
这个市场不值得进入:已经是明显的价格战+过度拥挤状态,新品牌没有成功案例,连老品牌的新上架也几乎全军覆没。用户预算 500,000 CNY 虽然够单个ASIN起步,但不够改变这个类目的胜率,除非你能带来明显的功能/结构突破或强渠道优势。
These products have successfully captured market share and are profitable. Their design and features are suggested for your investment, based on market competition, saturation, and demand.
Green indicates better success rate, red indicates poorer success rate. If you are a new brand, focus on the left side; if you are an old brand, focus on the right side.
这个市场不适合进入:已经进入价格战/过度拥挤状态,用户预算虽然够单个ASIN启动,但不够改变胜率。 新品牌成功率是0%,新上架产品整体盈利率也是0%,而且2025-2026年的新上架几乎全部都是亏损/未验证,市场在变差,不是在变好。
证据很直接:当前可识别的盈利产品只占1.52%,新上架产品盈利率0.00%;新品牌新上架盈利率0%,老品牌新上架盈利率也0%,说明这不是“谁更强就能赢”,而是整体都难赚。你给的预算是500,000 CNY,对单个ASIN的前期启动资金来说是够的,但对这个类目里真正能跑出来的产品,预算门槛其实已经远高于“只覆盖前几个月采购、头程和广告”的水平;更关键的是,预算表里当前没有给出可落地的推荐区间,说明可复制的低门槛机会基本不存在。典型样本里,EMART 新品售价约£69.99,利润率只有12.97%,但仍然是非盈利;RaLeno 老品售价约£63.36,利润率8.95%,且这类老牌产品本身就已经在活跃销售。也就是说,连看起来“还行”的样本都没达到安全盈利线,低于10%的基本就是价战区,低于15%的新品都不应视为好机会。
Alternative solutions may pose a risk to your investment in certain markets.
这个市场不值得进入:已明显进入低利润、强同质化的拥挤区,新品牌成功率几乎为零。 现有数据里,市场层面可识别的盈利产品只占1.52%,而新上架产品的盈利率是0.00%;这不是正常竞争,而是已经被价格战和高成本物流压到没有空间。
这个市场不值得进入,结论很明确:已接近/进入价格战区,且新品牌成功率几乎为零。 你现在看到的是一个被老品牌主导、利润被压得很薄的市场;对大品牌来说也不是好机会,对小商家更是不成立。
All products profit ratio distribution, including all products. For products with insufficient sales or missing profit ratio data, they will be categorized into other rows. This distribution included products that cannot determine the release date.
This are the profit ratios of all new products. There are products without sufficient sales, no more than 100pcs in 3 months, or no profit ratio data, or just released. Those will be considered as 'other'
Most profitable products ranked by profit value. Only includes products with positive profitability and active sales, regardless of release date.
![]() | B0DG5HXWV4 | NEEWER | 2024-09-06 | Yes | £60.31 | 50pcs | £3015.5 | 17.25% | £520.18 |
New products with negative profitability ranked by lowest profit value. Only includes newly released products classified as non-profitable.
![]() | B0FJR55FTM | NEEWER | 2025-07-25 | No | £55.99 | -pcs | £- | 21.34% | £- |
![]() | B0FJXF9QSN | NEEWER | 2025-08-01 | No | £49.85 | -pcs | £- | 21.2% | £- |
![]() | B0F6LD6WLZ | EMART | 2025-11-10 | No | £69.99 | -pcs | £- | 12.97% | £- |
![]() | B0G43V5RX1 | NEEWER | 2025-12-05 | No | £33.73 | -pcs | £- | 14.41% | £- |
![]() | B0FPM6L4SH | AMBITFUL | 2025-09-11 | No | £75.0 | -pcs | £- | 16.18% | £- |
![]() | B0G3WK8LJG | Foccalli | 2025-11-25 | No | £46.59 | -pcs | £- | 4.4% | £- |
![]() | B0GVJNZ7DZ | ZHIYUN | 2026-03-31 | No | £- | -pcs | £- | -% | £- |
![]() | B0GWHDJKKX | GODOX | 2026-04-08 | No | £- | -pcs | £- | -% | £- |
![]() | B0FMDNFQ57 | GODOX | 2025-08-14 | No | £- | -pcs | £- | -% | £- |
![]() | B0H3329LT7 | GODOX | 2026-05-26 | No | £- | -pcs | £- | -% | £- |
![]() | B0H394TCSD | NEEWER | 2026-05-29 | No | £- | -pcs | £- | -% | £- |
![]() | B0H394TR7M | NEEWER | 2026-05-29 | No | £- | -pcs | £- | -% | £- |
![]() | B0GDGLBX1Z | NEEWER | 2025-12-31 | No | £- | -pcs | £- | -% | £- |
![]() | B0H1Q474W7 | AMBITFUL | 2026-05-14 | No | £- | -pcs | £- | -% | £- |
![]() | B0H5X67PNZ | NEEWER | 2026-06-18 | No | £- | -pcs | £- | -% | £- |
![]() | B0FLD11MSR | TARION | 2025-08-06 | No | £- | -pcs | £- | -% | £- |
![]() | B0GDGSWH6F | NEEWER | 2025-12-31 | No | £- | -pcs | £- | -% | £- |
![]() | B0H28PTW47 | - | 2026-05-19 | No | £- | -pcs | £- | -% | £- |
