以下文章来源于凤凰网财经 ，作者凤凰网财经 凤凰网财经 . 你好，我们是凤凰网财经，全球华人都在看的财经公众号，传播最有价值的财经报道，你值得关注！欢迎访问：http://finance.ifeng.com/ 作者： 凤凰网财经 来源：凤凰网财经 什么东西一年宰一回，没几个人能吃动，但还是年年都要宰？ （提示：不是年猪） 没错，是月饼，而且是专门瞄准有钱人的高价月饼。 过去，高价月饼往往以礼盒的形式出现。比如，上海半岛酒店数年前推出一款 1688 元月饼礼盒，号称选用三十年陈酿茅台融入月饼制作。 又如，北京日出东方凯宾斯基酒店曾推出售价高达 2988 元的飨月礼盒，除八枚月饼之外，还包含了一张 1.2 米的长桌旗和一只陶瓷花瓶，颇有 些"买椟还珠"的意味。 食品变奢侈品，月饼一度成为商家的敛财工具。 2022 年，国家发改委等四部门出手对单价超过 500 元人民币的盒装月饼实行重点监管，刹住了这 股不正之风。 岂料，在月饼回归大众消费品属性和传统文化象征的 2025 年，中秋年度"宰客"又有抬头趋势。 高端的猎手往往以猎物的形式出现，这次天价月饼不再仅被置于进口超市和顶级酒店的礼盒，而是偷偷潜入街边面包店柜台 ...

新消费 · 新科技 · 新生活 以下文章来源于略大参考 ，作者付饶 略大参考 . 作者： 付饶 来源：略大参考 8月底，宗馥莉接受了财经独家专访，坦言2025年娃哈哈业绩承压，上半年销量增速回落。 ---------------------------------- 多项关键的数据也出现了下滑。尼尔森数据显示，AD钙奶在华东地区销售额下降37%，纯净水市 占率从18%跌至12%。 这是一份惨淡的数据。对于任何一家饮料公司来说，二季度作为主要的销售旺季，通常都该是全年 表现最好的一个季度，业绩下滑本身就是消极信号。 尤其对于娃哈哈来说，AD钙奶和纯净水是娃哈哈的两大重要收入构成，华东地区是全国最大的饮料 消费市场 （占全国总销售额的24.8%） ，也是娃哈哈起家、渠道铺设率最高的地区。 表面上，关键业务和关键销售市场的失利，娃哈哈看似突然卖不动了。 实际上，娃哈哈已经原地踏步很久了。 01 原地踏步 在软饮料市场，中国没有任何一家饮料公司会否认自己对可口可乐的执念。 但曾经打服可口可乐的，只有娃哈哈。 1998年，7家本土可乐挑战外来【两乐】，均受到惨遭失败后，宗庆后推出了一款中国人自己的可 乐——非常可乐，销 ...

Core Viewpoint - The article discusses the potential implications of the "choose one from two" (二选一) accusation against Ctrip, highlighting the risks of monopolistic behavior in the OTA (Online Travel Agency) sector and its impact on market dynamics [4][5][19]. Group 1: Market Dynamics and Competition - Ctrip is currently facing scrutiny after being questioned by the Zhengzhou Market Supervision Bureau, with media focusing on its pricing strategies and potential monopolistic practices [5][19]. - The OTA industry is more complex than the food delivery sector, involving higher consumer decision costs and a longer supply chain, which could lead to greater risks if monopolistic behavior is established [9][10]. - Ctrip's market dominance is significant, with projections indicating it will hold a 56% market share in 2024, far surpassing competitors like Tongcheng (15%) and Meituan (13%) [16][18]. Group 2: Pricing Strategies and Merchant Impact - Ctrip's commission structure places significant financial pressure on hotel merchants, with basic commissions ranging from 12% to 15%, and total costs potentially nearing 30% [11][12][13]. - Merchants have reported that Ctrip's "price adjustment assistant" and "golden card" system may effectively force them into a "choose one from two" scenario, limiting their pricing autonomy and market choices [22][34]. - The article suggests that Ctrip's operational strategies may create a closed market where it dictates terms, impacting the competitive landscape for merchants [34][35].

Core Viewpoint - The article discusses the financial crisis faced by Nezha Automobile, highlighting the company's inability to maintain its promised services and the severe implications of its financial mismanagement [3][5][10]. Financial Situation - Nezha Automobile's parent company, Hozon New Energy, revealed at a creditors' meeting that it has only 15 million yuan in available funds while facing confirmed debts of 5.1 billion yuan and additional claims totaling approximately 26 billion yuan [7][9]. - Over 5,000 employees are owed a total of 460 million yuan in unpaid wages and compensation, leading to significant talent loss [8]. - The company has 9.3 billion yuan in accounts receivable, but recovery is challenging due to many partners being on the brink of bankruptcy [9][12]. Service Disruption - Starting September 10, 460,000 Nezha car owners experienced service disruptions, including offline navigation and malfunctioning Bluetooth, due to a service cut by Lenovo Communications over unpaid bills [4][5]. - The promise of "lifetime free data" has turned into a monthly fee of 5.9 yuan, which many owners now feel is a "ransom" [5]. Market Position and Sales Decline - Nezha's sales peaked in 2022 with 152,000 units sold, but the company has since faced a drastic decline, with sales plummeting by 97.76% to just 110 units in January 2025 [10][11]. - The company's strategy of focusing on low-end markets has eroded its brand value, making it difficult to compete in higher-end segments [11]. Potential for Recovery - Despite the challenges, there is a possibility for recovery through bankruptcy restructuring, with management indicating that they have resumed full salaries for remaining employees and are negotiating with suppliers to restore services [12]. - The existing customer base of 460,000 domestic and 25,000 overseas users is viewed as a potential asset for future investment opportunities [12].

