, New media, New tea beverage industry. 
JEL Classification: E2; E3; M1; M3. 

 
1. Introduction 

The swift advancement of internet technology in recent years has precipitated the rise of new media, which is 
noted for its rapid dissemination, interactive nature, and precision in targeting. These characteristics present both 
novel opportunities and significant challenges for corporate marketing strategies. The widespread penetration of 
new media has spurred companies to harness its platforms for market expansion and brand promotion. 

Coinciding with this technological surge, the growth of the national economy and the elevation of citizens’ 
living standards have triggered substantial changes in consumer behavior. There is an increasing emphasis on 
individuality and wellness among consumers, which has fuelled a rising demand for innovative tea beverages. The 
new tea beverage sector experienced a sudden boom in 2010, and by 2022, the market had exceeded the 2900 
billion RMB threshold in China. As of now, the industry’s estimated market value stands at approximately 3333.8 
billion RMB (Wang, 2023), with a consistent upward growth trend. 

This vigorous expansion has substantially influenced the economic chain and business landscape of the new tea 
beverage industry. In the realm of brick-and-mortar establishments, the market in tier-one cities has approached 
saturation, prompting leading brands to shift their gaze towards tier-two, three, and even four cities in pursuit of 
fresh avenues for growth. The market’s foray into these “lower-tier” cities has seen a proliferation of street brands, 
intensifying competitive dynamics (Yuan et al., 2024). 

In light of these developments, securing a competitive edge in the bustling market requires new tea beverage 
companies to continually refine and innovate their marketing approaches. This study endeavors to conduct a 
thorough analysis of the challenges faced by KF Cha in its business operations and to devise targeted optimization 
strategies. The findings are intended to offer insights for the strategic development of not only KF Cha but also 
other brands within the new tea beverage sector. 

 

2. Literature Review 
The New Tea Beverage Industry: Research on the new tea beverage industry primarily focuses on the study of 

well-known chain beverage stores. Kim and Park (2021) investigated the marketing strategies of global coffee 
companies such as Starbucks and Blue Bottle in the context of modern consumer characteristics and global 
franchise space design, identifying aesthetics, interactivity, and value as the three marketing characteristics of space 
design that meet the needs of modern consumers and enhance the unique value of the brand. Wang (2021) studied 
the different marketing strategies of Starbucks and Luckin Coffee in the coffee industry, analyzing the varying 
impacts of different pandemic periods on Starbucks and the countermeasures adopted by the company. In recent 
years, tea beverage consumption has gradually gained popularity in China, becoming a fashionable demand and 
culinary culture. Wang Yingchang (2020) argues that new tea beverage companies should develop high-quality 
products, reasonable prices, and marketing strategies with their own corporate characteristics to win over the 
majority of consumers. By continuously innovating products and keeping up with consumer trends to meet 
customer needs, marketing success can be achieved. Tan Yanzhi and Peng Zhaoxia (2023) analyzed the marketing 

mailto:2759209526@qq.com
mailto:18875991570@qq.com
https://www.doi.org/10.55220/25766759.184


Asian Business Research Journal, 2024, 9: 45-55 

46 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

strategies of "Mixue Bingcheng," identifying optimized marketing strategies such as precise market positioning, 
integration of the long tea beverage industry chain, and establishment of a modern management system, proposing 
a suitable development direction for the marketing process of tea beverage companies. 

New Media Marketing: Research on new media marketing began at the turn of the century. Yantian and Ahmad 
et al. (2022) confirmed the significant role of new media social software such as Instagram in marketing. 
Additionally, they validated the applicability of the new generalized diverse Weibull distribution model in new 
media marketing. Yi Nuo (2022) pointed out that although new media marketing applications are increasingly 
widespread, traditional media marketing cannot be completely replaced by new media marketing. Utilizing new 
media technology can address the shortcomings of traditional media marketing, such as poor flexibility, inability to 
obtain user data, and understanding customer preferences, thereby achieving integrated marketing leveraging both 
traditional and new media. Guo Chaoshe (2021) analyzed the characteristics of new media marketing in the internet 
era, such as rich marketing channels, targeted marketing, and alignment with modern behavior habits, proposing 
that the practice of new media marketing requires expanding marketing channels, enriching content, integrating 
resources, and enhancing online-offline interaction. Zhong Nana (2022) believes that new media marketing 
possesses advantages that traditional marketing does not, such as more comprehensive presentation forms, flexible 
information delivery, diverse content, and interactive communication. It can break through the constraints of time 
and space, delivering multi-dimensional marketing information to consumers at any time and place through 
multiple paths. 

