不查不知道，一查吓一跳， 原来7-11的标志设计里居然有这么多门道。 文｜芙克斯 来源｜答案如下（ID：theanswer163） 封面来源｜unsplash 最近冲浪的你们，有没有刷到这张梗图？ 不知道你们发现了没有，反正我是真的第一次发现。明明前面几个都是大写的字母，偏偏n是小写，究 竟怎么回事呢？不查不知道，一查吓一跳，原来7-11的标志设计里居然有这么多门道。 11的标志历经迭代，最终演变成我们熟悉的样子｜图源谷歌 最初，7-11还不叫7-11，最早的7-11是创建于1927年的美国南方制冰公司。1928年，当他们开始销售杂 货时，更名为"Tote'm Stores"。 "Tote"在英文俚语是"携带"的意思，"Tote'm"的含义是顾客可以"tote"他们购买的商品回家，甚至当时一 些店铺外会放置阿拉斯加的"图腾柱"（totem poles）作为装饰和标识[2]。 7- 早期7-11的门口放有图腾柱｜[3] 小写n，历史上的小巧思 其实，7-ELEVEn里的"n"并不是设计之初就是小写，最初的标志里确实六个字母都是大写。直到20世纪 60年代，时任公司总裁的妻子认为，所有字母都是大写的"ELEVEN ...

Core Viewpoint - The article explores the design evolution of the 7-Eleven logo, particularly focusing on the significance of the lowercase "n" in its branding strategy, which aims to convey a friendly and approachable image to consumers [9][20][29]. Design Evolution - The original 7-Eleven logo featured all uppercase letters, but in the 1960s, a design change was made to replace the uppercase "N" with a lowercase "n" to create a more elegant and friendly appearance [9][14]. - The brand's name was initially "Tote'm Stores," reflecting the idea that customers could "tote" their purchases home, and it was later changed to "7-Eleven" to highlight extended operating hours [13][18]. Branding Strategy - The lowercase "n" is designed to evoke a sense of warmth and approachability, contrasting with the authority often associated with uppercase letters [20][22]. - Research indicates that lowercase letters can lead consumers to perceive brands as more friendly and relatable, while uppercase letters are often associated with luxury and power [22][25]. Visual Impact - The logo's design combines sharp and rounded elements, with the lowercase "n" enhancing readability and contributing to a more inviting brand image [27][28]. - The unique design of the logo has sparked ongoing discussions and memes online, effectively serving as a form of free advertising for 7-Eleven [29][32].

手机号 15769519125 2025 年 商业合作： collaboration@shuoyuanconsulting.com 1 / 32 1.中国便利店行业概述 1.1 行业定义与分类 1.1.1 便利店的基本定义 中国便利店行业市场 研究报告 主编：雷静兰 编辑：张潞玮 2 / 32 过大数据分析和线上线下融合，为消费者提供更加便捷、高效和智能的购物体 验。 1.1.2 便利店的主要类型 根据经营规模、服务对象及经营模式，便利店可分为以下几类： 1. 连锁便利店： 如全家、罗森、7-11 等，拥有统一的品牌形象和管理体系，依托总部的集中采 购、物流配送和信息管理系统，实现规模化运营。 2. 社区便利店：以服务周边 居民为主，商品种类和服务更贴近社区需求，门店面积较小，通常由单体业主 经营。 3. 无人便利店：利用智能技术实现无人值守，通过人脸识别、扫码支付 等技术提升购物体验和运营效率。 4. 特色便利店：结合特定主题或特色商品， 如健康食品店、绿色环保店等，满足特定消费群体需求。 图表：中国便利店定义与分类 便利店，作为一种以便利性为核心的零售业态，主要是指在社区、商业区或交 通枢纽附近开设的，提 ...

