Core Insights - Ye Guofu, the founder of Miniso, claims that the company achieved a rapid growth from zero to 10 billion in a short period, reportedly faster than Jack Ma's Alibaba [1] - During its peak, Miniso opened over 1,000 stores in a single year, highlighting its aggressive expansion strategy [1] Company Performance - Miniso has tapped into significant market demand, which has been a key driver of its rapid growth [1] - The company's growth trajectory is characterized by a high rate of store openings, indicating a strong retail presence [1]

Core Insights - Miniso has achieved a conversion rate of 30%, meaning that out of every 100 customers entering the store, 30 make a purchase [1] - The company reached a revenue milestone of 10 billion in just five years, which is noted to be faster than Alibaba's growth [1] - The flagship store on Nanjing Road in Shanghai generated sales of 100 million within nine months, with a peak monthly revenue of 16 million [1] Company Development - Miniso was inspired by foreign specialty stores and was founded in a garage in Guangzhou in 2013 [1] - The initial suppliers were sourced from the Canton Fair, leveraging their design capabilities to enhance product competitiveness [1] - The company optimized its product selection strategy by benchmarking against competitors and successfully established a self-operated store business model within three months [1] Business Strategy - The gross profit margin for Miniso's franchisees is reported to be 38% [1] - The popularity of well-performing stores serves as effective advertising, attracting numerous franchisees seeking collaboration [1]

Core Insights - Miniso's founder Ye Guofu highlighted the company's rapid growth, achieving a revenue of 10 billion in just a few years and opening over 1,000 stores in peak years, claiming a growth rate faster than Jack Ma's [1] Group 1: Company Strategy - The company plans to "transform" by closing and reopening 80% of its stores over the next two years, indicating a shift in store model and product structure [1] - The transformation aims to transition from a retail-focused business to one centered around cultural creativity [1]

Core Insights - The discussion highlighted the rapid growth of Miniso, which reached a revenue of 10 billion RMB in approximately five years, outpacing Alibaba's growth [2] - Miniso's current in-store conversion rate stands at 30%, with a flagship store in Shanghai achieving sales of 100 million RMB in nine months [2][4] - The company has adopted a dual-track strategy for IP development, collaborating with major brands like Disney and signing artists for unique product designs [3] Company Development - Miniso was founded in 2013 by Ye Guofu, inspired by foreign lifestyle specialty stores, and has since expanded significantly [2] - The company has 4,305 domestic stores and 3,307 international stores, with a net increase of 30 and 94 stores respectively in the latest quarter [4] - The revenue for the second quarter of 2025 reached 4.97 billion RMB, marking a year-on-year growth of 23.1% with a gross margin of 44.3% [4] Strategic Initiatives - Ye Guofu emphasized the importance of a "trial and error" budget for innovation, suggesting that investing in experimentation is crucial for long-term success [3] - Miniso's subsidiary, TOP TOY, is projected to achieve revenues of 4 billion RMB by the second quarter of 2025, with a significant year-on-year increase of 87% [3] - The company plans to close and reopen 80% of its stores in the next two years to shift from retail to cultural creativity [4] Acquisitions and Partnerships - Miniso acquired a 29.4% stake in Yonghui Supermarket for approximately 6.3 billion RMB, becoming its largest shareholder [4] - Ye Guofu praised the collaboration with Donglai, highlighting the importance of product quality and service in retail success [3][4]

Core Insights - The core viewpoint of the article is that Miniso aims to transform from a retail company into a cultural and creative company by acquiring and signing numerous Chinese intellectual properties (IPs) to become a leading global IP operation platform [1] Company Strategy - Miniso's founder and CEO, Ye Guofu, announced the company's new vision to become a global leader in IP operations, moving beyond its traditional retail identity [1] - The company has already signed exclusive agreements with 17 artist IPs and plans to promote cultural creators in China to generate new IPs annually [1] Market Expansion - Miniso intends to leverage its nearly 8,000 global stores to sell these new IPs, which also serves as a form of cultural export [1] - Ye Guofu expressed confidence that Chinese culture and IPs will be on par with those from Japan and the United States in the future [1]

Core Viewpoint - The founder and CEO of Miniso, Ye Guofu, aims to transform the company from a retail-focused entity into a cultural and creative company, with a vision to become a leading global IP operation platform [1] Company Strategy - Miniso plans to boldly acquire and sign contracts with numerous Chinese intellectual properties (IPs) to enhance its cultural offerings [1] - The company has already signed exclusive agreements with 17 artist IPs and aims to promote new cultural creators in China [1] Global Expansion - With nearly 8,000 stores worldwide, Miniso intends to leverage its global presence to sell these cultural products, contributing to cultural output [1] - Ye Guofu expresses confidence that Chinese culture and IPs will be on par with those from Japan and the United States in the future [1]

