哈根達斯（Häagen-Dazs）這個曾經被譽為「冰淇淋界的愛馬仕」的品牌，如今在中國市場正面臨前所未有的大滑坡。從一度象徵高端消費與身份地位的標誌，逐漸淪為消費者口中「又貴又沒CP值」的過氣品牌，哈根達斯的全國性關店潮，正清楚描繪出這場高端冰品帝國在中國的潰敗歷程。

根據報導，截至2025年初，哈根達斯在中國的門市數量已從巔峰時期的近400家，大幅縮減至僅剩263家，關店比例高達40%。這不僅是規模上的萎縮，更象徵著品牌價值與市場熱度的斷崖式下跌。河南最後一家位於鄭州中牟縣杉杉奧特萊斯的哈根達斯門店，也已公示將於7月27日正式歇業，正式結束在河南市場的所有實體佈局。

這一波關店潮並非個案，而是遍佈全國，包括北京、武漢、長沙等一線與新一線城市的核心商圈，不少過去裝潢華麗、位居黃金地段的哈根達斯專門店，如今或已撤出、或低調縮編，甚至有些殘存店面也不得不貼出「9.9元限時優惠」的促銷廣告，企圖用低價吸引人潮，彌補門可羅雀的頹勢。

母公司通用磨坊（General Mills）在最新的2025財年報告中透露，截止至2025年2月23日的三個月內，哈根達斯的高端冰淇淋業務僅創下1.38億美元營收，較去年同期的1.42億美元下滑3.2%。雖然幅度看似不大，但對於主打「高單價、低銷量」策略的品牌而言，這樣的下滑已是警訊。此外，市場還傳出通用磨坊正考慮出售中國區的哈根達斯業務，即使2026年將是其進入中國市場滿30週年的里程碑，也難以挽回品牌正逐漸被中國消費者遺忘的現實。

導致哈根達斯在中國失勢的原因可從幾個層面深入探討。首先，是「高價值不對等」的消費觀感。隨著消費者愈趨理性，哈根達斯那高達數十元一球的冰淇淋，早已無法再輕易說服年輕人掏錢。網友普遍反映，與其花數十元吃一球哈根达斯，還不如選擇價格更實惠、口味變化更豐富的Dairy Queen、喜茶、Chicecream（鍾薛高）等品牌。這些競爭對手不僅打出更強的性價比，也更加貼近當代年輕人的消費習慣與審美需求。

其次，是品牌形象與社會語境的脫節。哈根達斯過去仰賴「高端」、「浪漫」、「歐美風」的品牌想像，在2000至2010年代的確收穫一大批追求生活品質的中產與白領客群。但進入2020年代後，這樣的定位逐漸失去吸引力。如今的年輕世代更在意「有趣」、「社群話題性」與「產品內容的真實性」，對於早期那種「為浪漫氛圍買單」的消費心態已明顯淡化。換句話說，哈根达斯的品牌語言正在被時代拋棄。

此外，冰品產業本身也面臨結構性轉變。過去夏季是冰淇淋消費的旺季，但現今冷藏技術與電商物流的普及，使得消費者對冷食的需求不再集中於季節，反而更看重隨時可得、方便食用與價格合理的綜合體驗。而哈根達斯這類依賴實體專門店、講究環境與體驗的高端品牌，在這種環境下競爭力明顯不足。

最後，不可忽視的是中國內部消費力的階層化加劇。受經濟壓力、青年失業、房價高企等因素影響，中產階級的消費信心受到打擊，大眾逐漸轉向更加務實的消費選擇。當年「吃哈根达斯代表高端生活方式」的光環，對如今追求高效、理性與高CP值的年輕族群而言，早已不再具有吸引力。

總結來說，哈根達斯在中國的困境不僅是市場競爭導致的結果，更是品牌老化、定位模糊與時代斷裂的綜合體現。在冰品這條愈發內卷的賽道上，靠單一品牌光環、缺乏創新與在地化策略的國際品牌，恐怕很難再輕鬆「收割」年輕消費者的信任與錢包。哈根達斯的失敗，是一場對過時「高端神話」的終極清算。

Häagen-Dazs, once hailed as the “Hermès of the ice cream world,” is now facing an unprecedented decline in the Chinese market. Once a symbol of premium consumption and social status, the brand has gradually fallen out of favor, with consumers now dismissing it as “expensive and not worth it.” The wave of nationwide store closures in China clearly illustrates the downfall of this once-dominant premium ice cream empire.

As of early 2025, reports show that the number of Häagen-Dazs stores in China has shrunk dramatically from nearly 400 at its peak to just 263, marking a staggering 40% reduction. This is not merely a numerical contraction—it signifies a sharp decline in both brand value and market popularity. The last Häagen-Dazs store in Henan Province, located in the Zhengzhou Zhongmu County Sasseur Outlet, officially announced its closure on July 27, effectively ending the brand’s physical presence in that region.

This closure trend is not limited to one area—it spans across China. Major flagship stores that once stood proudly in central commercial districts of top-tier and emerging cities like Beijing, Wuhan, and Changsha are either shuttered, quietly downsized, or forced to post “¥9.9 limited-time offers” in an attempt to lure back foot traffic and offset the visible decline in customer interest.

According to the latest FY2025 report from parent company General Mills, Häagen-Dazs’ premium ice cream segment recorded $138 million in revenue in the three months ending February 23, 2025—a 3.2% drop compared to $142 million during the same period last year. While the decrease may appear modest, for a brand built on a high-price, low-volume strategy, this decline is a significant warning sign. Rumors have also surfaced that General Mills is considering selling off the Häagen-Dazs China business, despite the fact that 2026 marks the brand’s 30th anniversary in the Chinese market—further underscoring the gravity of its current struggles.

Several factors contribute to Häagen-Dazs’ declining status in China. Foremost is the perceived mismatch between price and value. As Chinese consumers grow increasingly rational and price-sensitive, many feel that spending dozens of yuan for a single scoop of ice cream is no longer justifiable. Online users often compare Häagen-Dazs unfavorably to competitors such as Dairy Queen, Heytea, and Chicecream (Zhong Xuegao), which offer greater variety and better value. These newer brands resonate more with younger consumers through affordability, innovation, and relevance to modern tastes and aesthetics.

Another issue is the brand’s outdated image and its disconnect from today’s social context. Häagen-Dazs once thrived on a narrative of luxury, romance, and Western sophistication, successfully appealing to the urban middle class and white-collar professionals during the 2000s and early 2010s. However, in the 2020s, such positioning has lost its appeal. Younger generations now prioritize fun, social engagement, and authenticity in products. The idea of paying a premium simply for “romantic ambiance” no longer holds sway. In essence, Häagen-Dazs’ branding is being left behind by the times.

The ice cream industry itself is also undergoing structural shifts. Where summer once reigned as peak season for frozen treats, advancements in refrigeration and e-commerce logistics have decoupled cold dessert consumption from seasonality. Today’s consumers seek convenience, affordability, and availability year-round—factors that favor flexible retail formats over traditional premium boutique experiences. In this context, Häagen-Dazs’ reliance on high-end brick-and-mortar stores leaves it at a disadvantage.

Lastly, rising socioeconomic pressure within China has reshaped consumer behavior. With growing concerns over economic uncertainty, youth unemployment, and surging housing prices, the purchasing power and confidence of the middle class have declined. Consumers are increasingly turning to pragmatic, value-driven choices. The former cachet of “eating Häagen