这个市场不值得进入,已经是明显的价格战/过度拥挤市场。 近一年新产品里可辨识样本的盈利率只有1.52%,而新上架产品的盈利率是0%;更关键的是,近一年新品牌发布的新产品盈利率也是0%,说明真正的新增机会几乎被打穿了。
证据很直接:市场里新产品几乎全军覆没,老品牌也一样难赚。老品牌新上架产品盈利率0%,非盈利占比87.5%,新品牌这边非盈利率100%;同时月度趋势显示,2025年到2026年持续出现新的非盈利上架,2026年5月单月就有5个新产品失败,6月还有1个失败+1个未验证,市场不是在打开,而是在加速拥挤。失利样本里,NEEWER占了8个,GODOX占3个,AMBITFUL占2个,说明失败并不是某个弱品牌的问题,而是整个类目都在卷。真正能赚钱的案例只有NEEWER 的 B0DG5HXWV4:444条评价、17.2%利润率、月营收3015.5英镑、近期月利润520.18英镑,但它是老品牌老链接,且早期投入高达11220.12美元级别,靠的是品牌力+老链接+功能差异,不是普通新卖家能直接复制。相反,RaLeno 的 B07JJ7R1LW 虽然有781条评价、月销50、月营收3168英镑,但利润率只有8.95%,也是不赚钱的;EMART 新品 B0F6LD6WLZ 666评、69.99英镑、利润率12.97%,仍然是非盈利,且属于新品牌,说明即使做到一定销量也仍被成本吃掉。
What is the ratio of profitable products
What is the ratio of different brands owning all nonprofitable new products
这个市场已经进入过度拥挤区,结论很直接:不值得进入。 近一年新进入的“新品牌”成功率是 0%,而新上架产品整体可识别盈利率只有 1.52%,这不是机会市场,而是明显的价格战/内卷市场。
Y-axis is product counts. X-axis is time period. For each time period, there are 2 column, each column is a released type of a product. Columns are in following orders: New product, New product on old listing
Y-axis is product counts. X-axis is time period. For each time period, there are 2 column, each column is a released type of a product. Columns are in following orders: New product, New product on old listing
Header is the profit ratios and first column is different time period. Each cells includes how many products are relased at the specific timerange and has a corresponding profit ratios. Only profitable and with active sales (more than 100 pcs in 3 months) will be considered. Any products without sufficient sold units in 3 months will be marked as 'other'.
| Time/Profit% | x < -10.0% | -10.0% <= x < 0.0% | 0.0% <= x < 10.0% | 10.0% <= x < 20.0% | 20.0% <= x < 30.0% | 30.0% <= x < 40.0% | x >= 40.0% | other |
|---|---|---|---|---|---|---|---|---|
| 2022 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2023 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2024 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2025 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 10 |
| 2026 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 10 |
Header is the profit ratios and first column is different time period. Each cells includes how many products are relased at the specific timerange and has a corresponding profit ratios. Only profitable and with active sales (more than 100 pcs in 3 months) will be considered. Any products without sufficient sold units in 3 months will be marked as 'other'.
| Time/Profit% | x < -10.0% | -10.0% <= x < 0.0% | 0.0% <= x < 10.0% | 10.0% <= x < 20.0% | 20.0% <= x < 30.0% | 30.0% <= x < 40.0% | x >= 40.0% | other |
|---|---|---|---|---|---|---|---|---|
| 2025/7 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
| 2025/8 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 3 |
| 2025/9 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
| 2025/10 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2025/11 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 2 |
| 2025/12 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 3 |
| 2026/1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2026/2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 2026/3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
| 2026/4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
| 2026/5 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 5 |
| 2026/6 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 2 |