In the first half of 2026, Douyin's oral care brand landscape underwent a round of fierce reshuffling.

A clear signal is that the Douyin Oral Care TOP5 has shifted from a mixed foreign and established brand structure three years ago to being dominated by domestic brands. And in this round of reshuffling, the brand with the largest leap in rankings is the 7-year-old BOP Pop Specialization, which has moved from the 16th position in the category in the first half of 2024, to the top three in 2025, and finally to the top of the list in the first half of 2026.

At the same time, traditional brands have not completely lost their ground. Yunnan Baiyao, Lengsuanling, and other old brands are still firmly in the TOP5, indicating that the shift in channels does not bring about a simple narrative of "newcomers replacing old brands," but rather a reconstruction of the rules of competition: on Douyin, this new main battlefield, whoever can master both content efficiency and brand asset building will be able to redefine the seating order.

The Triple Structural Changes in Oral Care

According to Frost & Sullivan data, the retail sales of the Chinese oral care market reached 77.9 billion yuan in 2025 and is expected to rise to 97.3 billion yuan by 2030. This nearly one-trillion-yuan market has long been dominated by traditional brands with high channel barriers. However, in the past three years, three structural changes have occurred simultaneously, loosening the old competitive landscape.

1. Consumer Changes: From Low-Price Involution to Value Competition, the Era of Functional Payment Arrives

The oral care market is experiencing a profound "quantity-price relationship reversal." In 2023, the sales of mainstream e-commerce channels decreased by 2.9% year-on-year, but the volume increased by 9.1%, showing a typical "quantity for price" characteristic; in 2024, sales increased by 3.6%, while the volume increased by a significant 19.3%, with the growth rate far exceeding that of sales, indicating that the market still relies on price-driven demand. However, by 2025, sales jumped to 24.526 billion yuan, with a year-on-year increase of 17.3%, and the volume increased by 7.2%, with the growth rate of sales surpassing that of volume for the first time, showing that the market has shifted from "quantity-driven" to "quantity and price growth, with value prioritized." This trend continued in Q1 2026: sales increased by 13.8% year-on-year, while volume increased by 8.5%, with the average transaction price still on the rise.

Against this backdrop, the leading position of toothpaste categories has been further consolidated. In 2025, the toothpaste market reached 56.6 billion yuan, accounting for 72.7% of the entire industry, with the category weight increasing by 3.1 percentage points over five years. The key driving force behind this is that toothpaste itself is evolving from "basic cleaning" to "functional care." Sub-functional effects such as anti-sensitivity, whitening, gum protection, and antibacterial continue to raise the unit price, with the price range shifting from below 10 yuan to 30-50 yuan, with some high-end products exceeding 100 yuan. In a market with an overall growth rate that has fallen to the single digits, this "double increase in quantity and price" has been further amplified.

The logic of consumer decision-making has also shifted. The "2025-2026 China Oral Care Industry Development White Paper" shows that the market share of functional toothpaste has reached 57.8%, with over 72.3% of consumers actively researching ingredient lists, efficacy mechanisms, and third-party testing reports. Oral care is upgrading from basic cleaning to a composite demand of "functional pain point solution + social emotional value," and the era of paying for product efficacy has arrived.

The price band structure has shifted upwards, with a blank space in the middle becoming apparent. Consumers are accelerating their migration towards the mid-to-high-end segment. "User Say" data shows that the price band with the highest sales share in oral care products is 50-70 yuan (26%), with a significant increase in the 30-50 yuan range. Products in the 20-40 yuan price band, which previously had few brands systematically arranged, have provided a differentiated positioning space for new brands.

BOP has keenly captured this structural opportunity: proactively entering the 20-40 yuan blank price band and filling the market gap with products of absolute efficacy.

2. Channel Changes: Douyin Leading Strongly, Becoming a Benchmark for All Channels

According to the third-party data platform "User Say," from April 2025 to March 2026, the sales of oral care products through the Douyin channel have accounted for 48% of the e-commerce channel. The latest data for Q1 2026 is even more aggressive: the sales through the Douyin channel reached 3.211 billion yuan, accounting for 55% of the oral care e-commerce channel, with a year-on-year increase of 30.73%, with both volume and price rising, far ahead of the growth rate. In comparison, the sales of Tmall were 1.442 billion yuan, down 2.31% year-on-year; Taobao's sales were 320 million yuan, down 27.04% year-on-year; only JD maintained stability, with sales of 842 million yuan, up 13.76% year-on-year.

