预计阅读时长 8 mins EC -半收入靠一个季度：UGG 如何打破「冬季品 牌」的致命魔咒? UGG，在它的起源地澳大利亚，是羊皮靴这个鞋子类别的统称。它在 20 世纪 70 年代成为澳大利亚冲浪文化 的一个标志。NPR 的报道显示，澳洲冲浪的人在冰冷的海水里待了一两个小时之后，再回到沙滩，会马上穿 上这种靴子，里面的羊毛一边吸湿排潮，一边锁住温度，双脚很快就会变得干爽温暖。 1978 年，一位名叫布莱恩·史密斯（Brian Smith）的商人，从澳大利亚搬到了美国加利福尼亚。他发现，澳大 利亚人人手一双的羊皮靴，在美国却无人知晓。由于美国的人口是澳大利亚的 20 倍，他意识到这可能是一个 巨大的商机，由此创立了 UGG 品牌，并在美国注册商标，从澳大利亚进口羊皮靴进行售卖。布莱恩·史密斯先 后瞄准冲浪和滑雪爱好者，通过体育用品门店，赞助年轻运动员，以及在运动杂志上投放广告等方式，帮助 UGG 在美国西海岸市场建立知名度。随后，他又通过冰球运动打开美国中西部市场。1994 年的挪威 利勒哈默 尔冬奥会，美国队官方服装供应商 Champion 并不生产鞋子，UGG 随之被纳入美国队的装备体系中。 UGG 的 ...

过去一周，一则关于「阿富汗永久禁止女性上学」的消息在国内互联网上被广泛地传播、讨论。但事实 上，这并非什么「新政」，而是一则由不同的来源拼接而成的「旧闻」。 但这则消息背后依然有令人心碎的真相： 从 2021 年 9 月开始，随着塔利班关闭了国内的女子中学和大学， 阿富汗就已经成为了全球唯一一个禁止女性接受高等教育的国家。220 万个本该在教室里读书的女孩，被迫 留在了围墙之内。 这些被残忍剥夺了教育权的女孩在过去四年多的时间里都过着怎样的生活？她们的未来又通向何处？ 其实从去年十月开始，我们就在尝试通过北京探月学校的一个线上项目去和阿富汗的女孩取得联系，并最 终在十二月和两位阿富汗女孩 —— 17 岁的 Qudsia 和 20 岁的 Razia 进行了一次远程通话。 在对话中，我们进入了她们的人生，并试图去理解， 当一个女孩的未来被政策性地「抹除」，当受教育的 权利从一种理所当然的日常，变成了一种需要去「潜行」和「争夺」的稀缺资源时，一个女孩要如何在重 重阻碍中，为自己重新搭建一个未来的可能性。 以下是两位女孩的讲述。 本文整理自播客「声东击西」第 378 期 本期人物： Razia，生活在喀布尔的阿富汗女 ...

预计阅读时长 7 mins 人均 40 元的萨莉亚，还是你的「西餐食堂」吗? 增长神话在中国遇冷 欢迎来到今天的轻解读。如果要评选出一个当代餐饮界性价比的品牌清单，大概率绕不开萨莉亚。十几块的意 面，二十几的披萨，不到五十的烤羊排，有网友甚至表示，萨莉亚可能是为数不多，进去了有底气把菜单都点 一遍的西餐厅。 而萨莉亚的故事要从上世纪 60 年代末日本的千叶县说起，当时一个名叫正垣泰彦的东京理科大学学生，在千 叶一家只有三十几个座位的小西餐厅打工，后来干脆接手经营。但因为定价偏高、客流稀少，这家餐厅长期亏 损。为了活下去，他不断尝试降价，从打七折、五折，到最后直接把价格压到原来的三成，门口终于排起了长 队，而「低价」也由此成为萨莉亚的品牌基因。 为了让低价长期成立，萨莉亚在经营链条的每一环都极度压缩成本。比如在选址上，他们更多会开在核心商圈 稍偏一些的点位，早期甚至贴着菜市场开店；并大量采用兼职人员，压缩人工成本。 在最关键的食材供应链 上，萨莉亚在日本和澳大利亚都布局了农场和加工厂，从源头控制品质和成本，同时引入中央厨房模式，门店 只需将半成品简单加热和装盘就能上菜； 为了进一步提高效率，他们甚至专门制定了一 ...

以下文章来源于十分之一信箱 ，作者十分之一编辑部 十分之一信箱 . 与少年读者一起阅读、交流正在发生的大事件。 朋友们，周日好。二月的第一天，南方的同学们应该也已经考完试，正式进入假期了吧？你们都在哪里玩呢？如果你那儿下雪了，别忘了把好奇心团成一个雪球丢 给「Knock Knock 世界」。 人类究竟应该怎么活着？ A：多亏假期赋予我们的闲暇，可以思考这些问题。 假如 AI 有了意识会发生什么？ A：会不会思考自己究竟应该怎么「活着」？ 为什么特朗普对格陵兰岛感兴趣？美国怎么能随便说要将某个地区纳入美国? 美国为什么想占领格陵兰？丹麦人有没有反抗？ A：其实我们第 8 期《雪橇犬被裁员、特朗普想占岛，格陵兰岛正面临哪些危机》就讲过特朗普想要占 有格陵兰岛的原因。不过这一次少年听友们在「为什么」之外又提出了角度不一的问题，很有意思。感 觉我们可以接着写。 梵蒂冈是以欧洲最小的国家，连它的卫队都只有一百多人，他凭什么能存活在战火 纷飞的欧洲大陆上到了科技发达，现代教会仍然手握重权？ 我知道中国的很多历史，但元朝时期算是中国的吗？ 最近总是能听说欧洲非洲等地频发蝗灾，可为什么自从古代以来就一直在频发的中国近些年都没 ...