Core Viewpoint - The sudden death of Wang Linpeng, the actual controller and CEO of Juran Zhijia, has sent shockwaves through the home furnishing industry, raising questions about the future of the company and the circumstances surrounding his demise [4][6][11]. Group 1: Background and Career of Wang Linpeng - Wang Linpeng was born in 1969 in a rural family in Hubei and showed academic promise from a young age [13][15]. - He graduated from Beijing Technology and Business University in 1986 and began his career in the Ministry of Commerce, quickly rising through the ranks in various state-owned enterprises [16][18][20]. - In 1999, he took over as president of Juran Zhijia after a devastating fire, transforming the struggling company into a successful chain [28][30]. Group 2: Business Strategies and Innovations - Wang implemented innovative strategies such as the "advance compensation" mechanism to build consumer trust, which became a hallmark of Juran Zhijia [36][40]. - Under his leadership, the company expanded rapidly, with over 300 stores by 2019 and plans to reach 407 stores by the end of 2024 [42]. - Wang's collaboration with competitors, such as the partnership with Red Star Macalline, showcased a unique "co-opetition" strategy to maintain market order [48][50]. Group 3: Financial Growth and Capital Market Engagement - In 2018, Juran Zhijia raised 13 billion RMB from investors including Alibaba, which significantly boosted its capital and digital transformation efforts [58][60]. - The company went public in December 2019, achieving a market value of 63 billion RMB on its first day, making it a leader in the home furnishing sector [64][70]. - By 2023, Juran Zhijia's digital platform "Dongwo" had a transaction volume of nearly 97.4 billion RMB, indicating strong growth in its digital services [71]. Group 4: Challenges and Future Outlook - Despite initial success, Juran Zhijia faced declining profits from 2022 to 2024, with net profits dropping significantly each year [84]. - The death of Wang Linpeng adds to the challenges facing the company, as it navigates a transition towards a digital and service-oriented model [85][86].

以下文章来源于金错刀 ，作者祥燎 金错刀 . 科技商业观察家。爆品战略提出者。 作者： 祥燎 来源：金错刀 "人类从历史中学到的唯一教训，就是没有从历史中吸取任何教训。" ---------------------------------- 实际上，不需要追溯多远的历史，近期就有许多现实例子足以印证这句话。 过去 10多天， 户晨风、张雪峰、蓝战非 纷纷被封禁。有的是彻底"消失"，有的是被禁止关注。 集体 "塌房"，并不稀奇。 以创造出 "安卓人""苹果人"标签的户晨风为例，在他的逻辑里，苹果=高端，安卓=低端。骂人 时，直接祭出一套"安卓组合拳"："你是典型的安卓逻辑，安卓人，安卓学历，安卓素质，上的安 卓学校，住的安卓房子，养的安卓猫，开的安卓车……" 张雪峰的 "雷人"语录也多如牛毛，"文科专业就是舔""闭着眼睛随便摸一个专业都比新闻好"；旅 游博主蓝战非则过分坦诚：" 全身心商业化 的 话 ，那我一年天文数字，九位数都小看我了。 " 靠个性成名的草根顶流们，又不约而同地被一张大嘴给坑了 。 01 "苹果人"户晨风：鄙视链大师 9月20日，户晨风迎来全平台封禁，抖音、微博、B站等账号悉数清空、禁言。 虽 ...

以下文章来源于智谷趋势Trend ，作者江橙 智谷趋势Trend . 新中产的首席财富顾问 作者： 江橙 来 源：智谷趋势Trend 民办高校的"印钞机"，开始停了。 今年高考结束 后 ， 多地的民办高校 突然发现 ， 招生越来越难 。 ---------------------------------- 广东23所民办本科，有14所没招满； 云南连发6次征集志愿，前所未有； 广西本科补录甚至不设最低分，理论上0分也能报本科； …… 但是你 知道吗？ 这样一批"招生困难户"，过去十年却是资本市场隐藏的 " 利润之王 " 。 例如，山西省第一所民办本科通才教育，2020年净利润就达到1.43亿，净利率53%； 2024年，号称为三本之王的中教控股，毛利率55.4%； 最夸张的是江西应用科技学院， 2018年毛利率73%，堪称暴利 。 | 数据来源: Wind资讯 | 中教控版的收入、毛利率和净利润 | | | | | | | --- | --- | --- | --- | --- | --- | --- | | 单位:万元人民币 | | | | | | | | | 2022-08-31 | 2021-08-31 ...

