Core Viewpoint - The core keyword for the liquor industry in 2025 is "deep adjustment," with a focus on returning to product essence and value recognition, emphasizing who can maintain quality and stabilize channels [2] Group 1: Industry Environment - The industry is currently under pressure, with demand contraction, channel stress, and price transparency, necessitating a long-term strategy focused on stability rather than short-term aggressive tactics [3] - The leading companies in the industry, such as Wuliangye, exhibit resilience, which serves as a source of confidence during the industry's adjustment period [4] Group 2: Wuliangye's Strategy - Wuliangye has adopted a long-cycle strategy, prioritizing price stability and product quality over short-term scale fluctuations [4] - The company aims to build a community of shared destiny with distributors, utilizing digital systems to empower terminals and shift the focus of value distribution towards service and sales actions [7] Group 3: Distributor Relations - Wuliangye's approach includes enhancing the relationship with distributors by ensuring both material benefits and cultural recognition, fostering a sense of partnership rather than a mere transactional relationship [8][9] - The company has seen significant growth in its banquet market, with a 30% increase in banquet sessions and bottle openings, indicating a successful strategy in engaging with consumers [10] Group 4: Cultural Integration - Wuliangye emphasizes cultural expression through various events, reinforcing its brand values and creating emotional connections with consumers [11][15] - The brand's philosophy of "harmony and beauty" resonates across different consumer groups and occasions, positioning it as a preferred choice in both domestic and international markets [17][18] Group 5: Market Positioning - Wuliangye aims to occupy a key position in the high-end business banquet segment, focusing on the 1000-1200 yuan price range, which aligns with the values of collaboration and mutual recognition in business settings [9] - The company is moving beyond being a mere social symbol to becoming a preferred choice for significant moments and gatherings, thus enhancing its market presence [17] Group 6: Future Outlook - The liquor industry is entering an adjustment phase, with a growing emphasis on quality growth, channel health, and consumption scenarios, necessitating a return to fundamental questions about the reasons and contexts for drinking [20][21] - Companies must maintain strategic focus and return to value fundamentals to navigate through this deep adjustment cycle successfully [21]

那个NG . 以下文章来源于那个NG ，作者阿珂可 出品 | 虎嗅青年文化组 作者 | 阿珂可 编辑、题图 | 渣渣郡 本文首发于虎嗅年轻内容公众号"那個NG"（ID：huxiu4youth）。在这里，我们呈现当下年轻人的面貌、故事和态度。 又是一年圣诞节。 只不过，当Last Christmas又传遍大街小巷时，西方的人们却无心享受节日的温暖，反而陷入一场阶级焦虑的竞走游戏。 用关注决定视界｜复杂世界的策展人 因为，一些人开始相信，圣诞树是阶级的象征。他们互相竞逐，试图借此证明自己才是更有钱的那一个。 单从颜色来说，国外的人们可能面临着一个史上最无聊的圣诞节： 他们惊恐地发现，社媒上的圣诞树开始掉色了。 而这，预示着一场圣诞阶级大赛的开始。在有阶层之分的审美领域，圣诞树的颜色之争成了2025大赛的重头戏。 在传统的语境里，圣诞树上总是挂满了红色和金色的球饰。树体被装饰层层覆盖，几乎没有留白，总之是怎么华丽怎么来。 但随着Clean fit和米色美学的兴起，一种没有任何彩色的圣诞树主宰了这个赛道。低调配色成了名流们的喜好。 它们没有那些五颜六色的彩球或充满圣诞氛围的挂件，最多只是缠着暖白色LED灯带或是一条米 ...

Core Viewpoint - The article discusses the challenges and developments in the field of reusable rocket technology, highlighting recent launches and the significance of failures in the learning process for future successes [4][18]. Group 1: Recent Developments - The Long March 12A rocket was successfully launched on December 23, 2023, marking China's second attempt at validating reusable technology in a rocket [4]. - The Long March 12A's first stage recovery was unsuccessful, while the second stage successfully reached its intended orbit [4]. - Blue Arrow Aerospace's Zhuque-3 rocket also faced challenges, failing to achieve a successful recovery during its launch on December 3, 2023 [4][18]. Group 2: Challenges of Reusable Rockets - Reusable rockets face significant technical challenges, including precise navigation, control systems, and the need for advanced landing technologies [13][14]. - The high costs associated with developing reusable rockets are a barrier, with initial investments starting at around 1 billion yuan [11]. - The integration of various technologies and the potential for human error during the development process contribute to the high risk of failure in rocket launches [16]. Group 3: Historical Context and Future Prospects - The concept of reusable rockets has been discussed since the 1960s, but significant advancements only began with SpaceX's initiatives in the 2010s [9]. - SpaceX's Falcon 9 has successfully completed over 500 booster recoveries, demonstrating the viability of reusable rocket technology [10]. - The future of China's commercial space industry is poised for growth, with several rockets, including the Tianlong-3 and Long March 12B, expected to undergo testing in the coming years [19][20].