Core Viewpoint - Walmart's private label brand "Wojixian" is rapidly expanding, introducing nearly a thousand new products, and is increasingly resembling products from its subsidiary Sam's Club, raising questions about brand differentiation and internal competition [3][4][12]. Group 1: Brand Development and Strategy - Wojixian was launched in 2019 as Walmart China's private label and initially had only a few dozen products, but has since entered a phase of rapid expansion [3][5]. - The brand's strategy includes offering products similar to popular items from Sam's Club, such as snacks and beverages, but with adjustments in flavor, specifications, and pricing [4][6]. - Walmart aims to attract middle-class families and single consumers by providing lower-priced alternatives to Sam's Club products [6][12]. Group 2: Market Performance and Challenges - Walmart China reported a nearly 22% year-on-year increase in net sales, with Sam's Club experiencing double-digit growth, while Walmart supermarkets are facing a decline in store numbers, dropping from 420 in 2019 to under 280 by the end of last year [5][8]. - The shift in consumer preferences from low prices to value-for-money has pressured traditional hypermarkets, prompting Walmart to innovate its store formats and product offerings [5][6]. - Wojixian's product offerings are based on high-frequency, high-demand items that have been validated within the Sam's Club ecosystem, indicating a strategic alignment with successful market trends [8][10]. Group 3: Competitive Landscape - The overlap in product offerings between Wojixian and Sam's Club may dilute the unique value proposition of Sam's Club, which is built on exclusivity and high quality [12][13]. - Consumer feedback suggests that while Wojixian offers lower-priced alternatives, there are concerns regarding the quality and taste compared to Sam's Club products, which could impact long-term brand loyalty [13][12]. - The shared supply chain between Walmart and Sam's Club allows Wojixian to leverage established suppliers, reducing costs and improving product quality control [10][11].

预计阅读时长 5 mins 从「烧钱黑洞」到「香饽饽」：F1 如何让车企们 「逃离」后又「归来」? 这个月初， F1 今年的新车队凯迪拉克车队宣布，中国车手周冠宇将在 2026 赛季担任其储备车手。除了通用 旗下的凯迪拉克，奥迪此前收购了索伯车队，今年索伯车队也更名为了奥迪车队，在新的赛季加入 F1。赛车 的引擎供应商中也迎来了几个老面孔。美国车企福特将会时隔 20 多年重回 F1 比赛，为两支红牛车队提供引 擎。反复加入和离开 F1 的日本车企本田，今年也会第五次回到 F1，为阿斯顿马丁车队提供引擎。 F1 的首席执行官曾表示，主流的汽车制造商对他们来说十分重要。在很长一段时间里，赛车运动都是车企测 试新技术的试验场。梅赛德斯 AMG 的首席技术官认为，竞速时，他们不会考虑一些用在民用车上的技术，而 是会寻找更复杂的技术解决方案。根据金融时报的报道，在经济繁荣的时期，F1 能够吸引了七八家家不同的 大型汽车制造商，比如日本的本田、丰田，德国的奔驰、奥迪、宝马，法国的雷诺都参与过 F1。 但是一些车 企并不会长期在 F1 赛车运动中投入，他们之前还会反复地退出 F1 赛场。 像是 2008 年金融危机前后，本 ...

预计阅读时长 7 mins 门票 420 元，教练费上千：南方「虎妈」如何撑 起百亿冰雪经济? 过去人们总会觉得，只有经常下雪的北方才适合发展冰雪经济，但这几年一个明显的变化是，很多并不常下 雪、甚至几乎没有冬天的南方城市，正在成为冰雪消费最活跃的地区。根据《中国滑雪产业白皮书》的数据， 目前全国运营的七百多家滑雪场中，室内场馆共有 80 家左右，虽然占比不高，但贡献却很突出。仅在 2024— 2025 年这一年时间里，室内雪场累计接待滑雪人次达 563 万，占全国当年总滑雪人次的 21% 以上。从区域分 布上来看，浙江以 9 家室内雪场位居全国第一，华东、华南等非传统冰雪区域的参与度也在明显提升。 而在这一轮增长中，南方的超大型室内雪场尤为引人关注。去年 9 月，雪场面积超过 10 万平方米，号称全球 最大的室内滑雪场——深圳前海冰雪世界正式开业。开业不到半年的时间，这里的日均接待量已突破 5,000 人 次。2024 年正式营业的上海耀雪冰雪世界的雪场面积也接近 10 万平方米， 相当于 14 个足球场的大小。据浦 东时报去年的一篇报道，开业一年的时间，这里累计接待游客超 100 万人次，单日最高客流达到 ...

