曾喊出三年千店目标的高端现制酸奶品牌Blueglass，正迎来一轮大规模门店收缩。
10月底，南宁万象城Blueglass门店贴出停业通知，因租约到期于10月31日正式闭店，储值用户可通过小程序客服申请退款。这也成为了近期Blueglass全国门店调整的缩影。
上海前滩太古里店、龙湖宝山天街、丁香国际等多家标杆门店陆续标注歇业关闭。大众点评数据显示，上海当前在营门店仅 15 家，另有 19 家门店处于暂停营业状态。广州、深圳、成都等城市门店同样大幅收缩，不少曾经的地标首店已经退场，仅剩下少数点位维持运营。
第三方餐饮数据平台窄门餐眼统计，2025年11月Blueglass全国门店还有214 家，至 2026年10月缩减至 148 家，一年之内减少 66 家门店，降幅约31%。虽然Blueglass还在今年开出了哈尔滨首店、深圳山姆店等新店，但部分新增门店生命周期极短，深圳福田山姆店开业不足半年便关闭。
对于目前的闭店现状，Blueglass并未回复。
Blueglass的高光起点，来自差异化的高端定位。该品牌前身为2012年创立的阿秋拉尕青藏酸奶，2018年更名Blueglass，主打功能性现制酸奶，以益生菌、膳食纤维、轻断食、身材管理为产品叙事，单杯标价长期逼近 50 元，门店集中布局高端购物中心，和 Lululemon 等健康生活方式品牌联动，形成“穿 Lululemon，喝 Blueglass”的圈层标签，被市场称作 “酸奶界爱马仕”。
2021年，仅有四十余家门店的Blueglass便拿到了超2亿元的B轮融资。随即提出三年千店的扩张目标，在当时茶饮普遍 20 元价格带的市场里，Blueglass则卖出了近50元的高价，走出一条高价现制饮品路线。
此外，“Blueglass成新型泻药”话题的出圈，也成为了其快速出圈的重要推手。为此，Blueglass将“纤体”“畅快轻盈”“轻负担”等概念放在了更为重要的位置。小红书上，Blueglass的相关笔记一度超过了5万篇。
但随着Blueglass的出圈，也带动了头部茶饮品牌的先后入局。喜茶、奈雪等头部茶饮品牌持续推出酸奶、果酸奶类产品，价格显著低于Blueglass；平价酸奶、预包装功能性酸奶分流需求，高端现制酸奶的替代性持续走高。
与此同时，高溢价消费的逻辑也在逐步失效。消费信心趋于保守的背景下，消费者不再愿意为健康生活方式、场景身份带来的溢价持续买单。
而随着竞争压力的加剧，售价近50元的Blueglass也开始了降价。部分门店推出99元5杯的活动，外卖平台的折扣也低至22.9元，有的产品甚至低至19.9元。
形成了线上折扣价和门店标价长期割裂，稀释了原本的高端品牌调性。
面对线下门店的增长天花板，Blueglass 已经启动战略转向，从一杯酸奶的饮品品牌，向 AI 健康管理公司转型。今年品牌完成新一轮 2000 万美元融资，资源重心明显倾斜于健康业务：推出智能戒指、健康 Agent 等硬件与数字化服务，尝试将智能硬件、健康监测会员和酸奶产品打包销售，进驻商超渠道，不再只依赖购物中心饮品店的单一模型。
但这次跨界转型，同样充满不确定性。饮品零售和智能硬件、健康管理属于完全不同的产业链，硬件研发、供应链、售后、用户数据运营的门槛远高于现制饮品。酸奶消费属于低频、即时性休闲消费，而健康监测硬件是长周期硬件产品，二者的用户心智、消费决策逻辑很难自然打通。行业人士指出，健康硬件业务能否形成稳定现金流，反哺线下门店，目前仍缺少验证。
从新消费赛道的周期来看，Blueglass 的收缩，并不代表现制酸奶赛道整体消亡，而是无壁垒的高端生活方式溢价正在出清。茉酸奶等品牌选择下沉、平价路线，而 Blueglass 选择向上跨界健康科技，代表高端现制酸奶两条完全不同的自救路径。
曾经依靠圈层营销、场景叙事快速走红的新消费品牌，正在集体面对一个命题：当流量红利褪去，品牌价值究竟是附着在消费符号上，还是扎根在可持续、高复购的产品与服务能力之上。Blueglass 的门店收缩，是高端饮品赛道的一个典型样本：千店目标落空之后，品牌能否跳出原有的产品结构重新讲出一个新故事，仍有待市场检验。
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The high-end brand of yoghurt milk, Bluegrass, which was the target of a three-year shop, is in the midst of a massive contraction.