今年以来，中央网信办、工业和信息化部、公安部等部门已累计通报千余款存在侵害用户权益行为的APP （SDK），依法依规查处各类违法违规行为。南都大数据研究院梳理今年1-10月通报数据发现，这些被通报的 APP（SDK）有14.1%来自应用宝；从违规类型来看，"未明示收集使用个人信息的目的、方式和范围"最为突出， 占比达41.3%。"T3出行"APP、"朴朴超市"APP、"轻喜到家"APP、"7 ELEVEN会员"微信小程序、"下厨房"百度小 程序等多款知名应用曾被点名，更有"雷石KTV"（1.58版本）被检测出涉及9项违规，成为今年被通报问题最多的 应用。 违规APP通报呈现新趋势 更聚焦个保，出境合规纳入监测 侵害用户权益行为的应用，近年来持续被曝光查处。各界对个人信息处理方如何提升合规水平，如何有效保护用 户个人信息的追问不断。 《中华人民共和国个人信息保护法》自2021年11月1日实施以来，中央网信办等多部门持续组织开展个人信息保护 相关工作，针对APP（小程序、公众号、快应用、SDK）侵害用户个人信息权益等问题，不定期对外通报违规名 单，依法依规责令整改。 南都大数据研究院统计发现，2025年1-10月 ...

Core Viewpoint - Japanese automakers are facing significant challenges due to U.S. tariffs, leading to a collective profit decline of 1.5 trillion yen (approximately 68.78 billion RMB) in the first half of 2025, marking a 27.2% year-on-year decrease [6][7]. Group 1: Impact of Tariffs - The North American market has severely impacted Mazda and Subaru, with Mazda's U.S. sales accounting for about 30% of its global sales, resulting in a profit drop of approximately 97.1 billion yen (about 4.45 billion RMB) due to tariffs [6]. - Subaru, with nearly 80% of its sales in the U.S., faced a tariff impact of 154.4 billion yen (around 7.08 billion RMB), nearly offsetting its profits from vehicle sales [6][7]. Group 2: Domestic Market Saturation - Japan's domestic car market is saturated, with a new car sales forecast of approximately 4.42 million units in 2024, a decline of about 7.5% from 2023 [8]. - The younger generation in Japan shows a declining interest in car ownership, with 32% citing "sufficient family cars" and 28% concerned about high car prices [8]. Group 3: Global Market Challenges - Japanese automakers have historically relied on overseas markets, which account for nearly 80% of their sales, but are now facing increased competition and market share losses, particularly in China and Southeast Asia [8][9]. - From 2021 to 2024, Japanese automakers lost significant market share in Southeast Asia, with declines of 5% in Malaysia, 6% in Indonesia, and 12% in Thailand [9][12]. Group 4: Declining Sales in China - Japanese automakers have seen a decline in sales in China, with Toyota's sales down 1.7% to 1.908 million units, Honda's down 10.1% to 1.234 million units, and Nissan's down 16.1% to 794,000 units in 2023 [9]. - The market share of Japanese brands in China dropped from 20.6% in 2021 to 11.2% in 2024, largely due to the rise of domestic electric vehicle brands [9][12]. Group 5: Shift in Consumer Preferences - The younger generation in Southeast Asia is increasingly favoring electric vehicles and brands that offer better value and technology, leading to a shift away from traditional Japanese automakers [12][17]. - Japanese automakers are struggling to adapt to the electric vehicle trend, with their market share in the rapidly growing EV segment remaining below 30% in Southeast Asia [16][17]. Group 6: Financial Performance and Future Outlook - Despite challenges, Toyota remains the world's most profitable automaker, with a profit of 31.2579 billion USD (approximately 224.5 billion RMB) in 2025, significantly outperforming competitors [17][21]. - The overall performance of Japanese brands in other sectors, such as convenience stores and cosmetics, is declining, indicating a broader struggle beyond the automotive industry [18][21].