Core Viewpoint - The article discusses various societal issues and trends affecting youth, including the decline of educational institutions, the impact of gaming culture, and the importance of diverse reading materials for children [4][5][6][7][8][10][11]. Group 1: Educational Institutions and Trends - There is a noticeable trend of educational institutions closing down, raising questions about the reasons behind this phenomenon and the increased marketing of tutoring courses [4]. - The article highlights the shift in focus from traditional educational methods to more engaging and interactive learning experiences, as seen in the popularity of podcasts designed for youth [12][14]. Group 2: Youth Behavior and Culture - The normalization of inappropriate language among children during online gaming raises concerns about the lack of control from gaming companies [5]. - The article emphasizes the importance of allowing children to explore different types of literature, suggesting that both illustrated books and text-heavy books can coexist in a child's reading journey [7]. Group 3: Health and Safety Concerns - The tragic incident of a student dying after an extended gaming session underscores the critical importance of heart health and the potential dangers of excessive gaming [11]. - The article also touches on the societal implications of missing children notices found on packaging, prompting discussions about child safety and awareness [6]. Group 4: Podcast Initiative - The "Knock Knock World" podcast is introduced as a platform aimed at engaging youth with global events and diverse perspectives, with a subscription model priced at 365 yuan per year [12][15]. - The podcast is set to launch in March 2026, with a focus on providing fresh content three times a week, indicating a commitment to regular engagement with its audience [12][14].

Core Viewpoint - The article discusses the remarkable growth of the Camel brand in the outdoor apparel market, highlighting its transition from a shoe manufacturer to a leading outdoor clothing brand in China, particularly in the casual wear segment [4][5]. Group 1: Sales Performance and Market Position - Camel achieved significant sales milestones, with over 100 million yuan in sales within 30 minutes during the Double Eleven shopping festival, and it ranked first in the domestic outdoor apparel market with sales reaching 5.6 billion yuan in 2024 [4][5]. - The brand's popularity has surged, with a notable presence in urban settings, indicating a shift in consumer behavior towards casual outdoor wear [4][5]. Group 2: Target Market and Consumer Behavior - The outdoor consumer base in China is broad, with a significant portion of buyers seeking stylish and affordable outdoor products rather than high-performance gear [6][7]. - Approximately two-thirds of consumers wearing outdoor jackets do so in everyday settings, with only about 16% using them for hardcore outdoor activities [5][6]. Group 3: Marketing and Brand Strategy - Camel has effectively positioned its products in the mid-to-low price range, with popular items like jackets priced between 400 to 600 yuan, appealing to students and young professionals [7][8]. - The brand has invested heavily in e-commerce and social media marketing, leveraging platforms like Douyin (TikTok) and collaborating with numerous influencers to drive sales [8][9]. Group 4: Challenges and Future Directions - Camel faces challenges in transitioning to a higher-end market segment, as it launched a new sub-brand, Himalaya, targeting professional outdoor activities with prices ranging from 1,000 to 5,000 yuan [11]. - Quality concerns and counterfeit products have emerged as significant issues, with reports of poor product quality and a proliferation of imitation goods in the market [12][13].

Core Viewpoint - Moutai is facing challenges such as price inversion and high inventory, prompting the company to reclaim pricing power through direct online sales channels [3][4][5] Group 1: Market Dynamics - Moutai has historically maintained a high-end image through controlled distribution and pricing strategies, contrasting with competitors like Wuliangye, which diluted its brand through extensive sub-branding [4] - The decline in government and business consumption of liquor has shifted focus towards younger consumers, who prefer other alcoholic beverages like beer and cocktails, leading Moutai to explore new product lines aimed at this demographic [5][8] - The actual market price of Moutai products has seen significant fluctuations, with the price of a bottle of Flying Moutai dropping from 2320 yuan to below 1499 yuan within a year, indicating a broken supply-demand balance [5][6] Group 2: Strategic Adjustments - Moutai has shifted to a direct sales model via its "i Moutai" platform, allowing the company to bypass traditional distributors and directly engage with consumers, thus addressing issues like price inflation and inventory management [5][6] - The company has announced the cessation of forced distribution of non-standard products, aiming to regain pricing authority and focus on best-selling items, which may lead to short-term revenue impacts but is intended to strengthen brand integrity [6][7] - Moutai's product strategy includes a pyramid structure, with Flying Moutai at the base and premium products at the top, enhancing the perceived value of older Moutai products in the collector's market [7] Group 3: Consumer Engagement - The "i Moutai" platform has seen rapid user growth, with over 2.7 million new users registered shortly after the launch of Flying Moutai, indicating a successful strategy to engage consumers and boost sales [7] - Despite efforts to broaden the consumer base, there are concerns about whether ordinary consumers, especially younger ones, will be willing to spend significant amounts on Moutai products, which could dilute the brand's high-end image [8]