New media marketing is a marketing model based on digital information technology and internet technology, 
where companies use new media to disseminate information targeting user needs, planning and executing content 
or online activities with high communication value to guide users to identify with a certain concept or idea. 
iResearch (2020) considers new media marketing to be supported and operated jointly by industry chain marketing 
service providers, advertisers, key opinion leaders, multi-channel networks, and new media platforms, with Key 
opinion leaders (KOLs) as the main body conducting content marketing activities on social media, short video 
platforms, and other new media platforms. Chen Xiao (2021) believes that new media marketing is based on the 
appeal of products and services, using new media platforms for dissemination and promotion, guiding consumers to 
understand and identify through content in the form of text, images, and videos, thereby achieving marketing 
objectives. 

4I Internet Marketing: The 4I internet marketing within integrated marketing communication encompasses four 
marketing principles: Interesting, Interests, Interaction, and Individuality (Schultz & Schultz, 2013). It emphasizes 
the need to focus on customer differentiation and personalization during marketing activities, maintain good 
interaction with customers, plan activities that attract customer interest, and benefit customers. The 4I model 
highlights the efficient use of marketing methods in the internet context, shifting the communication model from 
"subject-centric" to "audience-centric." 4I is generated in the context of the internet, with its core being the user, 
focusing on studying interaction with users and adapting to the fragmented development of online activities (Li, 
2021). 
 

3. Current Marketing Strategies of the Case Study 
3.1. Company Overview 

Kung fu Cha (KF Cha；KF Tea), a leading brand in China's tea beverage industry, was established in 2008 by 
Hengsheng Herui Industrial Group Co., Ltd. With its deep cultural heritage rooted in Chengdu, Sichuan, the brand 
quickly distinguished itself in the market and by 2024 had achieved an impressive milestone of surpassing 8,000 
stores nationwide, covering more than 330 cities. 

In terms of brand image, inspired by the iconic symbol of Chengdu, the Cha, KF Cha created its own IP, "Ding 
Ding Cat," as the brand logo, endowing the brand with a friendly and approachable image. The company 
consistently selects high-quality ingredients to ensure the freshness and nutrition of its products, and it uses 
unique formulas to create delicious and healthy beverages that meet consumers' pursuit of quality and health.  

KF Cha's brand mission is to be "everyone's favorite everyday drink," with the core philosophy of "quality tea 
as the base, creating freshness." To achieve this goal, the company adheres to an independent product development 
model, focusing on product conceptualization and continuously exploring the perfect combination of Chinese tea 
and natural ingredients. KF Cha is dedicated to continuously meeting consumers' demands for quality, health, and 
enhanced experiences, and to creating a more diverse range of beverage flavors and cultural experiences, driving 
the brand's continuous progress and development (KF Cha, 2024). (See Table 1). 
 

Table 1. Development history of KF Cha. 

Year Development milestones 

2008 Brand establishment and commencement of operations 

2009 Trademark registration and opening of the second direct store 

2010 Initiation of chain marketing and opening of multiple stores in Chengdu 

Year Development milestones 
2008 Brand establishment and commencement of operations 
2009 Trademark registration and opening of the second direct store 
2010 Initiation of chain marketing and opening of multiple stores in Chengdu 
2012 Improvement of the logistics system, surpassing 50 franchise stores 

2013 
Establishment of franchise supervision, cold chain transportation systems, and beginning of brand 
upgrade 

2016 Strategic upgrade of brand positioning, 6 direct stores, and over 120 franchise stores 

2017 
Improvement of the cold chain transportation system, 12 direct stores nationwide, over 160 franchise 
stores 

2018 Brand VI upgrade, opening of over 500 stores nationwide, and entry into overseas markets 
2020 Announcement of a round of financing worth hundreds of millions, further accelerating expansion  
2021 Full corporatization and winning the "2021 Chengdu-Chongqing Catering Benchmark Brand Award" 

2023 
Hosted the brand upgrade press conference, announcing the surpassing of 7,000 stores covering over 330 
cities 

2024 Surpassing 8,000 stores 



Asian Business Research Journal, 2024, 9: 45-55 

47 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

 
3.2. Analysis of the Current 4I New Media Marketing Status 

KF Cha employs the 4I principles of new media marketing to build brand influence. 
 