以下文章来源于正商参阅 ，作者枫叶 正商参阅 . 是的，中年人最爱的豪车品牌保时捷也扛不住压力，对现实妥协了，惊现重大调整。 曾经，保时捷作为豪华跑车的标杆，向来都是高溢价、不愁卖的代表，全球每卖出 6 辆车，就有 1 辆卖给了中国女性，而且还要加价排队 6 个月才能拿到车。 来源： 正商参阅 ---------------------------------- 电车？还是油车？ 不仅是摆在车主面前的艰难选择，更是拦在车企面前的"生死难题"。 拥抱未来还是保住现在？ 全球豪车标杆 保时捷终于还是做出了抉择—— 暂停纯电，押注内燃机"回血"。 原《政商参阅》，做价值的传播者！连续两届获评胡润年度影响力自媒体、21世纪经济报道年度传播力 自媒体、新浪、经济观察报年度影响力自媒体、新榜年度社会关注新媒体荣誉奖等。 作者： 枫叶 如今，不仅"卖不动""车价跳水""裁员"这样惨淡的词汇"缠身"，甚至"反悔"转向。 为了"里子"，丢了"面子"，保时捷豪车"信仰崩塌"那一瞬，也是传统汽车巨头的集体"尴尬"。 百年大变局，汽车行业都在经历一场大调整。 而在这场变革大风浪中， 豪车品牌无一不经历着"生死劫难"！ 事实就是， 发 ...

Core Viewpoint - The article discusses the potential rebranding of Wahaha to "Wah Xiaozong" under the leadership of Zong Fuli, highlighting the risks and implications of such a move in a competitive beverage market [3][5][20]. Group 1: Rebranding Strategy - Wahaha is planning to change its brand name to "Wah Xiaozong" starting from the 2026 sales year, as indicated in a leaked internal notice [9][12]. - The rebranding is seen as a necessary step for Zong Fuli to gain absolute control over the brand, as the current ownership structure complicates trademark usage [12][14]. - Zong Fuli has previously attempted to transfer the "Wahaha" trademark to her personal company but faced legal obstacles, making the rebranding a strategic move to bypass these issues [13][14]. Group 2: Market Position and Challenges - Wahaha's brand value is estimated at 91.1 billion yuan, but changing the name could confuse consumers and lead to a loss of brand loyalty, especially in lower-tier cities [20][21]. - The company has been facing declining sales and increased competition from rivals like Nongfu Spring, which poses a significant challenge for the new brand to establish itself [30][34]. - The rebranding effort may lead to short-term sales impacts, as existing distributors are already struggling with profitability due to recent changes in sales strategies [21][24]. Group 3: Future Prospects - If the rebranding is executed, it represents a gamble on the future of the brand, with the potential for significant market share loss if not managed properly [26][27]. - The company aims to return to a revenue scale of 70 billion yuan in 2024, but faces skepticism about its ability to maintain this performance amid fierce competition [28][29]. - Zong Fuli's strategy includes focusing on product differentiation and maintaining distributor confidence to ensure the new brand can thrive in a competitive landscape [37].

Core Viewpoint - The article discusses Xiaomi's recent developments in the electric vehicle sector, highlighting both the successes and challenges faced by the company, particularly in terms of production capacity and product quality [5][10][29]. Group 1: Xiaomi's Automotive Business Performance - Xiaomi's automotive revenue reached 213 billion yuan in Q2 2025, marking a 234% year-on-year increase [15][18]. - The number of new vehicle deliveries in Q2 2025 was 81,302, a significant rise from 27,307 in the same period last year, representing a growth of 197.7% [16][19]. - The average selling price (ASP) of Xiaomi vehicles increased from 228,644 yuan to 253,662 yuan, attributed to the launch of the higher-priced SU7 Ultra [18][20]. - Xiaomi's gross margin for its automotive segment rose to 26.4% in Q2 2025, indicating improvements in cost control and product competitiveness [20][21]. Group 2: Production Capacity Challenges - Despite positive financial indicators, Xiaomi faces significant challenges in production capacity, with delivery times for the SU7 and YU7 models extending to 35-48 weeks [25][26]. - The long delivery times may lead to potential customers reconsidering their purchase decisions, especially as competitors offer quicker delivery options [25][26]. - Analysts suggest that Xiaomi's production issues stem from rapid expansion and the need for further optimization of its new manufacturing facilities [26][28]. Group 3: Quality Concerns and Recalls - Xiaomi initiated a recall of over 110,000 SU7 vehicles due to software issues that could increase collision risks, highlighting ongoing quality control challenges [29][30]. - Customer complaints regarding product quality, including reports of vehicles being sold as "test cars," have raised concerns about Xiaomi's manufacturing standards [30][33]. - The article notes that while Xiaomi's marketing efforts have been effective, they must ensure that product quality aligns with consumer expectations to maintain brand reputation [39].