Genki Forest Calls 2025 a Breakthrough Year, Tightens Ops to Focus on Steady Growth
•February 16, 2026
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Why It Matters
The shift to profitable, high‑quality growth positions Genki Forest as a serious contender in China’s fast‑growing beverage market, attracting investor attention and setting a benchmark for operational rigor in the sector.
Key Takeaways
- •2025 profit improves, labeled breakthrough year
- •Expense control, price discipline, SKU reduction drive growth
- •New Tianjin phase operational; Henan plant planned
- •Sparkling water anchors sales; iced tea, sub‑brands rise
- •2026 strategy emphasizes disciplined, core‑business expansion
Pulse Analysis
Genki Forest’s recent internal letter underscores a pivotal transition for one of China’s most dynamic beverage brands. After nearly a decade of rapid expansion, the company finally cracked the profitability code in 2025, moving beyond the volume‑centric model that has defined many domestic rivals. By tightening expense management, enforcing price discipline, and streamlining its SKU count, Genki Forest lifted margins while preserving the brand equity of its flagship sparkling water and emerging iced‑tea lines. This operational overhaul mirrors a broader industry trend where Chinese FMCG firms are prioritizing sustainable unit economics over sheer top‑line growth.
The operational upgrades extend beyond the balance sheet. Deeper channel penetration has smoothed sales cycles, allowing the brand to secure more stable shelf space across both e‑commerce and brick‑and‑mortar outlets. Supply‑chain efficiencies, highlighted by a competitive cost‑per‑case metric, were further reinforced by the launch of the second phase of the Tianjin factory and plans for a new Henan facility. These investments not only increase domestic production capacity but also reduce reliance on external logistics, positioning Genki Forest to better meet fluctuating consumer demand and mitigate geopolitical supply risks.
Looking ahead to 2026, the company’s roadmap emphasizes disciplined execution rather than aggressive expansion. By concentrating on core product categories and reinforcing capabilities across channels, supply chains and product development, Genki Forest aims to cement its status as a leading beverage player in China and potentially abroad. For investors, the clear focus on profitability, operational rigor and measured growth offers a compelling narrative in a market where many peers still chase scale at the expense of margins. The brand’s evolution may also prompt competitors to reassess their own growth formulas, potentially reshaping the competitive landscape of China’s beverage sector.
Genki Forest calls 2025 a breakthrough year, tightens ops to focus on steady growth
Genki Forest Founder Tang Binsen Marks Ninth Anniversary with Progress Report
On February 13, Genki Forest founder Tang Binsen marked the company’s ninth anniversary with an internal letter that doubled as a progress report and a roadmap. The message reviewed its 2025 performance and outlined priorities for 2026, framing the past year as a turning point in its push for sustainable profitability.
Tang wrote that Genki Forest’s profitability improved in 2025, with growth that was stronger in both quality and efficiency than in previous years. He described 2024 as the year the company first validated the feasibility of turning a profit. In contrast, he characterized 2025 as a breakthrough year for what he called high‑quality growth.
According to the letter, that shift was driven by a focus on three areas: expense control, price discipline, and SKU count. By reallocating resources and concentrating on core business lines, the company said it improved operational quality and strengthened its resilience to risk.
Operational adjustments extended beyond cost controls. Genki Forest said deeper channel penetration produced tangible results, creating a more stable sales rhythm and improving retail‑level execution. Supply chain efficiency also improved, with cost per case reaching what the company described as a competitive level within the industry. The second phase of its Tianjin factory has begun operations, and plans are underway for a new facility in Henan, steps that expand its domestic production capacity.
Core product categories remained central to performance. Sparkling water continued to anchor revenue, while iced tea and beverages under the Alienergy and Haozizai sub‑brands recorded strong growth, according to the company. It also reported steady progress in overseas markets, though the letter did not disclose specific figures.
Internally, Genki Forest said it refined management systems across budgeting, performance evaluation, and process oversight. These changes were designed to support more efficient decision‑making and steadier day‑to‑day operations.
Tang reiterated the company’s emphasis on fundamentals, invoking the philosophy that “less is more” and “slow is fast.” He stressed the need to balance vitality with discipline, speed with quality, and innovation with operational rigor, while maintaining a product‑first, user‑centric approach. After nine years of development, he wrote, Genki Forest has entered what he described as a phase of clearer goals and steadier execution.
For 2026, Tang outlined a strategy focused on avoiding unnecessary disruption and resisting overly aggressive expansion. The company plans to stay centered on its core businesses, further advance its three priorities, and strengthen capabilities across channels, supply chain, product development, and organizational building. The objective, he wrote, is disciplined execution and steady progress toward becoming a leading beverage company.
KrASIA features translated and adapted content that was originally published by 36Kr. This article was written by Li Xiaoxia for 36Kr.
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