3.2.1. Interesting 

Cha IP Image: Using the "Ding Ding Cat" as the core, creating an interesting image to bridge the gap with 
consumers. 

Content Creation: Launching series such as "Ding Ding Cat's Daily Life" and "Ding Ding Cat Tastes China" to 
enhance brand playfulness. 
 
3.2.2. Interests 

Online Discount Activities: Offering group purchases on platforms like Meituan and Douyin, and providing 
student discounts through the WeChat public account. 

Public Welfare Activities: Participating in the Meituan Rural Children's Playground Public Welfare Program, 
donating funds to support disaster-stricken areas, and establishing a positive social image. 
 
3.2.3. Interaction 

Online Event Interaction: Launching new product launches and official challenges on platforms like Xiaohongshu 
and Douyin to enhance user engagement. 

IP Co-Creation Marketing: Using the Ding Ding Cat image for interaction, collecting consumer feedback, and 
building long-term stable customer relationships. 
 
3.2.4 Individuality 

Cross-Industry Collaboration: Collaborating with well-known IPs such as the TV series "Chang Xiang Si" and 
the secondary game "Undecided Incident Book," launching co-branded products and peripherals to meet 
consumers' individual needs and enhance the brand's unique image. 
 

4. Results 
4.1. Survey Design 

The questionnaire for this study was primarily designed based on the opinions of KF Cha's marketing director 
and was categorized into four types: basic information, purchasing information, marketing information, and 
feedback evaluation, which were further subdivided into 25 options. The survey was created using the 
Questionnaire Star mini-program and was distributed online through links and QR codes. A total of 200 
questionnaires were distributed, and 181 valid questionnaires were collected, resulting in a response rate of 90.5%. 
 
4.2. Reliability and Validity Analysis 
4.2.1. Reliability Analysis 

The reliability analysis of this study used Cronbach's Alpha coefficient to determine whether the empirical data 
for each latent variable met the requirements of internal consistency. The questionnaire contained 25 questions, of 
which 11 were scale questions. As shown in Table 2, the Cronbach Alpha coefficient is 0.930, which is greater than 
the standard of 0.7, indicating that the quality of the research data's reliability is good. 
 

Table 2. Cronbach's reliability analysis. 

Items Sample size Cronbach α 
Coefficient 11 181 0.930 

 
4.2.2. Validity Analysis 

The study used the KMO and Bartlett tests for validity verification. As shown in Table 3, the KMO test value 
for the survey data is 0.953, which is greater than 0.7, indicating that the questionnaire is suitable for factor 
analysis. The Bartlett sphericity test results show an approximate chi-square value of 1125.45, with a significance 
probability of 0.0, thus rejecting the null hypothesis of the Bartlett sphericity test. It is considered that the scale is 
suitable for factor analysis, and the validity structure is good. 
 

Table 3. KMO test and Bartlett's test. 

KMO Value Approximate chi-square df P 

0.953 1125.450 55 0.000 

 
4.3. Descriptive Statistics 

As shown in Table 4, the gender ratio is approximately 4:6, with male consumers gradually increasing their 
presence. The age distribution of the respondents indicates that 13.81% are under 20 years old, 51.93% are between 
21-30 years old, and 19.89% are between 31-40 years old, suggesting that the main consumer group for new tea 
beverages is increasingly shifting towards the post-'95 and '00 generations. In terms of occupation, students 
account for 33.7%, and employed individuals account for 51.38%, which aligns with the majority of the post-'95 and 
'00 generations still being in school or having just entered the workforce. Monthly disposable income below 2000 
RMB accounts for 33.70%, and 2000-5000 RMB accounts for 38.12%, which fits the profile of the main consumer 
group being the post-'95 and '00 generations. 
 

Table 4. Basic information of respondents. 