Core Insights - The discussion highlighted the rapid growth and strategic initiatives of Miniso, with its founder Ye Guofu sharing insights on the company's development and future plans [1][2][3] Company Development - Miniso was founded in 2013 by Ye Guofu, inspired by foreign lifestyle specialty stores, and achieved a revenue of 10 billion RMB within five years, outpacing Alibaba's Jack Ma [1] - The company has a current in-store conversion rate of 30%, meaning 30 out of 100 visitors make a purchase [1] - The flagship store on Nanjing Road in Shanghai generated sales of 100 million RMB in nine months, with a peak monthly revenue of 16 million RMB [1] Business Strategy - Ye Guofu emphasized the importance of a "trial and error" budget for innovation, suggesting that spending 100 million RMB on experimentation is a safer long-term strategy than avoiding risks [2] - Miniso employs a dual-track model for IP development, collaborating with top brands like Disney and signing artists for unique product designs [2] - The TOP TOY brand under Miniso is projected to achieve revenues of 4 billion RMB by Q2 2025, reflecting a year-on-year growth of 87% [2] Acquisitions and Partnerships - Miniso acquired a 29.4% stake in Yonghui Supermarket for approximately 6.3 billion RMB, becoming its largest shareholder [3] - Ye Guofu praised the collaboration with Pang Donglai, highlighting the importance of product quality and service in retail success [3] Market Position and Future Plans - Miniso reported a total revenue of 4.97 billion RMB for Q2 2025, a 23.1% increase year-on-year, with a gross margin of 44.3% [3] - The company operates 4,305 stores domestically and 3,307 stores internationally, with net additions of 30 and 94 stores in Q2, respectively [3] - Future plans include a significant restructuring of 80% of its stores to shift from retail to cultural and creative offerings [3]

Core Insights - The discussion highlights the similarities between Miniso and Pop Mart in their growth trajectories, with both companies starting from a similar foundation in retailing miscellaneous goods and gradually transitioning towards IP development [1][2] Group 1: Company Growth and Strategy - Miniso and Pop Mart both began their journeys in 2010, focusing on selling miscellaneous goods, but with different primary product categories: Pop Mart emphasizes toys while Miniso focuses on lifestyle products [1] - Miniso has been slower in its transition to self-owned IP, starting this shift only in 2023, while Pop Mart began its transition approximately seven years earlier [1] - Miniso has signed contracts for 17 self-owned IPs, with the first IP projected to achieve sales of 40 million this year and potentially exceed 100 million next year [1] Group 2: Product Categories and Market Position - Pop Mart has expanded its product offerings to include blind boxes, plush toys, and mobile accessories, while Miniso has a diverse product range and is now incorporating blind boxes and figurines into its offerings [2] - The future product categories of both companies are expected to converge, with the main distinction being the different IPs each company holds [2]

Core Insights - The founder of Miniso, Ye Guofu, highlighted the company's rapid growth, achieving a revenue increase from zero to 10 billion in a short period, with the ability to open over 1,000 stores in peak years, indicating a growth rate faster than that of Jack Ma [1] Company Strategy - Ye Guofu announced plans for the next two years to "replace the old with the new," aiming to close and reopen 80% of Miniso's stores to transform the store model and product structure, shifting from retail to cultural creativity [1]

#叶国富称小米线上线下都成功#【#名创优品要转型# ：成为一个文化创意公司】10月22日，@罗永浩 的十字路口 发布新一期播客节目，本期嘉宾为名创优品创始人叶国富 。谈及对电商和零售业的看法， 叶国富表示：电商这几年确实发展的很快，对中国的零售业冲击很大，但是我们看如何找到适合的模式 来发展，有些人线上做得很好，有人线下也做得很好，比如我的能力在线下，我就围绕线下，把我的产 品做好，有些人能力适合做线上。他还表示：很多线上品牌也做线下，你看小米从线上起来的，现在线 下也开得很成功。谈到名创优品今年为何要转型，要成为一个文化创意公司，叶国富表示："未来名创 优品店铺产品我认为通过三到五年，所有店绝大部分要卖IP产品，因为IP这两年在中国进步很快，很多 人在关注了。"（财经网科技） 转自：贝壳财经 ...