From the "156" Strategy, See How Luzhou Laojiao Achieves a New Leap in the "15th Five-Year Plan"

On March 22, 2025, the Luzhou Laojiao Annual Distributors Recognition and Marketing Conference was held in Luzhou. This grand event coincided with the successful conclusion of Luzhou Laojiao’s 14th Five-Year Plan and the start of its 15th Five-Year Plan. Under the theme “New Leap Forward, Steady and Far-reaching Development, Building Ecosystems, Collaborative Innovation for a New Chapter,” the conference honored the distributors who advanced together in 2025, while also delivering a message and a blueprint to the industry, signaling Luzhou Laojiao’s “New Leap” voice.

Marketing Scale and Quality Both Rise

Continuing to Strengthen the “14th Five-Year Plan”

Currently, the Baijiu industry has fully entered a new normal of stock competition, with deep cyclical adjustments. For leading liquor companies, the core ability to navigate cycles is no longer about explosive performance but about building underlying logic and unique barriers that support long-term development. From the signals released at this conference, Luzhou Laojiao demonstrated a highly certain, high-quality growth answer for the industry during the “14th Five-Year Plan.”

In terms of scale, Luzhou Laojiao achieved simultaneous growth in both volume and quality. Sales revenue repeatedly surpassed 20 billion and 30 billion yuan, with 2024 revenue increasing by 87.33% compared to 2020, and a compound annual growth rate (CAGR) of 16.99%. Net profit grew by 124.33% over 2020, with an annual CAGR of 22.38%. During industry adjustments, it outpaced the average growth curve, continuously strengthening its market foundation and profitability resilience.

From a brand perspective, the “dual-brand, three-product line, large single product” strategy was fully implemented, further solidifying brand barriers. Guojiao 1573 remains in the high-end segment, with 38-degree Guojiao 1573 becoming the industry’s first low-alcohol product to reach 10 billion yuan in sales; Luzhou Laojiao’s series brands broke the 10 billion yuan mark, covering high-end, mid-to-high-end, and mass-market price ranges. Guojiao 1573 and Luzhou Laojiao’s dual brands have ranked on authoritative lists like Hurun for four consecutive years, achieving simultaneous growth in brand value and market scale.

More notably, during the past “14th Five-Year Plan,” Luzhou Laojiao set industry benchmarks in channel development. By deepening the “three-dimensional” channel strategy and the “Double 124” project, its sales network extended to counties, towns, and villages, with over 1.2 million retail outlets nationwide, forming a comprehensive, multi-layered channel layout.

Furthermore, in smart marketing, during the “14th Five-Year Plan,” Luzhou Laojiao launched over 50 million cases of five product lines, with a total of 110 million bottles opened, and a scan code rate exceeding 50%. Thanks to its membership system, membership assets surpassed 50 million during this period, achieving a strategic shift from “inventory logic” to “people-oriented logic,” gaining core control over consumer engagement in the stock era.

The achievements are impressive and aligned with expectations. From Luzhou Laojiao’s report card, it’s clear that the “14th Five-Year Plan” was not merely about “scale growth” as a goal, but a comprehensive growth driven by industry trends, retail layout, and technological empowerment.

Additionally, many of Luzhou Laojiao’s strategic layouts during the “14th Five-Year Plan” are forward-looking. Whether it’s the three-dimensional channel development or the focus on digital and intelligent marketing, these efforts are aimed at strengthening the company’s foundation over the long term, activating brand vitality across the industry chain through “digital intelligence.” It can be said that Luzhou Laojiao’s “14th Five-Year Plan” has built a full-chain competitive advantage of “clear strategy, brand leadership, controllable channels, digital empowerment, unified manufacturer and vendor, and quality assurance,” which will inevitably lead to simultaneous growth in both scale and quality.

This is the core confidence behind Luzhou Laojiao’s ability to navigate industry cycles.

From “Marketing Breakthrough” to “Ecosystem Co-Construction”

“156” Anchors Strategic Leap to a New Pattern

Dissecting Luzhou Laojiao’s “14th Five-Year Plan” report card reveals that whether in production, channels, or digitalization, the core of its development during this period was more about “strengthening and deepening the company’s foundation.”

However, as the Baijiu industry moves into a deeper adjustment phase, it is no longer a “one-on-one” martial arts duel but a “win-win” alliance. This means that, as a “fragrant aroma pioneer,” Luzhou Laojiao must build an “alliance” while advancing, fully leveraging its leading brand role to deepen brand perception and influence, thereby achieving further development.

Liu Miao, Secretary of the Party Committee and Chairman of Luzhou Laojiao Group (股份) Company

Thanks to this, Luzhou Laojiao officially announced its “15th Five-Year” development strategic outline, the “156” strategy, at this conference.

It commits to one unwavering goal: “Return to the top three in the industry,” with a clear blueprint to build a world-class famous liquor enterprise.