Name Option Frequency % 

Gender 
Male 75 41.44 
Female 106 58.56 

Age  Under 20 25 13.81 



Asian Business Research Journal, 2024, 9: 45-55 

48 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

21-30 94 51.93 

31-40 36 19.89 

41 26 14.36 

Occupation 

Student 61 33.70 

Employed 93 51.38 

Other 27 14.92 

Monthly disposable income/RMB 

Under 2000  61 33.70 

2000-5000 69 38.12 

5000-8000 34 18.78 

Above 8000 17 9.39 
Total  724 100.00 

 
As shown in Figure 1, purchasing 1-2 times per month accounts for 30.39%, 3-5 times accounts for 40.33%, and 

6 times or more accounts for 29.28%. This indicates that new tea beverages have gradually become a regular 
consumption item for people, reflecting the habit of leisure consumption. 
 

 
Figure 1. Frequency of product purchases/Month. 

 
As shown in Figure 2, the highest consumption is in the middle price range of 10-20 RMB, with the 

willingness to pay more than 20 RMB being the lowest, accounting for only 10.5%. The price range distribution 
aligns with KF Cha's positioning as a mid-range brand in the new tea beverage market. 
 

 
Figure 2. Product price range. 

 
As shown in Figure 3, the proportion of offline stores (OS) accounts for 56.91%, and the proportion of online 

ordering platforms (ORP) is 60.77%, indicating a relatively balanced distribution of purchase channels. Among 
them, the brand's mini-program (BM-P) accounts for the largest number of users in the channel, at 82.32%. 

Among the selected mini-programs, the brand assistant accounts for the highest percentage of channel users at 
82.32%. 
 



Asian Business Research Journal, 2024, 9: 45-55 

49 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

 
Figure 3. Channels commonly used to purchase products. 

 
As shown in Figure 4 below, consumers have a high level of satisfaction with the classification and quantity of 

KF Cha products, with 38.12% being satisfied and 31.49% being neutral, which aligns with the product strategy of 
not having best-sellers and frequently launching new seasonal products. 
 

 
Figure 4. Satisfaction with product classification and quantity. 

 
As indicated in Figure 5 below, consumers have a high level of satisfaction with the differences between KF 

Cha and other tea brands, with 11.6% being very satisfied (VS), 35.36% being satisfied (S), 34.25% being neutral 
(N), 8.84% being dissatisfied (DS), and 9.94% being very dissatisfied (VDS). Firstly, the unique IP image of the 
Sichuan Chengdu Cha is highly recognizable. Secondly, the generous portion of drink toppings has been 
affectionately referred to as "KF Cha."  
 

 
Figure 5. Satisfaction with tea brand differences. 

 
As shown in Figure 6 below, consumers have a lower level of satisfaction with the convenience and experience 

of purchasing KF Cha, with 29.83% being neutral, 31.49% being dissatisfied, and 20.99% being very dissatisfied. 
 



Asian Business Research Journal, 2024, 9: 45-55 

50 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

 
Figure 6. Satisfaction with the convenience and purchasing 

 
According to Figure 7 below, the main factors for consumers to purchase KF Cha products are service quality 

(SQ) at 64.64%, followed by cost-effectiveness (CE) at 58.01% and good reputation (GR) at 52.49%. However, the 
factors of product taste (PT) at 40.88% and promotional activities (PA) at 31.49% are relatively less significant. 
 

 
Figure 7. Factors for purchasing products. 

 
As indicated in Figure 8 below, the main factor that consumers dislike about purchasing KF Cha products is 

food safety issues, accounting for the highest proportion (HP) at 62.98%. Followed by poor service quality (PSQ) at 
54.14%, bad reputation (BR) at 46.96%, high price (HP) at 46.41%, and the lowest being poor product taste (PPT) 
at 36.46%. 
 

 
Figure 8. Dislike factors for purchasing products. 

 

As shown in Figure 9 below, social media (SM) accounts for the highest proportion at 74.59%, followed by 

short video platforms (SVP) at 64.64%, both of which are new media. Search engines (SE) account for 37.57%, and 

portal websites (PW) account for 33.15%, with friend recommendations (FR) being the lowest at 22.%. This shows 

that marketing through new media has gradually become a trend. 

 



Asian Business Research Journal, 2024, 9: 45-55 

51 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

 
Figure 9. Channels of KF Cha. 

 
As shown in Table 5, in terms of promotional content, consumers have a higher level of attention to new 

product launches at 128% and joint activities at 79.01%, but less attention to the Dingding Cat IP at 37.57% and 
public welfare activities at 28.73%, indicating that consumers are more inclined towards promotions that are more 
beneficial to themselves. In terms of influencing purchases: the highest is buy one get one free at 66.85%, followed 
by group purchase discounts at 59.67%, half-price for the second cup at 52.49%, and the lowest is free gifts with 
purchase at 48.62%. In terms of promotional efforts: 58.01% think the communication channels are monotonous, 
followed by content richness at only 23.76%; insufficient communication efforts at 13.81%, suggesting that the 
communication channels should be expanded and various new media platforms should be used for more efficient 
communication. 

