2026年，钱从哪里来？ 这个问题，是很多人真正最关心的问题。 今天给大家分享5个关键词： 一、价值链出海 2025，大家过得确实不太容易。 摆在众多企业面前的一个重大问题，就叫做 内需不足。 需求不足，市场的容量就有限。 市场的容量有限，企业为了活下去，就只能不断加大竞争力度。 内卷、拼命干、熬夜干，收益还变少，一直卷下去不是办法，那怎么办？ 其中一个答案，或许就是 出海。 今天的出海，相比于之前的出口，发生了很大变化。 举个例子， 名创优品。 它的出海，不仅仅是把产品卖到国外去，还是把从产品到品牌、研发、商业模式，这一整条价值链条，全部搬到海外去。 比如，通过和自己的几千万私域用户高频互动，了解用户想要什么、喜欢什么，从而迅速推行。 又比如，在海外直接开店，不断加深用户认知，打造品牌形象。 二、跟随龙头协同出海 随着价值链出海潮的出现，很多行业龙头开始尝试向外走。 但你要知道，向外走并不是简单的在当地建个厂就完了。 想把出海做好，你可能需要整合一层又一层的供应链体系，与你协同合作。 这一点，在走进中国的特斯拉身上就能看到。 从上海临港出发，方圆300公里，集中了上百家新能源车的上下游企业，包括电机、电池和 ...

普拉达(01913.HK)公告，公司将于2026年3月5日(星期四)举行董事会会议，藉以(其中包括)批准刊发公 司及其附属公司截至2025年12月31日止全年业绩公告，以及考虑派发末期股息建议。 ...

註冊辦事處位於 Via A. Fogazzaro n. 28, Milan, Italy 意大利米蘭蒙扎布里亞納洛迪公司註冊處：編號 10115350158 (根據意大利法律註冊成立的股份有限公司) 於本公告日期，本公司執行董事為 Patrizio BERTELLI 先生、Paolo ZANNONI 先生、 Miuccia PRADA BIANCHI 女士、 Andrea GUERRA 先生、 Andrea BONINI 先生及 Lorenzo BERTELLI 先生；及本公司獨立非執行董事為 Yoël ZAOUI 先生、Ilaria RESTA 女士、 Cristiana RUELLA 女 士 、 Pamela Yvonne CULPEPPER 女士及 Anna Maria RUGARLI 女士。 （股份代號：1913） 香港交易及結算所有限公司及香港聯合交易所有限公司對本公告的內容概不負責，對其準確 性或完整性亦不發表任何聲明，並明確表示，概不對因本公告全部或任何部份內容而產生或 因倚賴該等內容而引致的任何損失承擔任何責任。 承本公司命 PRADA S.p.A. 執行副主席 Paolo Zannoni 先 ...

Core Insights - The article discusses the challenges faced by companies in 2025, particularly the issue of insufficient domestic demand and the limited market capacity, leading to increased competition and the need for companies to explore international markets [4][5][6][7]. Group 1: Value Chain Expansion - Companies are encouraged to expand their value chains overseas, moving beyond mere product exports to include brand, research and development, and business models [8][11]. - An example is provided with Miniso, which engages with its private users to understand their preferences and directly opens stores abroad to enhance brand recognition [10][12][13]. Group 2: Collaborating with Industry Leaders - Many industry leaders are beginning to venture abroad, but successful international expansion requires integrating complex supply chain systems and collaborating with local partners [14][15][16]. - Tesla's operations in Shanghai illustrate this, as it relies on a network of local suppliers to optimize production efficiency [18][20][21]. Group 3: Leveraging Unique Advantages - Companies are finding success in international markets by leveraging unique advantages such as cost efficiency and product innovation [23][25][27]. - For instance, a factory owner in Yiwu capitalizes on higher overseas prices by selling on cross-border platforms, while Mech-Mind Robotics enhances industrial robots with advanced technology for complex tasks [26][28]. Group 4: Building Long-Term Trust - The article highlights the importance of building long-term trust within communities, as exemplified by the story of Pang Donglai, who prioritizes employee welfare and customer feedback to foster loyalty [31][34][36]. Group 5: Meeting Evolving Consumer Needs - There is a shift in consumer behavior towards valuing better experiences, with examples of services like travel photography gaining popularity among retirees [39][41]. - The article suggests that businesses should focus on creating scenarios that fulfill the aspirations of ordinary people for a better life, as traditional mass-market opportunities diminish [43][46].

