Across China, there are old brands that belong to the 70s and 80s generations: Beijing has Beiyang, Nanjing has Matou brand popsicles, Jinan has Snowman, Xi'an has Zhonglou milk cake and Bingfeng soda. Everyone has tried the nostalgia trend. However, some have been very successful, some have achieved temporary impact, and most have been lukewarm. What exactly is this nostalgia trend? In an era where everyone embraces Internet+, is nostalgia contrary to the hustle and bustle where everyone fears being labeled outdated? In 2015, Northeast Big Board suddenly blossomed from distant Daqing to Taiyuan, Hefei, and Shanghai, clearly indicating that the answer is no. Nostalgia is a natural release of human nature based on a sense of loss in reality, often filling a void with sentimentality amidst the noise of reality. It is a philosophy of human existence and a real need. Northeast Big Board simply turned it into a huge market opportunity. In the current FMCG market, some say Northeast Big Board's model is easily replicated and may be a passing fad. From a pure replication standpoint, nostalgia has been popular in fashion and music, but imitators and imitated each go their own way; neither can eliminate the other. Even today, design masters still draw creative inspiration from tradition; Teresa Teng remains popular, and Anita Mui is equally loved. Nostalgia is a spatiotemporal existence. It is a trend but not entirely; when it transcends the trend phase, it becomes classic, and in FMCG terms, it elevates to a time-honored brand. However, these judgments do not convince many nostalgic brands, because few nostalgic products have become as influential as Northeast Big Board. Matou popsicles, Bingfeng soda, Snowman ice cream, and Zhonglou milk cake have had regional success but failed to open broader markets; some have disappeared. This raises the question: why did Northeast Big Board succeed while the nostalgia trend didn't catch on widely? Why Northeast Big Board became popular while the nostalgia trend didn't:

  1. Raising prices, daring to meet consumer expectations Northeast Big Board's fundamental policy is bold moves and grand strategy. It didn't confine itself to Daqing, the coldest market, but dared to push south and east. To achieve this, it adopted a strategy of targeting non-supermarket fringe markets, though such markets are often associated with low prices and poor quality. In fact, Northeast Big Board is not very cheap; at 3 yuan, it competes with Mengniu milk cake and many Yili products. Many nostalgic brands are afraid to raise prices significantly, fearing consumer rejection. For example, Zhonglou milk cake raised its price from 0.5 yuan to 1 yuan but dared not go higher. With small profits, they made the ice cream smaller to save costs, losing the satisfying experience. Northeast Big Board's price is based on a judgment of urban grassroots purchasing power. If the ingredients and taste are generous, consumers can accept 3 yuan, leaving enough margin to cover expenses on freezers and subsidies. Additionally, Northeast Big Board leverages strong dairy sources from Northeast and Inner Mongolia to ensure authenticity, making the 3 yuan worth it. Most importantly, this price aligns with the nostalgic recognition of 80s and 90s consumers. When there's psychological resonance, everything else becomes easier. High price, decent quality, and consumer acceptance—this is what most nostalgic products failed to achieve.
  2. Good at connecting and understanding terminal retailers Northeast Big Board excels at channel management. To save intermediate costs and avoid head-on competition with Yili, Mengniu, and Nestlé, it skipped distributors and placed products in newsstands and mom-and-pop shops that these giants overlook. It directly wooed retailers by giving free freezers and even covering electricity costs, sharing profits with small shops. These small shops have thin margins, so this approach resonates with them; owners feel grateful and actively recommend Northeast Big Board. Many similar nostalgic products exist, but few are as generous as Northeast Big Board in giving freezers and electricity subsidies. Compared to meticulous accounting, this tactic isn't creative but is very practical, with emotional appeal outweighing business calculations. Small street shops are often grassroots entrepreneurial channels; Northeast Big Board's approach makes owners feel the manufacturer is invested and sincere, and they feel guilty if they don't help the company profit. However, the freezers weren't a wasted investment. In the scorching summer, the uniform cool green freezers placed on streets are eye-catching and pleasant, saving advertising costs and projecting an image of strength and generosity. The street shops that major cold beverage brands disdain were easily united by Northeast Big Board; unity is strength.
  3. Vision and perspective Some say Northeast Big Board is a successful example of Internet thinking. Honestly, it didn't win because of Internet thinking. What is Internet thinking? Eight out of ten people are confused, but it's undeniable that it uses Internet communication well; at least, Baidu Tieba, Weibo, and Zhihu are well managed. It also occasionally stirs up trademark disputes between Ruby and Sapphire, like Wang Laoji. Compared to its unique channel strategy, this brand tactic is conventional, but at least its vision is broader than many similar nostalgic brands. Moreover, its approach is distinctive: instead of suing a local brand, it dragged Beijing's Sapphire into the fray, linking Beijing and Daqing, making a local brand appear national. This strategy can be seen as a clever brand communication move or divergent thinking. Ultimately, it's about brand vision; often, brands are tested by their vision and perspective.
  4. Intuition from scattered information and daring to act Old brands share a common trait: internal and external interest entanglements, forming a closed decision-making loop. They demand justification for everything and formality for everything. Most companies have this problem; cautious decisions avoid major errors, but all decisions are based on the existing knowledge of loop members, lacking sensitivity to unfamiliar external information and thinking patterns. When deciding to expand from Daqing nationwide, there was internal debate; confidence in creating a nationally popular product was weak. Some planning teams suggested daring to expand outward, but there was no concrete plan. Fortunately, the leader, Liu Yanlong, had vision. He trusted the scattered, chaotic sparks from a few not-so-professional external minds, and through trial and error, they turned the street shop and free freezer approach into a model. Decision-making within a closed loop is a common ailment of nostalgic old brands. The more mature, the more they overlook opportunities hidden in immature ideas. In the Internet age, opportunities may lie in these scattered sparks—unformed, even unclear, but real opportunities. This is like Columbus's voyage: nothing was mature, everything was unknown, but Columbus discovered a new continent from the unknown. If Columbus had known everything and controlled everything, he would have just circled the globe and returned to the starting point. Without risk, opportunities are invisible. Currently, Northeast's "Three Swordsmen"—Mongolian Big Board, Zhongjie Daguo, and Madier—are joining the fray; Mengniu, Bright, and Yili may also divert consumers; foreign forces from Japan, Korea, Europe, and America are competing on taste. Northeast Big Board has concerns; after all, its popularity is enviable, so knockoffs are multiplying, and consumer nostalgia fatigue may set in. Worrying is useless. Shoot first, aim later; establish territory and make noise. Learn war in war, solve competition in competition—this is also a strategy. Editor's PS: From nearly 1,900 articles published on this account, I selected 1,067 and categorized them into 14 major categories and 57 knowledge points, systematically compiling frontline marketing management content into a library for learning. From market to customers, covering practical combat and management, all are valuable. Follow the account and reply with the number "1" to browse related content.