 
Table 5. Promotion and publicity analysis. 

Name Option Frequency % 

Promotion content 

New product 128 70.72 

Dingding cat IP 68 37.57 

Joint activity 143 79.01 

Public welfare activity 52 28.73 

Impact on purchase 

Buy one get one free 121 66.85 

Half price for second cup 95 52.49 

Group purchase discount 108 59.67 

Free gifts with purchase 88 48.62 

Promotional efforts 

Didn't pay attention 8 4.42 

Insufficient communication efforts 25 13.81 

Monotonous communication channels 105 58.01 

Informative 43 23.76 

 
As shown in Table 6, the survey data on KF Cha shows that the percentages of neutral, dissatisfied, and very 

dissatisfied are relatively high. Among them, the feedback channels account for 30.39% + 13.81, the intensity of 
comment interaction for 32.60% + 18.23%, and the maintenance of user relationships for 29.28% + 13.81%. All 
three aspects are less satisfying. It is evident that attention should be given not only to the product itself but also to 
enhancing interaction with consumers. Only by understanding consumer needs and clearly identifying consumer 
feedback can products and services that consumers love be created.  

As shown in Figure 10, the proportion of consumers who feel 'average' about their consumption experience at 
KF Cha is 35.36%, and those who feel 'dissatisfied' account for 33.7%. Overall, the satisfaction level of consumers' 
overall consumption experience is not high 

 
Table 6. Interactive feedback analysis. 

Name 
Option 

Feedback Channels Intensity of Comment 
Interaction 

Maintenance of User 
Relationships Frequency % Frequency % Frequency % 

VS 9 4.97 16 8.84 17 9.39 

S 17 9.39 14 7.73 14 7.73 

N 75 41.44 59 32.60 72 39.78 

DS) 55 30.39 59 32.60 53 29.28 

VDS 25 13.81 33 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

18.23 25 13.81 



Asian Business Research Journal, 2024, 9: 45-55 

52 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

 

Figure 10. Satisfaction with consumption experience. 

The data in Table 7 shows that the proportions of 'dissatisfied' and 'very dissatisfied' are high in terms of food 
hygiene and health (code FHH) at 32.60% + 22.1% and the event handling plan for changing the taste period of raw 
materials (EP) at 39.78% + 25.41%. Additionally, the marketing related to food hygiene and safety after the 315 
incidents (M311) at 30.39% + 13.26% and the increased promotional efforts after the 315 incidents (P311) at 34.81% 
+ 18.23% are also less satisfying, indicating the importance that consumers place on food safety in the catering 
industry. 

 
Table 7. Food hygiene and safety analysis. 

Name 
option 

FHH EP M311 P311 

Frequency % Frequency % Frequency % Frequency % 

VS 17 9.39 11 6.08 14 7.73 13 7.18 

S 14 7.73 17 9.39 17 9.39 18 9.94 
N 51 28.18 72 39.78 71 39.23 54 29.83 
DS 59 32.60 46 25.41 55 30.39 63 34.81 
VDS 40 22.1 35 19.34 24 13.26 33 18.23 

 

As shown in Figure 11, the surveyed subjects believe that KF Cha should focus on improving the following 
three aspects: purchase channels (Purchase channels; PC) at 80.11%, environmental sanitation (ES) at 71.82%, and 
feedback channels (FC) at 68.51%. The aspects that are still recognized include customer needs (CN) at 29.28% and 
marketing activities (MA) at 23.2%. 

 

 

Figure1. Areas for improvement. 

 

5. Marketing Environment Analysis 
KF Cha faces a marketing environment full of opportunities and challenges: 

 
5.1. Macroenvironment Analysis -- PEST 
5.1.1. Politics -- P 

National policies support the high-quality development of the catering industry, providing KF Cha with 
favorable development opportunities (Ministry of Commerce of the People's Republic of China, 2024). 
 