The significance of Douyin goes beyond sales volume. In the oral care category, Douyin is playing the role of an "online benchmark" — consumers are accustomed to discovering new products and making product decisions on Douyin, and the content potential of Douyin will radiate to Tmall, JD, and even offline channels. For brands, Douyin's first often means a联动 growth across all channels.

3. Changes in Competitive Logic: The Trap of "Douyin Brands" and the Distinction of Brand Assets

The triple shift has led to the emergence of many brands with considerable volume in the Douyin oral care track over the past three years. However, a phenomenon worth being vigilant about in the industry is that most of them have yet to摆脱 the label of "Douyin brands." Their common characteristics are: relying on a blockbuster product sold for over ten million yuan on Douyin monthly, but the users cannot remember the brand name; once the traffic cost rises, sales plummet; without a scientific research system endorsement and without brand asset accumulation, they are essentially still "selling goods" logic under the flow purchase logic.

However, upon closer examination, the key to BOP becoming the sample with the largest leap is the accuracy of its strategic rhythm — it did not stop at "selling goods" in the Douyin traffic dividend but completed a crucial leap from "new brand" to "mass awareness brand."

BOP's Breakout: How to Enter the "National Brand" Sequence from "Douyin Hot Product"?

The research on BOP's breakthrough path shows a clear strategic rhythm of the brand.

1. Product Layout: Effectiveness refinement + high value, not category stacking

In the oral care industry, traditional big brands and many emerging players often adopt a product strategy known as "casting a wide net"—spanning multiple subcategories such as toothpaste, toothbrushes, dental floss, mouthwash, and oral sprays, covering a wide price range from low to high-end, with a large and scattered SKU inventory. This "a wide range of categories, broad price bands, and blind product selection" logic is essentially the traffic thinking of the shelf e-commerce era: relying on a large number of SKUs to increase exposure probability, attracting customers with low-priced items and making profits with high-priced items, but the result is blurred brand recognition, making it difficult for consumers to remember what the brand represents, and it is also hard to guarantee the return on single products.

BOP's product layout logic is entirely different. Starting from the toothpaste market, BOP has chosen a route of efficacy refinement and high value: focusing on efficacy-based toothpaste as the core category, establishing a price anchor between 20-40 yuan, and making in-depth penetration around sub-functions such as whitening, freshness, repair, gum protection, and children's products. Each single product aims to become the "representative" of its respective subcategory, rather than relying on a large number of SKUs to increase the probability of success. The underlying logic of this "high-quality best-selling product" strategy is the product thinking in the beauty industry—building a strong mental image with a small number of SKUs, supporting high average order value and high user stickiness with high value perception, and ultimately forming a business model with high return on investment.

This also explains why BOP can leap from a "traffic brand" to a "capital brand" on Douyin: when a brand establishes a clear efficacy recognition with high-quality best-selling products, every content investment and traffic purchase is contributing to the brand's asset value, rather than just paying for a single conversion.

2. Product Strategy: The Innovation Methodology Behind the Continuous Best-Selling Products

According to "Cosmetics Observation," BOP's product development is not just about "research and development." More importantly, it is forming a complete capability from consumer insights to product innovation and then to market validation. The multiple successes of best-selling products do not verify the luck of "betting on the right single product," but rather the reproducible results of the "insight-innovation-validation" methodology.

Color Repair Whitening Toothpaste: Professional foundation, scientific communication. Whitening toothpaste has long been a hot track in oral care, but the competitive logic is relatively homogenized: traditional brands mostly focus on physical friction whitening and "chemical bleaching" paths, with efficacy claims becoming increasingly similar; on platforms like Douyin and content e-commerce, a large number of white-label and emerging brands enter the market at low prices, using before-and-after comparison videos to attract traffic, but lacking verifiable technical support, with low repeat purchase rates and difficulty in building long-term trust for brands. BOP's differentiated strategy lies in not joining the "price war + effect comparison video" spiral, but in building a product logic of "professional foundation, scientific communication": exogenous tooth yellowing is a common pain point for the public; the patented dissolution color repair technology + antibacterial peptide ingredients provide verifiable efficacy support; the visual feedback of the toothpaste body turning blue during brushing allows the professional efficacy to be precisely and intuitively communicated through content e-commerce. According to the certification of Shangpu Consulting, as of early 2026, the cumulative sales of this single product have exceeded 20 million units, and the total sales of the brand's toothpaste have exceeded 60 million units, topping the Douyin whitening toothpaste category TOP1 multiple times.