It adheres to five development philosophies: long-term, quality, value, innovation, and symbiosis.

It aims to build six excellence systems: market expansion and consumer innovation, cultural empowerment and brand management, quality capacity and supply assurance, digital integration and efficiency enhancement, organizational vitality and talent development, and industry collaboration and ecological co-creation.

Looking at the “156” strategy, 21st Century Business Herald believes that Luzhou Laojiao’s development path focuses on two aspects: one is the upward movement of “brand strength” based on a solid foundation, and the other is the co-construction of “influence” based on current industry trends.

The former is straightforward—Luzhou Laojiao has already built a good reputation and positive consumer perception through channels, technology, and production during the “14th Five-Year Plan.” For the upcoming “15th Five-Year Plan,” it needs to deepen these perceptions and turn them into tangible “value,” which is crucial for forming the core competitive advantage of the brand in the new cycle.

The latter is even more critical. During this conference, Luzhou Laojiao proposed a strategic upgrade from “marketing breakthroughs” to “ecological co-creation.” This is not just a call for cooperation but a core system construction in response to industry changes. During periods of rapid growth, “land grabbing” could quickly expand scale, but in the stock era, zero-sum channel and price wars are unsustainable. In 2025, with the rise of new formats like instant retail, more products are emerging in new forms and resonating with consumers.

Under such shocks, the liquor industry must break free from traditional supply chains and marketing models. Luzhou Laojiao’s “ecological co-creation” is a concrete strategic upgrade amid this industry background.

Liu Feng, Deputy Secretary of the Party Committee and General Manager of Luzhou Laojiao

Particularly noteworthy is that Luzhou Laojiao’s “ecological co-creation” always centers on the symbiosis between factory and vendor. The awards announced at this conference—from the Strategic Meritorious Service Award for longstanding brand partners to the Growth Star Award for extraordinary speed, from the Digital Pioneer Award for early transformation to the Market Expansion Award—each vividly embodies the “win-win” philosophy. Only by integrating distributors, terminals, consumers, and upstream and downstream industry chains into a symbiotic system, building a “factory-vendor symbiotic, collaborative community,” and sharing value and benefits can the industry cycle shocks be effectively addressed.

Leading the Way, Strategic Upgrading

The Key to Luzhou Laojiao’s Future

Specifically, at this conference, Luzhou Laojiao presented the “Five New” judgments and the “Six Extremes” system, which are precise responses to “industry new normal, policy new opportunities, consumer new demands, scene new changes, and technological waves.” The “Six Extremes” from service, channels, quality, branding, culture, and technology provide comprehensive support for strategic implementation.

These “Five New” and “Six Extremes” have built three “arteries” for sustainable high-quality development, forming the core logic for Luzhou Laojiao to remain steady and achieve future growth amid cycle fluctuations:

First, strategic consistency and resolve—this is the fundamental premise for growth certainty. From the competitive marketing strategy of the “14th Five-Year Plan” to the “ecological co-creation” strategy of the “15th Five-Year Plan,” it’s not about lofty slogans but about strategic elevation based on solid foundations. Looking further ahead, Luzhou Laojiao has long aimed to build a world-class famous liquor enterprise, continuously formulating and executing strategies with consistency. This strategic coherence and strong resolve are the most vital qualities for top Baijiu companies to survive cycles.

Second, industry-leading consumer operation capability—this is the core driver of certain growth. Luzhou Laojiao’s full-chain digital layout enables data feedback from production to dining table, with 110 million bottles opened and 50 million members, allowing precise reach to consumers, understanding demand changes, and enabling targeted marketing and healthy sales. This direct consumer engagement capability helps Luzhou Laojiao break out of the vicious cycle of “channel stockpiling, inverted pricing, and brand damage,” achieving sustainable, healthy growth—its most crucial future growth engine.

Third, ecological layout across the entire industry chain. From sorghum bases to technology centers, from intelligent packaging to logistics, Luzhou Laojiao has built a solid industrial foundation. The “15th Five-Year Plan” deepens “ecological co-creation,” shoulder to shoulder with partners. Through decades of trust and continuous empowerment, the company has formed a community of shared destiny with nationwide distributors. This strong ecological cohesion will be more evident at the sales front and consumer end, fostering factory-vendor co-creation and mutual support, further narrowing the gap between consumers and the brand. This is the most solid support for market expansion and for Luzhou Laojiao to lead the category and region through cycles, injecting more possibilities into high-quality development.

The competition in the Baijiu industry is never a 100-meter sprint but a marathon crossing cycles, relying on strategic resolve, brand barriers, and ecological cohesion. With the full implementation of the “156” strategy and the continuous improvement of the factory-vendor co-creation ecosystem, Luzhou Laojiao will take more solid steps and, as a leading enterprise, inject stronger momentum into China’s high-quality Baijiu development. We should have higher expectations for Luzhou Laojiao like this.