At the end of October, the Bluegrass Gate in Nanning Vientiane posted a closure notice, which officially closed on 31 October because of the expiration of the lease, and saved-value users could apply for refunds through a mini-routine. This is also a microcosm of the recent restructuring of the Bluegrass national shop.
In Shanghai, a number of billboard shops, such as Taguri's in front of Shanghai, Dragon Lake Mount Tian Street and Dingham International, have been closed. According to popular opinion data, there are currently only 15 at the camp and 19 at the same time are suspended. The city stores of Guangzhou, Shenzhen and Chengdu have also contracted significantly, and many of the former landmark shops have left behind, leaving only a few places to run.
The third-party catering data platform narrow-eyed statistics show that in November 2025 there were 214 national stores in Blueglass, and by October 2026 they had been reduced to 148, a reduction of 66 in one year, or about 31 per cent. Although Blueglass also opened new shops such as Harbin's first shop and Shenzhen Sam's shop this year, some of the new shops have a very short life cycle, and Sam's shop in Shenzhen has been closed for less than six months.
Blueglass did not reply to the current closed shop situation.
Bluegrass' high light starting point, from differential high end positioning. The brand, formerly known as the Achola sour milk, which was created in 2012, changed its name to BlueGlass in 2018, to feature functionally active yoghurt, featuring fungus, dietary fibres, diets, body mass management as a product, with long-term prices approaching $50 for single cups, a centralized high-end shopping mall, and a combination of healthy lifestyle brands such as Lulemon, drinking BlueGlass, which is marketed as “Maass in acid milk”.
In 2021, Bluegrass, which is home to more than 40 businesses, received more than $200 million in B-wheel financing. Then the goal was to expand the store for three years, and in a market where tea was widely available at $20, Blueglass sold nearly $50 at a high price, moving out of a high-priced, off-the-shelf drinking route.
In addition, the emergence of the topic “Bruegrass as a new type of laxative” has become an important driver for its rapid cycling. To this end, Bluegrass has placed more important the concept of “fiber” and “light burden”. On REDnote, Bluegrass had over 50,000 notes.
But with Bluegrass going out, the head tea brand is also being pushed in. Top tea brands such as tea and snow continue to introduce yoghurt, yoghurt and yogurt products at prices significantly lower than Blueglass; low price yoghurt, prepackaged functional yoghurt diversion needs, and high-end and ready-made yoghurt substitutes continue to grow.
At the same time, the logic of high premium consumption is gradually failing. In the context of conservative consumer confidence, consumers are no longer willing to pay for the price of healthy lifestyles, scene identities and prices.
As competitive pressures intensified, Bluegrass, which sold nearly $50, started to decline. Some of the shops have launched activities of $99.5 and discounts on delivery platforms are as low as $22.9 and some products as low as $19.9.
The long-term fragmentation of online discounts and door-to-door prices diluted the original high-end brand-modification.
Faced with the growth ceiling at the bottom of the line, Bluegrass has initiated a strategic shift from a glass of yogurt brand to AI Health Management. This year, the brand completed a new round of $20 million in financing, with a clear focus on health operations: the introduction of smart rings, healthy Agent, hardware and digital services, attempts to package smart hardware, health monitoring members, and yogurt products, and the establishment of a supermarket that no longer relies solely on a single model of a shopping mall.
But this cross-border transition is also fraught with uncertainty. Drinking retail and intelligent hardware, health management, are completely different industrial chains, and hardware development, supply chain, after-sale, user data operations are much higher than existing drinking products. The consumption of yoghurt is low-frequency, instant leisure consumption, while the hardware for health monitoring is a long-cycle hardware product, which is difficult for users to understand and the logic of consumer decision-making. According to industry sources, the ability of health hardware operations to produce a stable cash flow is still lacking.
In terms of the cycle of the new consumer track, the contraction of Bluegrass does not mean that the existing yogurt track as a whole disappears, but rather that the barrier-free high-end lifestyle premium is being cleared. Brands such as yogurt have chosen to sink, and Bluegrass has chosen to move up to cross-border health technology, representing two completely different paths of self-help for high-end yogurt.
The new consumer brand, which used to rely on top-of-the-horizon marketing and scenes, is collectively facing a proposition: When the flow dividend fades, is the brand value attached to the consumption symbol or is it rooted in a sustainable, high-repurchase product and service capacity? Blueglass' doorshop contracted, a typical sample of the high-end drinking track: After the failure of the 1,000-storey target, the ability of brands to exit the original product structure to repeat a new story remains to be tested in the market.
(This article was first published on titanium media app, in depth of consumption)
Auto-fetched and translated by AI Atlas. All rights belong to the original author.