以下文章来源于镜相工作室 ，作者镜相作者 镜相工作室 . 商业世界的风向与人 本文来自微信公众号： 镜相工作室 ，作者：周近屿，编辑：卢枕，题图来自：视觉中国 离开互联网公司一段时间后，刘美粒慢慢意识到，曾经那些让她心生好感的公司福利，或许并不只是 关怀。当时，她在读博士，结合一些理论文献以及人文关怀视角的书籍，她发现， 大厂福利也可能 是一种柔性的控制。 这种体悟并非只来自她个人。在攻读博士的几年间，她访谈了约50位互联网从业者，他们的讲述里 有着共同的细节：为了吃到免费早餐必须早到；为了等到可报销的晚间打车而延迟下班；为了享受房 补而居住在公司三公里范围内；公司还提供有太空舱的休息间，理发室，健身房……一家公司几乎就 像一座微型城市，足以覆盖一个人一天的全部生活。 于是，工作与生活的边界越来越模糊，你的居所、社交半径、消费方式，都随着一套隐形的规则被重 新安排，甚至连情绪与价值判断也被悄悄同化。 刘美粒将这种现象称为 "福利游戏"，它是一种机制：让员工在"看起来被照顾"的氛围里，自愿地投 入更高强度的劳动。 她说， 这是"制造同意"的现代版本。 这些关于大厂福利的访谈和思考内容，最终成为她博士论文中的一部 ...

Core Viewpoint - The article emphasizes the importance of having a competitive moat in business, arguing that industries with low barriers to entry and high competition are difficult to succeed in, as profits can be easily eroded by new entrants [6][12]. Group 1: Industry Analysis - The distinction between software companies and internet companies is highlighted, with software companies typically providing B2B services (SaaS) and internet companies focusing on B2C services [7]. - The profitability of China's SaaS industry is discussed, noting that while gross margins are around 55%-60%, net profit margins have been nearly negative over the past three years [11]. - The article points out that the software industry has high fixed costs and low marginal costs, leading to initial losses, while internet companies can achieve higher net profit margins due to customer retention [11][12]. Group 2: Competitive Landscape - The article mentions that industries like retail and soft drinks can produce billionaires due to their ability to monopolize the market, while sectors like restaurants and fashion struggle to generate significant wealth [8][9]. - It is noted that the Chinese SaaS market is characterized by intense competition, which drives down profits, making it difficult for companies to maintain high net profit margins [17]. - The article argues that the entry barriers in the software industry are relatively low, leading to a flood of competitors that can erode profits [12][13]. Group 3: Market Dynamics - The article discusses the difference in demand between B2C and B2B products, stating that B2C internet products thrive on fulfilling enjoyment needs, while B2B software products must demonstrate significant efficiency improvements to be adopted by businesses [16]. - It is highlighted that the Chinese SaaS market is only 1%-5% of the global market, indicating limited growth potential compared to more mature markets [15]. - The article concludes that the essence of successful business models lies in having a strong competitive moat, rather than merely being labeled as high-tech [19].