Core Insights - The article discusses how certain industries are thriving despite a general perception of economic downturn, highlighting eight key sectors that present significant business opportunities in a low-desire society [3][4]. Group 1: Key Industries - **Second-Hand Economy**: The second-hand luxury market in Japan, represented by companies like Daikokuya, has seen a surge in revenue. In China, platforms like Hongbulin and Panghu are experiencing similar growth, indicating a shift in consumer spending towards second-hand goods [6][7][8][9]. - **Pet Economy**: With a decline in birth rates, young consumers are increasingly spending on pets, leading to significant growth in pet food and healthcare products. Companies like Inaba in Japan and Guobao in China are capitalizing on this trend [12][13][15][16]. - **Adult Care Products**: The adult diaper market in Japan has surpassed $10 billion, showcasing the potential of the aging population as a lucrative market segment [17][18][19]. - **Health Food and Beverages**: Changing demographics and rising health awareness have led to the growth of sugar-free beverages and functional foods in both Japan and China, with brands like Suntory and Dongpeng gaining traction [21][22]. - **Beauty and Aesthetic Products**: The demand for beauty products, including collagen supplements and at-home beauty devices, remains strong, indicating that consumers prioritize personal care even in economic downturns [23][24][26]. - **Outdoor Recreation**: Companies in the outdoor equipment sector, such as Snow Peak in Japan and various Chinese brands, are benefiting from increased interest in outdoor activities as a form of stress relief [29][31][32]. - **Convenience Economy**: The rise of frozen foods and smart home appliances reflects a shift towards convenience, with brands like Anjijia and Kewell seeing steady growth as consumers seek time-saving solutions [39][40][42]. - **Lazy Economy**: The trend of reduced cooking time among younger generations has led to a preference for ready-to-eat meals and smart appliances that automate household tasks, indicating a shift in consumer priorities [39][40][42]. Group 2: Market Dynamics - The article emphasizes that even in a low-desire economy, there are significant opportunities for those willing to invest in counter-cyclical sectors. Companies that can identify and act on these opportunities are likely to emerge as winners [44].

Group 1 - AIA Group (81299), JD Health (86618), and JD Group (89618) have the highest short-selling ratios at 100.00% each [1][2] - Alibaba (09988), Tencent Holdings (00700), and Xiaomi Group (01810) lead in short-selling amounts, with HKD 1.557 billion, HKD 1.404 billion, and HKD 1.183 billion respectively [1][2] - Zhaojin Mining (01818), OSL Group (00863), and Prada (01913) have the highest deviation values at 44.29%, 35.21%, and 34.72% respectively [1][2] Group 2 - The top ten short-selling ratios include AIA Group (81299) at 100.00%, JD Health (86618) at 100.00%, and JD Group (89618) at 100.00% [2] - The top ten short-selling amounts show Alibaba (09988) leading with HKD 1.557 billion, followed by Tencent Holdings (00700) with HKD 1.404 billion [2] - The top ten deviation values highlight Zhaojin Mining (01818) with a deviation of 44.29%, indicating significant short-selling activity compared to its historical average [2][3]

Group 1 - The core viewpoint of the article highlights the high premium pricing of Prada's products, which is attributed to the perceived value rather than the cost, influenced by brand history, fashion impact, and marketing efforts [3] - Prada's recent product offerings include a stainless steel serving spoon available in limited stock at only two locations in China, with additional high-priced items like a cake spatula and serving fork [3] - For the nine months ending September 30, 2025, Prada Group reported a net revenue of €4.07 billion, an increase of 8.9% year-on-year, although retail sales for the Prada brand decreased by 2% at constant exchange rates, while Miu Miu saw a significant revenue increase of 41% [3] Group 2 - Retail sales in the Asia-Pacific region grew by 10.4% year-on-year, with a notable improvement in sales trends in mainland China during the third quarter [4] - The Americas market experienced a growth of 14.8%, continuing to accelerate in the third quarter [4] - The European market saw a growth of 6.3%, with stable local demand, while Japan and the Middle East recorded growth rates of 2.6% and 21.1%, respectively [4]