5.1.2. Economy -- E 

The continuous growth of the national economy and the increase in residents' income have brought broad 
market space for the new tea beverage industry. The total market size is expected to reach 1498 billion RMB, with 
the number of new tea beverage stores exceeding 500,000. By 2025, the market size of new tea beverages is 
expected to exceed two trillion RMB (National Bureau of Statistics, 2024). 
 
 
5.1.3. Society -- S 



Asian Business Research Journal, 2024, 9: 45-55 

53 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

The trend of consumption upgrade is evident, with consumers placing greater emphasis on health, quality, and 
experience, which aligns with KF Cha's product philosophy. 
 
5.1.4. Technology -- T 

The development of automation and intelligent technology offers the possibility of improving efficiency and 
reducing costs for the new tea beverage industry, while the internet and food delivery platforms have expanded 
sales channels. 
 
5.2. Industry Competitive Environment 
5.2.1. Intense Competition 

The new tea beverage market is highly competitive, with brands like Yidiyi and Guming posing competition in 
the mid-market segment. In 2023, the market size of freshly made tea beverages in China was 2473 billion RMB. 
The top five participants accounted for about 40.2% of the market share by retail sales. KF Cha holds 
approximately a 6.8% market share, ranking third (Jin, 2024). 
 
5.2.2. Little Product Differentiation 

New tea beverage brands face significant product homogeneity, making it difficult to stand out with brand 
characteristics, and there is a need to further strengthen product differentiation strategies. 
 
5.2.3. Substitute Competition 

There is also competitive pressure from other beverages such as coffee and bottled drinks, necessitating 
continuous innovation to enhance brand competitiveness. 

Summary: KF Cha needs to seize the opportunities presented by the macroenvironment while actively 
addressing the challenges of industry competition. By strengthening product differentiation, enhancing brand 
image, and optimizing the user experience, KF Cha can consolidate its competitive advantage in the market and 
achieve sustainable development. 
 
5.3. Environmental Analysis (SWOT) 

KF Cha, as a rapidly growing tea beverage chain brand, faces unique strengths and challenges in its internal 
and external environments. 
 
5.3.1. Strengths--S 

Strong Brand Influence: Through the creation of the "Dingding Cat" IP and the dissemination of related 
content, KF Cha has successfully established a distinct brand image and continuously enhances brand recognition 
and influence through collaborative efforts. 

Product Diversification: A rich product matrix is in place, covering classic, seasonal, and regional tea 
beverages, with an emphasis on healthy, low-sugar products that cater to various consumer needs. 

Mature Franchise System: A comprehensive franchise system and preferential policies attract a large number of 
franchisees, enabling rapid expansion. A robust supply chain management system and standardized processes 
ensure product quality and cost control. 
 
5.3.2. Weaknesses--W 

Severe Product Homogeneity: The tea beverage industry is highly competitive, and product homogeneity is 
widespread, necessitating an enhancement of product innovation capabilities and competitive advantages. 

Insufficient Franchise Supervision: There is a need to strengthen the supervision of franchise stores to ensure 
food safety and service quality, preventing negative incidents. 
 
5.3.3. Opportunities--O 

Increased Consumer Health Awareness: Consumers are placing more importance on health, quality, value, and 
brand, providing opportunities for KF Cha's development. 

Application of Automation and Intelligent Technology: The use of automation and intelligent equipment can 
improve production efficiency and product quality, reduce costs, and provide technical support for KF Cha's 
development. 
 
5.3.4. Threats--T 

Intense Industry Competition: The continuous emergence of new tea beverage brands intensifies competition, 
necessitating the enhancement of KF Cha's own competitiveness to meet industry challenges. 

Substitute Competition: The tea beverage industry also faces competition from other beverage industries, such 
as coffee and bottled drinks, and KF Cha must actively address substitute competition. 
 
5.3.5. Recommendations 

Strengthen Product Innovation: Develop products with greater differentiation and uniqueness to meet the 
diverse needs of consumers. 
Enhance Brand Image: Further cultivate the "Dingding Cat" IP to enhance brand image and value. 

Strengthen Franchise Supervision: Establish a comprehensive franchise management system to ensure food 
safety and service quality. 

Embrace Technology: Actively adopt automation and intelligent technology to improve production and 
operational efficiency. 