"买皮卡容易养皮卡难。" 这是一位跑了20万公里的皮卡车主的真实心声。当维修账单开始超过车辆 残值，皮卡作为"生产资料"的性价比便急剧下滑。奇瑞威麟R08此时抛出"首任车主整车终身质保"， 像一颗投入深水区的炸弹。我们不禁要问：在普遍采用3-5年质保的保守皮卡行业，奇瑞威麟为何要 当"孤勇者"？这份"终身承诺"的背后，是实实在在的用户福音，还是一场精心计算的商业冒险？ 皮卡车主的"后半生"焦虑 对于将皮卡视为"移动办公室"和"生计伙伴"的创业者、个体商户而言，车辆驶出质保期的那一刻，才 是真正焦虑的开始。行业数据显示，这类工具型皮卡的年均行驶里程普遍站在3万公里以上，对于从 事建材运输、农副产品贩运的用户，年行驶5-8万公里是常态。这意味着，普通家庭需要五六年才能 达到的里程，皮卡可能在一两年内就能轻松突破。发动机、变速箱、底盘在持续高负荷运转下，磨损 速度呈几何级数增长。 然而，整个行业为这些"苦力车"提供的保障，却与这种残酷的使用现实严重错配。 主流品牌奉行 的"3年/10万公里"或至多"5年/15万公里"的质保政策，像一份经过精算的"有限保险"，精准地覆盖 了车辆状态最稳定的"青壮年时期"。 一旦超出这 ...

Core Viewpoint - Nike is currently facing challenges in the competitive sports footwear market, with its recent financial report indicating a modest revenue growth of 1% year-over-year, but key metrics such as net profit and performance in the Chinese market remain under pressure [2][4]. Group 1: Innovation and Product Development - The introduction of the Nike Mind 001 and Mind 002 shoes represents a shift towards addressing both physical and mental performance, focusing on enhancing athletes' concentration and recovery through innovative design [6][8]. - The Nike Mind series incorporates 22 independent foam nodes in the sole, designed to stimulate the brain and improve awareness and focus, marking a significant innovation in the footwear industry [6][8]. - This approach signifies a departure from traditional metrics of comfort and performance, positioning Nike as a leader in defining what constitutes meaningful innovation in the sportswear sector [8][10]. Group 2: Strategic Management and Organizational Changes - Nike's new CEO, Elliott Hill, has initiated the "WinNow" plan, which aims to refocus the brand on core athletic performance and streamline product development across its major brands [12][15]. - The integration of innovation teams from Nike, Jordan Brand, and Converse is a strategic move to enhance collaboration and reduce redundancy, facilitating faster product development and market responsiveness [16][17]. - Recent financial data shows a balanced channel layout, with self-operated business revenue at $4.6 billion and distributor revenue at $7.5 billion, indicating effective inventory management and market positioning [17]. Group 3: Long-term Growth and Market Positioning - Market concerns regarding Nike's growth potential often stem from short-term financial fluctuations, but focusing on brand strength, innovation, and channel effectiveness is crucial for assessing long-term performance [19][24]. - The recent product launches in running and football, such as the Nike Vomero Premium and Aero-FIT technology, reflect a systematic approach to product matrix restructuring, targeting specific consumer needs and enhancing market penetration [20][22]. - Nike's commitment to innovation, exemplified by projects like Project Amplify, aims to redefine athletic performance and establish a sustainable competitive advantage in the sportswear industry [23][24].

以下文章来源于旅界 ，作者theodore熙少 旅界 . 跟踪时代浪潮，讲述文旅商业好故事。 买下后，我们又走到集市边缘另一个手工摊位前，摊主是个皮肤红润的法国老先生，他正熟练地包装 一些彩绘胡桃夹子玩具。 我指着其中一个士兵摆件，问他，这些是不是来自当地手工作坊。 老先生抬头看了我一眼，露出一种看透世俗的微笑，摆了摆手说，"Everything is from China, including me"。 然后，他用并不流利的英文解释，今年杜伊勒里圣诞集市租金已经高到临界点，如果完全依赖法国本 土传统手工，这个摊位上每个摆件都得卖到80欧元以上。 本文来自微信公众号： 旅界 ，作者：theodore熙少，题图来自：AI生成 平安夜前，我带孩子逛了巴黎杜伊勒里花园圣诞集市，这里人声鼎沸，空气中弥漫着热红酒和华夫饼 的味道。 在那些亮着暖黄色灯光的木屋间穿行没多久后，孩子被一家卖工艺品的摊位吸引住了，她指着一个晶 莹剔透的雪花球，眼里全是光。 我被迫接过那个沉甸甸的球，25欧元，翻转底座，毫不意外，三个熟悉字母跳进眼里：Made in China。 然后，我做了个快速心算，这玩意在义乌出厂价可能不到20块钱人民币 ...