Group 1 - Prada has launched a stainless steel serving spoon priced at 1200 yuan, which has garnered significant attention [1] - The spoon measures 23.2 cm in length, features a gray-white steel color, and includes the Prada logo [1][5] - The product is noted for its geometric handle design that reflects Prada's iconic triangular logo, combining durability with aesthetic appeal [5] Group 2 - The product is available in limited stock, with only four pieces reported in stores located in Shenzhen and Chengdu [5] - Other similar products launched by Prada include a stainless steel cake server and a serving fork, both priced at 1200 yuan, and a two-piece stainless steel teaspoon set priced at 1750 yuan [5] Group 3 - Analysts suggest that the high pricing of Prada products reflects perceived value rather than production cost, influenced by the brand's history, fashion impact, and marketing efforts [7] - The design of the products is attributed to a renowned design team, integrating classic brand elements into everyday items, thus enhancing their artistic value [7] Group 4 - Prada's financial performance for the nine months ending September 30, 2025, shows a net revenue of 4.07 billion euros, an 8.9% year-on-year increase [7] - Retail sales for the Prada brand decreased by 2% year-on-year, while Miu Miu's revenue surged by 41%, contributing to a 9.3% overall growth in retail sales for the group [7] Group 5 - Retail sales growth by region includes a 10.4% increase in the Asia-Pacific region, a 14.8% increase in the Americas, and a 6.3% increase in Europe, with stable local demand [8] - Notable growth in sales was also recorded in Japan and the Middle East, at 2.6% and 21.1% respectively [8]

股份發行人及根據《上市規則》第十九B章上市的香港預託證券發行人的證券變動月報表 | 截至月份: | 2026年1月31日 | | | | 狀態: | 新提交 | | --- | --- | --- | --- | --- | --- | --- | | 致：香港交易及結算所有限公司 | | | | | | | | 公司名稱: | PRADA S.p.A. | | | | | | | 呈交日期: | 2026年2月5日 | | | | | | | I. 法定/註冊股本變動 | | | | | | | | 1. 股份分類 | 普通股 | 股份類別 | 不適用 | 於香港聯交所上市 (註1) | 是 | | | 證券代號 (如上市) | 01913 | 說明 | | | | | | | | 法定/註冊股份數目 | | 面值 | | 法定/註冊股本 | | 上月底結存 | 2,558,824,000 | EUR | 0.1 | EUR | 255,882,400 | | --- | --- | --- | --- | --- | --- | | 增加 / 減少 (-) | | | | EUR | | | 本月底結存 ...

Core Insights - The Prada family has maintained a consistent underlying logic across three generations: a vigilance towards short-term trends and a steadfast belief in long-term value [1][26]. Group 1: Historical Context and Brand Evolution - Mario Prada founded a leather goods workshop in Milan in 1913, focusing on practical luxury rather than the prevailing trend of ostentatious design [2][3]. - The brand's initial strategy involved a clear positioning as a "practical luxury" brand, which was a significant departure from the industry norm of ornate designs [3][4]. - The brand faced challenges during the industrial revolution and two world wars, limiting its expansion due to a focus on small-batch, handcrafted production [6]. Group 2: Leadership and Strategic Shifts - Miuccia Prada took over the family business in 1978, shifting the focus from traditional craftsmanship to a more avant-garde and minimalist aesthetic [7][8]. - Miuccia's introduction of the nylon Prada Vela backpack marked a pivotal moment, breaking the luxury mold by offering high-quality products at accessible prices [9][11]. - The establishment of a dual leadership model with Patrizio Bertelli allowed for a balance between creative vision and commercial operations, facilitating the brand's growth [12][14]. Group 3: Market Positioning and Brand Diversification - The launch of the Miu Miu brand in 1992 targeted a younger demographic, effectively capturing a segment of the mid-range luxury market [12][14]. - Strategic acquisitions from 1996 to 1999 expanded Prada's portfolio, enhancing its market presence and product diversity [14]. - The success of the film "The Devil Wears Prada" in 2006 significantly boosted the brand's global image, aligning it with themes of professionalism and independence [15][16]. Group 4: Recent Developments and Challenges - As of 2025, Prada's main brand showed signs of growth fatigue, with revenue growth primarily driven by the Miu Miu brand [16][18]. - The management transition in June 2025 raised concerns about strategic continuity during a critical transformation phase [17][18]. - The acquisition of Versace for €1.25 billion in late 2025 aimed to create a brand matrix that could compete with industry giants like LVMH and Kering [21][23]. Group 5: Future Outlook and Strategic Considerations - The integration of Versace presents both opportunities and risks, particularly regarding brand identity and operational alignment [23][24]. - The success of this acquisition will depend on maintaining a balance between the distinct identities of Prada and Versace while ensuring cohesive brand strategy [24][25]. - The outcome of these strategic moves will be crucial for Prada's positioning in the global luxury market over the next three to five years [25].