Summary: KF Cha possesses unique strengths but also faces challenges such as product homogeneity and 
franchise supervision. By strengthening product innovation, enhancing brand image, strengthening franchise 
supervision, and embracing technology, KF Cha can seize development opportunities and address industry 
challenges, achieving sustainable development. SWOT Analysis and Strategy Selection  



Asian Business Research Journal, 2024, 9: 45-55 

54 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

KF Cha’s main strengths currently lie in its high brand recognition, diverse product offerings, and mature 
franchise system (see Table 8). However, there are still issues with product homogeneity and franchise supervision. 
The future strategy will focus on SO as the primary long-term growth strategy, while also relying on the WO 
strategy to firmly maintain market share under the advantages of brand and scale, and further explore the 
development of new markets. 
 

Table 8. KF Cha marketing environment analysis. 
 
Internal factors 
external  
factors 

Strength 
(1) High brand recognition 
(2) Diverse product offerings 
(3) Mature franchise system 

Weakness 
(1) Severe product homogeneity 
(2) Lack of franchise supervision 

Opportunity 

1）Enhanced health consciousness among 
consumers 

2）Development and application of 
automation and intelligent technology 

SO 
Design healthy products, apply 
automation and intelligent 
technology to product production 

WO 
Create distinctive and healthy 
products, strengthen online and 
offline franchise supervision 

Threats 

1）Increasing homogenous competitors, 
intense industry competition 

2）Competition from other types of 
opponents in the same industry 

ST 
Fully leverage strengths to gain 
consumer favor, 
Enhance existing advantages, build 
a professional image 

WT 
Create products with unique brand 
characteristics, appropriately expand 
product categories, 
Strengthen online and offline 
franchise management, establish a 
positive brand image 

 

6. Optimization Plan for New Media Marketing Strategies 
KF Cha, as an emerging tea beverage brand, faces intense market competition and changing consumer demands 

while experiencing rapid development. To further enhance brand influence and user engagement, it is necessary to 
continuously optimize its new media marketing strategies. The following are optimization plans based on the 
principles of fun, interest, interaction, and individuality: 

6.1. Optimization Strategies for the Fun Principle 
Trigger Keyword Push: Set up product-related keywords so that when users trigger these keywords on social 

media, the platform automatically pushes KF Cha's marketing content, achieving precision marketing. 
Enrich Product Feature Content: Use various forms (images, text, videos, animations) to showcase product 

features, such as ingredients, origin, efficacy, etc., and increase interest through stories, songs, etc., to attract users 
to delve deeper into the products. 

6.2. Optimization Strategies for the Interest Principle 
Strengthen Food Safety Supervision: Continuously update the progress of food safety supervision on social 

media platforms, encourage user participation in supervision, and offer rewards to enhance consumer trust in the 
brand. 

Provide Preferential Promotions: Regularly launch promotional activities, such as coupons, discounts, limited-
time offers, etc., to stimulate user consumption and increase conversion rates. 
 
6.3. Optimization Strategies for the Interaction Principle 

Expand Feedback Channels: Set up a dedicated feedback window on official accounts and arrange for someone 
to handle feedback information, respond to user questions promptly, and improve user satisfaction. 

Value Consumer Feedback: Actively reply to user comments and feedback on social media, offer rewards, 
encourage user interaction, and increase user engagement. 
 
6.4. Optimization Strategies for the Individuality Principle 

Develop a Dedicated APP: Collect user data through the APP, analyze user preferences, and provide 
personalized recommendations and custom services, such as default frequent sizes, top-purchased products, pop-up 
promotional information, etc., to enhance the user experience. 

Add Online Verification Function: Add an online verification function to various purchase channels, allowing 
users to choose store verification, delivery, etc., and provide personalized options to improve user convenience and 
experience. 

Conclusion: Through the above optimization strategies, KF Cha can better utilize new media platforms for 
marketing, enhance brand influence, increase user engagement, and achieve sustainable development. 
 

7. Conclusion 
The research results indicate that KF Cha's new media marketing has issues in the fun principle, interest 

principle, interaction principle, and individuality principle, which are insufficient new media marketing of products, 
neglecting consumer interests, limited consumer feedback channels, insufficient attention to consumer comments, 
and limited online purchase channels, respectively. To address these issues, optimization strategies such as setting 
up trigger keyword pushes, enriching product marketing content, deepening consumer interest perception, 
expanding feedback channels, valuing consumer feedback, developing a dedicated APP, and adding online 
verification functions have been proposed. The future of the new tea beverage industry will place greater emphasis 
on health concepts, focus on new media marketing, and actively apply automation and intelligent technologies. 