Group 1: Japan Airlines (JAL) - Japan Airlines (JAL) transformed from a company with a debt of 2.32 trillion yen, which was the largest bankruptcy case in Japan's non-financial sector, into a global benchmark through core reforms in route management, workforce reduction, and service quality enhancement under the leadership of Kazuo Inamori [2][4]. - The immersive experience at JAL highlighted the integration of 5S management into daily operations, significantly improving maintenance efficiency and internalizing standardized management practices [7]. - JAL's rigorous safety management system, which emphasizes embedding safety into the company's culture, is a fundamental aspect of its brand rejuvenation and crisis recovery [10]. Group 2: 7-Eleven - The operational philosophy of 7-Eleven, as presented at the Ito Training Center, illustrates how to maintain leadership in a stable environment through the principles of "adhering to fundamentals" and "adapting to change" [14][16]. - The four fundamental principles proposed by former president Toshifumi Suzuki emphasize the importance of frontline employees executing these principles without compromise, serving as a stabilizing force during market fluctuations [17]. - 7-Eleven's dynamic iteration strategy, which involves real-time updates to product offerings based on market conditions, has allowed the brand to remain closely aligned with consumer needs across various markets [18]. Group 3: Conclusion - The visits to JAL and 7-Eleven provided contrasting yet complementary lessons: JAL demonstrated how to uphold values and implement change in times of crisis, while 7-Eleven exemplified the importance of consolidation and iteration during favorable conditions [20].

Core Insights - The article emphasizes the importance of focusing on product quality in retail, regardless of whether the sales channel is online or offline [6][7][14] - It highlights the unique shopping experience that physical stores can provide, which often leads to impulse purchases that online platforms cannot replicate [6][14] Group 1: Retail Strategy - The company believes that the core of future offline retail lies in creating an enjoyable shopping experience, where consumers discover products they like while browsing [6][14] - The article suggests that successful retail strategies should follow consumer behavior and learn from successful models, such as Japanese stores [6][14] - It mentions that many retail brands still rely heavily on offline sales, with online sales accounting for only about 10% of total sales for some brands like Miniso [6][14] Group 2: Learning from Japanese Brands - The article discusses a learning trip to Japan to understand how Japanese brands thrive in low-growth environments, focusing on their operational strategies [10][14] - It highlights that Japanese brands have adapted to low-growth periods by focusing on customer expectations and making small innovations rather than pursuing disruptive changes [14][15] - The article emphasizes the importance of understanding consumer needs through direct engagement and observation, as demonstrated by successful Japanese brands [14][15][17] Group 3: Product Development and Innovation - The article points out that successful companies like FANCL and Suntory focus on product quality and consumer feedback to drive innovation [19][25] - It mentions that companies should not rely solely on data but should also engage with the physical product to ensure quality and consumer satisfaction [18][25] - The article illustrates how brands like Kikkoman and WORKMAN have successfully filled market gaps by understanding specific consumer needs and preferences [17][19]

Core Insights - Amazon's report on global e-commerce trends highlights emerging consumer preferences and market opportunities driven by technology and emotional needs [1][2]. Group 1: AI-Driven Consumer Trends - Trend 1: AI Quality Space emphasizes the transformation of homes into emotionally interactive environments, with over 65% of consumers in Europe and the US willing to spend more on smart home products [3][4]. - Trend 2: The Sleep Economy is gaining traction, with 37% of American adults reporting decreased sleep quality in 2023, leading to increased demand for sleep-enhancing products and services [8][10][11]. - Trend 3: Happiness in the Workplace focuses on ergonomic office designs that enhance comfort and productivity, reflecting a shift in consumer expectations for workspaces [13][14]. Group 2: Lifestyle and Experience Trends - Trend 4: Technology's Subtle Integration highlights a consumer preference for seamless tech experiences that enhance quality of life without being intrusive [15]. - Trend 5: The Pet Economy is projected to grow by 45% over the next six years, with 55% of pet owners in Europe and Japan willing to invest more in pet healthcare and products, indicating a shift towards emotional spending [16][17][19]. - Trend 6: Outdoor Cooking reflects a growing interest in camping and outdoor culinary experiences, creating demand for specialized outdoor cooking equipment and supplies [20][21][22]. Group 3: Mobility and Youth Trends - Trend 7: The Mobile Treasure Chest describes vehicles evolving into multifunctional spaces, enhancing comfort and utility for consumers [23][24][27]. - Trend 8: The Z Generation is characterized by value-driven consumption, emphasizing sustainability, personalization, and experiential purchases [28][29][30]. - Trend 9: The Fitness Vanguard focuses on the increasing demand for personalized and efficient fitness solutions, supported by technological advancements in the health and fitness industry [31][34]. Group 4: Gaming and Cultural Trends - Trend 10: The Gaming Enthusiast market is rapidly expanding, particularly in emerging markets, with a strong demand for high-performance gaming equipment and immersive experiences [35][36][38]. - The report identifies three key drivers of these trends: accelerated technology, emotional shifts, and evolving lifestyles, reflecting the complex needs of contemporary consumers [39][40].