Core Viewpoint - The article discusses the significant fluctuations in Pop Mart's market value and the underlying issues related to its IP strategy, particularly focusing on the Labubu character and its impact on sales and market perception [5][6][9]. Group 1: Financial Performance and Market Reaction - In August, Pop Mart reported that it earned as much in the first half of the year as it did in the entire previous year, with expectations of reaching 30 billion yuan in revenue [5]. - Following the report, Pop Mart's market value peaked at 450 billion yuan but subsequently fell by 44% over four months, resulting in a loss of 200 billion yuan in market capitalization [6]. - The company's aggressive expansion aimed at resolving supply shortages led to a loss of perceived scarcity, which became a key argument for bearish analysts [8]. Group 2: IP Dependency and Market Sentiment - Bernstein's report categorized Pop Mart as a "speculative IP" and highlighted that its success heavily relies on social media trends, suggesting that once the hype fades, sales will decline [9][10]. - Despite concerns about dependency on Labubu, Pop Mart has multiple IPs, with Labubu accounting for only 34.7% of revenue, indicating that other IPs are also performing well [10][14]. - The sales of other IPs like Molly have shown consistent growth, suggesting that the notion of IPs becoming "outdated" may not be accurate [15][22]. Group 3: Market Dynamics and Valuation Issues - The article notes that Pop Mart's stock price volatility is not new, having experienced similar patterns since its IPO, where it reached a market cap of 130 billion yuan shortly after listing [25]. - The decline in market value is attributed to a lack of consensus on the potential market size for collectibles and issues such as an over-reliance on the Molly IP and imbalanced channel structures [26][32]. - The drop in prices for Labubu collectibles in the secondary market, along with increased production, has led to concerns about the diminishing scarcity and value of the IP [39][40]. Group 4: Strategic Positioning and Future Outlook - Pop Mart is positioned as an "IP operation company," differentiating itself from traditional retail models by focusing on proprietary and exclusive IPs to attract consumers [41]. - The ongoing debate centers around the longevity of Pop Mart's IPs, with some analysts comparing it to past fads like Beanie Babies, which eventually lost value [42][46]. - The company's strategy involves continuously discovering and nurturing new IPs with the potential for significant sales, aiming to create a sustainable business model [50][51].

Core Viewpoint - The article discusses the innovative strategies of Shangmei Zhizhi, particularly its focus on the lower-tier market and the introduction of unique hotel room designs to attract younger consumers, highlighting the shift in consumer preferences and the need for differentiation in the hotel industry [5][10][19]. Group 1: Company Overview - Shangmei Zhizhi, led by CEO Ma Yingyao, ranks second in the economic hotel market in China and first in small cities, with 4,826 hotels globally, making it the fourth largest in China [5][10]. - The company has achieved a 100% coverage in third-tier cities and 90% in fifth-tier cities, positioning itself as an "invisible champion" in the lower-tier market [5][10]. - Shangmei Zhizhi operates a brand matrix that spans from economy to luxury, leveraging 136 million members for private traffic penetration into first and second-tier cities [5][10]. Group 2: Market Strategy - The company aims to break the "one-size-fits-all" model in the economy hotel sector by introducing unique room types such as the "window view room," which caters to the social media-driven preferences of younger consumers [11][19]. - Shangmei Zhizhi's new hotel model, Shangke You 7, incorporates features like indoor infinity pools and large-screen viewing rooms, traditionally found in luxury hotels, into the economy segment, aiming to redefine consumer expectations [7][11][19]. - The pricing strategy for these unique room types is set at a premium of only 200-300 RMB per night, significantly lower than luxury hotel counterparts, which typically exceed 1,000 RMB [17][21]. Group 3: Operational Challenges - The company faces challenges in maintaining cost efficiency while innovating room designs, as the construction costs for unique room types can be high [21][25]. - The shift to a direct management model with plans to open 100 direct-operated hotels by 2026 indicates a strategic pivot to ensure quality and service consistency amid rising competition in first and second-tier cities [25][27]. - The hotel industry is entering a rational consumption phase, where brands must balance brand strength and product quality to compete effectively against established players [19][27]. Group 4: Consumer Trends - The article highlights a significant shift in consumer behavior, particularly among the post-2000 generation, who prioritize unique experiences and social media shareability over traditional hotel offerings [11][40]. - Younger consumers are less interested in comprehensive amenities and more focused on standout features that can be shared on social platforms, indicating a need for hotels to adapt to these changing preferences [11][40]. - The trend suggests that the future of the hotel industry may lean towards flexibility and personalized experiences rather than strict standardization [40][42].