The optimization of KF Cha's new media marketing strategy is an ongoing process that requires continuous 
exploration and innovation. Through the implementation of optimization strategies, new media platforms can be 
better utilized for marketing, brand influence can be enhanced, user engagement can be increased, sustainable 
development can be achieved, and contributions can be made to the development of the new tea beverage industry. 
This study helps the case company improve its marketing capabilities, increase user engagement, and achieve 



Asian Business Research Journal, 2024, 9: 45-55 

55 
© 2024 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

sustainable development. It also provides a reference for the marketing operation management of the new tea 
beverage industry and promotes the healthy development of the industry. 
 

References 
RMB, S-Y., Peng, J.-Y., Yang, C., et al. (2024). Current situation survey and future trend analysis of China's new tea beverage industry. 

China Tea, 46(04), 52-57+65. 
Kim, J-E., & Park, E. S. (2021). The spatial design marketing strategy of global franchises that take into consideration the characteristics of 

modern consumers—a study involving the global coffee companies of starbucks and blue bottle. Land, 10(7), 716-716. 
https://doi.org/10.3390/land10070716 

Wang, S. Y. (2021). Different marketing strategies between starbucks and luckin coffee and the impact of the epidemic. 2021 International 
Conference on Enterprise Management and Economic Development (ICEMED 2021), January 1, 2021. 

Yantian, M., & Ahmad, Z., et al. (2022). Brand awareness via online media: An evidence using instagram medium with statistical analysis. 
Computational Intelligence and Neuroscience, 2022, 2739685-2739685. https://doi.org/10.1155/2022/2739685 

Liu, Y. (2022). Integration path analysis of traditional media and new media based on internet of things data mining. Computational 
Intelligence and Neuroscience, 2022, 8193800. https://doi.org/10.1155/2022/8193800 

Wang, Y-C. (2020). Analysis of the 4P marketing strategy of new tea beverage—a case study of Chayan Yuese. Economic Observer, (07), 
280-281. 

Tan, Y-Z., & Peng, C.-X. (2023). Marketing strategy analysis of tea beverage enterprises—a case study of Mixue Bingcheng. Industrial 
Innovation Research, (16), 160-162. 

Guo, Z.-S. (2021). New media marketing strategies in the internet era. Marketing World, (Z7), 14-16. 
Zhong, N-N. (2022). Thoughts on new media marketing. China Market, (20), 140-142. 
Deng, Q. (2020). A review and outlook of new media marketing. Scientific Decision, (08), 67-88. 
iResearch Consulting Group (2020). China new media marketing strategy white paper. iResearch Series Research Report, (2020, Issue 7), 44. 
Chen, X. (2021). Optimization research on sports tourism new media marketing strategies of ST company. Unpublished Master's Thesis, 

Anhui University of Finance and Economics. 
Li, Y-F. (2021). A study on the short video marketing of China's exhibition industry based on the 4i theory—a case study of Doujin platform. 

Modern Marketing (Academic Edition), (07), 68-71. 
Ministry of Commerce of the People's Republic of China. (2024). Guidelines on promoting the high-quality development of the catering 

industry. Retrieved April 11, 2024, from http://www.mofcom.gov.cn/ 
National Bureau of Statistics of China. (2024). The people's republic of China 2023 national economic and social development statistical 

bulletin. Retrieved April 11, 2024, from https://www.stats.gov.cn/sj/zxfb/202402/t20240228_1947915.html 
Jin, W. (2024). KF Cha IPO: Opening more than 1000 stores in a year, but retail sales per store have decreased. NetEase News. Retrieved 

April 11, 2024, from https://baijiahao.baidu.com/s?id=1791946542197756836&wfr=spider&for=pc 
KF Cha. (2024). Company profile. Retrieved May 30, 2024, from https://www.chabaidao.com/ 
Wang, Z.-Y. (2023). Industry report: The market size of new tea beverages exceeded 290 billion RMB in 2022. Beijing News. Retrieved 

January 3, 2023, from https://baijiahao.baidu.com/s?id=1753972392158648050&wfr=spider&for=pc 
Schultz, D., & Schultz, H. (2013). IMC: The next generation. Translated by Wang, Z., & Gu, J. Tsinghua University Press. 