Core Viewpoint - The decline of a product or industry may not solely be due to a lack of consumer need, but rather a deeper issue related to the core capabilities of the company [2][3]. Group 1: Market Analysis - The kimono retail market in Japan has seen a drastic decline from 20 trillion yen in 1975 to approximately 2 trillion yen in 2023, a drop of 90% [10]. - The sales of Kyoto Monfu, a company specializing in kimono, plummeted by 90% as well, reflecting the broader market trend [12]. Group 2: Strategic Decision-Making - In response to the declining kimono market, Kyoto Monfu's fourth-generation heir, Akira Arakawa, recognized the need for a strategic pivot rather than merely calling for a return to traditional culture [15]. - The critical question posed was not about what else could be sold, but rather what core capabilities remained if the kimono industry disappeared [16]. Group 3: Core Competency Identification - Kyoto Monfu identified its unique "deep black" dyeing technique as its core competency, which could be leveraged in new markets [18][23]. - The dyeing process involves three steps: basic dyeing, using a unique agent that allows the fabric to "absorb" light, and a patient drying process that enhances the quality [19][20][21]. Group 4: Market Adaptation - The company recognized a shift in consumer behavior towards second-hand clothing, driven by environmental concerns and a desire for sustainable fashion [26]. - In 2013, Kyoto Monfu launched the "PANDA BLACK" project in collaboration with WWF Japan, focusing on revitalizing old garments through their dyeing expertise [28][29]. Group 5: Business Model Innovation - Kyoto Monfu opted to partner with established retailers like BEAMS and Isetan to reach consumers, rather than attempting a direct-to-consumer model, which was outside their expertise [31][33]. - This collaboration created a win-win situation where consumers could address their old clothing issues, retailers gained new revenue streams, and Kyoto Monfu maintained its core capabilities [35][37].

Core Viewpoint - The article highlights the success story of 趣印科技 (Phomemo Technology), which transformed from a small startup into a leading player in the portable printer market, achieving significant revenue growth through innovative product development and strategic market positioning [8][42]. Group 1: Company Background and Initial Challenges - 趣印科技 was founded by 郭晋鹏 in 2013, initially focusing on the niche market of label ribbons, which was dominated by established companies like Brother and DYMO [19][18]. - The company faced significant challenges in its early years, including a lack of industry experience and financial difficulties, leading 郭晋鹏 to sell personal assets to sustain operations [22][44]. - By 2015, the company began to see revenue growth, surpassing 4 million RMB, as it navigated a competitive landscape marked by price wars [22][23]. Group 2: Strategic Decisions and Market Expansion - In 2015, the introduction of cross-border e-commerce policies allowed 趣印科技 to expand internationally, leveraging platforms like Amazon to reach global customers [26][25]. - The company transitioned from solely producing consumables to developing its own line of lightweight, portable printers, launching the "印先森M02" in 2018, which catered to specific user needs [32][28]. - By 2022, 趣印科技 became the global leader in the portable printer market, with a revenue increase from 4 million RMB to 1.8 billion RMB over a decade [44][42]. Group 3: Product Innovation and User Engagement - The company emphasized user feedback to drive product innovation, leading to the development of various applications for its printers, including DIY printing solutions [34][35]. - 趣印科技's app has attracted 5 million users globally, showcasing the importance of content in enhancing product value and user engagement [38][40]. - The strategic focus on content and user experience has allowed 趣印科技 to differentiate itself in a crowded market, creating a robust ecosystem of products and services [46][48]. Group 4: Future Outlook and Industry Impact - The company plans to continue its growth trajectory by investing in high-end printing technology and expanding its product offerings [51][52]. - 趣印科技's journey serves as a model for other Chinese enterprises, demonstrating the potential for innovation and market leadership through strategic focus and product excellence [53][54].