Aroma Freshness Toothpaste: Cross-category reference, redefine value standards. The communication direction of most freshness toothpaste on the market has long been停留在 "menthol flavor", "bad breath removal", "long-lasting freshness", and other functional levels, with severe homogenization and consumer fatigue. BOP captures a deeper change in demand: consumers' expectations for "freshness" are no longer just to solve bad breath problems, but also to look forward to a pleasant experience brought by daily care - which is essentially the logic of "emotional value" in the beauty industry migrating to oral care. Therefore, BOP decomposes malodorous bacteria from the source, introduces international perfumers to create a three-stage aroma, and at the same time, through unique high-颜值 design, truly integrates function, aesthetics, and experience. According to the understanding of Pinvan, in this highly homogenized category of freshness toothpaste, BOP does not stop at simple flavor iteration, each flavor undergoes hundreds of experiments and sensory evaluation tests, and the final product surpasses competitors in all core indicators. This stubborn investment in basic research - choosing "effort" when others pursue "speed" - precisely reflects the BOP team's "good student" product view: not gambling on probability, but using systematic efforts to establish determinable advantages.

In studying BOP's product matrix, we found that its children's toothpaste has a large number of real user UGC notes shared on social media. These contents are often not brand-led seed planting promotions, but mothers' spontaneous records of their children's toothbrushing routines - "The child brushed his teeth twice today", "It's especially rewarding when the stars disappear", "Finally, I don't have to nag him to brush his teeth".

In-depth analysis of these UGC contents reveals that BOP's children's toothpaste offers more than just a product with cavity prevention benefits; it is a solution to help children establish the correct brushing habits. BOP takes "letting children brush actively for two minutes" as the core proposition of product design, turning brushing into an interesting activity with immediate positive feedback as the red and blue star pieces in the transparent toothpaste gradually disappear. This design precisely hits the hidden anxiety of mothers: children are unwilling to brush or do not brush for enough time, and mothers have to repeatedly urge them while worrying about tooth decay issues.

By reversing the reasoning of this UGC phenomenon, we can see a clear logic in BOP's product development - not defining "what function I want to achieve" first, but defining "what problem I want to solve for users in what scenario" first. While the industry is still competing over traditional indicators such as fluoride content and fruit flavors, BOP has jumped to a higher dimension of "behavioral cultivation." This product definition capability that grows from real consumer scenarios is the embodiment of BOP's market insight: it is not just following known demands, but creating new solutions with products and always staying ahead of the market.

After penetrating the subcategory of whitening, BOP gradually expanded to refreshing, repairing, gum protection, and children's efficacy series, completing the expansion from "big single product" to "efficacy matrix."

Behind these capabilities is a systematic brand operation methodology. The founding team has a background from prestigious universities and leading international fast-moving consumer goods groups, which determines that BOP has long-term strategic determination from the very beginning. Looking back at its development path: in the early stage, it entered the small category of "oral beauty" (mouthwash, mouth spray) and quickly reached the top tier; after 2023, it entered the efficacy toothpaste track and upgraded the product barriers with cutting-edge biotechnology. The success of the strategy essentially originates from the systematic capabilities brought by the talent structure - its growth does not rely solely on short-term benefits of traffic purchasing, but on the combination of category selection, product definition, content strategy, scientific research investment, and brand building.

3. Brand Upgrade: A "Military Arms Race" That Must Be Fought

If products and research constitute the competitive foundation of BOP, then the upgrade of the brand dimension determines whether it can truly enter the sequence of "national brands" from "Douyin hot products."

From the perspective of代言 strategy, the signing of Dilraba Dilmurat in September 2025 was a true dividing line in the construction of BOP brand. Before this, BOP was still closer to a "channel爆款 brand" in the minds of consumers—users might repeatedly purchase on Douyin, but their understanding of the brand was limited to the product level. The addition of top-end endorsers allowed it to first qualify as a "mass brand." However, the essence of this move was the "arms race" in the oral care industry: when leading brands in the market signed top-end endorsers, not doing so meant falling directly behind in the consumer mind competition. BOP's ability to bear this cost structure and continue to expand indicates that its underlying profitability or capital reserves have already surpassed the "Douyin brand" stage that solely relies on traffic purchases.

From the perspective of content layout, BOP has constructed a "set of combinations" highly integrated with the platform's traffic structure in the Douyin ecosystem. With thousands of influencers promoting and planting seeds, 21-day brushing打卡 to establish usage habits, efficacy testing to provide trust endorsements, and dissolution technology popularization to complete cognitive education—these four links constitute a complete content funnel of "planting seeds-carding-repurchase." The rationality of this strategy can be verified from the channel structure of Douyin's oral care: the sales share of influencers' guidance is as high as 40.54%, significantly higher than the 22.7% of brand self-broadcasting. The content investment of BOP is essentially finding the most efficient lever point in the platform's traffic distribution logic.

From the perspective of the endorsement system, BOP's trust building presents a clear hierarchy. In September 2023, BOP jointly established a "Joint Laboratory" with the School of Stomatology of Shandong University, with Professor Feng Qiang as the director. By early 2026, the laboratory has published more than 20 papers in journals such as "VIEW," "BMC Oral Health," and "International Dental Journal," BOP owns 23 exclusive patents, and participates in formulating more than 10 national and industry standards. This layout enables the brand to have verifiable academic support for efficacy claims, distinguishing itself from competitors that solely rely on marketing talk.

From the perspective of channel growth opportunities, BOP's brand construction investment over the past two years—whether it be scientific research laboratories, endorser matrices, or content systems—its core significance does not lie in "doing a brand" itself, but in clearing obstacles for cross-channel growth. When a brand can only be recognized on Douyin, it almost needs to re-educate users when entering Tmall, JD.com, or offline channels; while when a brand establishes the recognition of "efficacy-oriented oral care brand" in the consumer mind through mass endorsers, verifiable scientific research endorsements, and systematic content assets, the cost of cross-channel migration will be significantly reduced. This is also the essential difference between BOP and most "Douyin brands": the latter is trapped in the Douyin traffic pool, while the former is using Douyin as the starting point rather than the endpoint of brand construction.

After reaching the top: three signals of industry structure reconstruction

This round of changes in industry rankings reflects three noteworthy industry signals:

First, the balance of power in channel authority has already shifted. The reshuffling of the TikTok oral care list proves that the offline channel barriers built by traditional brands over decades have been weakened in the era of content e-commerce. Data from Q1 2026 shows that TikTok leads with a strong 55% share of the e-commerce channel and a year-on-year growth rate of 30.73%, while traditional shelf e-commerce platforms like Tmall and Taobao have seen a decline. The competition in oral care in the future will no longer be a comparison of offline product distribution volume, but a comprehensive competition of data insights, content creativity, and supply chain response speed. The case of BOP also proves that in the era of content e-commerce, new brands can quickly establish a market position through efficient content operations and precise user insights.

Second, the value anchor of categories has been rewritten. When toothpaste can be discussed like an essence in terms of ingredients, mechanisms, and detection reports, the value evaluation system of this category has shifted from "daily necessities" to "function-oriented personal care products." Brands without the ability to narrate research and development will gradually lose the initiative in defining price ranges.

Third, the breakthrough path has been verified, but the window is narrowing. The model of early reliance on short video planting and flooding with ads is no longer sustainable, and subsequent entrants need to make efforts in product differentiation, research and development depth, and brand tone simultaneously.

In other words, the window period brought by channel transformation is still there, but the width of the window is narrowing, and latercomers must move faster and more accurately than BOP.

The Chinese oral care industry has officially entered a new stage of multi-dimensional competition of "content + function + brand." Establishing content capabilities in emerging channels, forming verifiable technical barriers at the research and development end, and completing brand value leap in consumers' minds will be the core variables that determine brand rankings. From this perspective, BOP's leap is not the end, but a阶段性 note of this long-term change.

This article explores Aromatherapy, Scent, Perfume, Essential Oil, Fireless Aromatherapy, Aromatherapy Candle, Vine Incense Stick, Home Scent, Natural Aromatherapy, Diffuser, sharing the latest industry insights and offering practical references for enthusiasts.

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