第二十八届成都国际汽车展览会（以下简称："成都国际车展"）将于8月29日开幕。本届展会以"领潮而 立，向新而行"为主题，预计将汇聚近120个汽车品牌，涵盖整车、改装车、人形机器人、三电系统等产 业热点，22万平方米的展陈空间覆盖12大展馆及室外展区。 "作为下半年首场A级车展，成都国际车展立足车市'金九银十'前的黄金档期，不仅是全国年中车市的核 心舞台，更是中西部地区链接全球汽车产业链、推动区域消费升级的关键平台。"汉诺威米兰展览（上 海）有限公司董事总经理刘国良表示，"本届展会将通过汇聚全球新车、前沿技术和产业政策，充分发 挥了市场活力'晴雨表'与消费信心'强心剂'的作用。" 本届成都国际车展由成都市人民政府和中国国际贸易促进委员会汽车行业分会联合主办，成都世纪衡越 会议展览有限公司、汉诺威米兰展览（上海）有限公司和中国国际贸易促进委员会四川省委员会共同承 办。 在本届车展上，外资与合资品牌将以"电动化"与"本土化"双轨并进，深度诠释对中国市场的洞察与承 诺。智能机器人与前沿电池技术同台，共同勾勒出立体出行生态的雏形。成都国际车展还将突破传统工 业展会边界，将汽车深度融入城市肌理，打造"人车生活"共融的全民 ...

Core Viewpoint - Metro's first "Fat Reform" store in China, located in Beijing's Haidian District, marks a significant shift towards enhancing its to C business and local adaptation, following the model of successful competitors [1][11]. Group 1: Store Renovation and Offerings - The Four Seasons Qing store underwent minor renovations, maintaining its original style while introducing a dedicated area for popular products and a significant upgrade in the toy section, including trendy collectibles [3][4]. - The store's product count was streamlined to approximately 8,000 SKUs, with a 55% replacement rate, significantly increasing the variety of baked goods and ready-to-eat items by nearly six times compared to before the renovation [6][11]. - A new live seafood section was introduced, responding to consumer demand, which was previously limited to seasonal offerings [4][6]. Group 2: Customer Experience and Services - The store has enhanced customer service, including free meat slicing and on-site seafood processing, which has been well-received by customers [7][10]. - Additional convenience services such as ice, packaging materials, and health monitoring facilities have been implemented, improving the overall shopping experience [10][11]. - The store has adopted an "uninterrupted shopping" policy, eliminating promotional noise to create a more immersive shopping environment [10]. Group 3: Strategic Direction and Market Positioning - Metro's shift towards a more consumer-oriented approach reflects a broader trend in the retail industry, where competition is intensifying [11][12]. - The company aims to attract younger consumers by introducing trendy products and collaborating with popular brands, enhancing its appeal in a competitive market [12][14]. - The successful implementation of the "Fat Reform" model in the Four Seasons Qing store is seen as a critical milestone for Metro's ongoing localization and innovation efforts [14].

Core Viewpoint - The recent collaboration between China and India in the renewable energy sector, particularly in energy storage, signifies a warming of economic relations between the two countries, despite past tensions and challenges in cooperation [2][3][11]. Group 1: Recent Developments in China-India Cooperation - A memorandum of understanding has been signed between China’s Zhongqi New Energy and India’s IndiGrid for a 5GWh energy storage system, following a previous 1GWh order [2]. - The two countries are focusing on renewable energy cooperation, including solar, wind, and energy storage, as part of India's ambitious goal to achieve carbon neutrality by 2070 [3][11]. - High-level interactions and trade discussions have resumed, including the reopening of border trade routes that were disrupted during the pandemic [5][6]. Group 2: Challenges in Cooperation - Despite the positive developments, there are still significant barriers, including India's protectionist policies and a complex regulatory environment that may hinder foreign investment [3][20][26]. - India's ambitious renewable energy targets, such as achieving 500GW of renewable capacity by 2030, face skepticism due to the country's heavy reliance on coal, which currently accounts for about 70% of its power generation [13][15]. - The instability and unreliability of renewable energy sources in India, along with a significant energy storage gap, pose additional challenges to achieving these targets [15][17]. Group 3: Market Dynamics and Opportunities - The Indian market presents significant opportunities for Chinese companies, particularly in battery manufacturing, where Chinese firms dominate the supply chain [29]. - Despite a decline in solar exports from China to India, Chinese energy storage systems maintain a 90% market share in India due to their cost-effectiveness [30][31]. - The Indian government is actively promoting electric vehicle manufacturing and infrastructure investment, creating a favorable environment for collaboration in the electric mobility sector [32]. Group 4: Strategic Considerations - The need for a balanced approach that combines technology, capital, and localization is crucial for successful collaboration between Chinese and Indian companies [32]. - The Indian government's focus on domestic manufacturing and the "Make in India" initiative may create both opportunities and challenges for foreign investors [20][36]. - The evolving geopolitical landscape, including the recent downturn in US-India relations, may influence India's strategic priorities and its approach to international partnerships [36][37].

Core Viewpoint - The article discusses the rising popularity of Sushi Lang, a budget sushi brand in China, highlighting its appeal among young consumers and the shift in the sushi market towards affordability and local adaptation [10][38][50]. Group 1: Market Trends - The sushi market in China is experiencing a significant shift towards affordable sushi options, with Sushi Lang leading this trend [10][50]. - Sushi Lang has opened multiple locations in major cities like Beijing and Guangzhou, often resulting in long queues and high demand [11][14]. - The brand's pricing strategy, with items priced around 8 to 15 yuan, positions it as a "people's sushi," contrasting with traditional high-end sushi restaurants [23][26]. Group 2: Consumer Behavior - Young consumers are increasingly drawn to Sushi Lang for its perceived value and social media presence, with many sharing their dining experiences online [21][17]. - The concept of "value for money" is crucial, as consumers are looking for affordable dining options that still provide a satisfying experience [23][50]. - The popularity of Sushi Lang reflects a broader trend where consumers prioritize experience and social media shareability over traditional notions of authenticity in cuisine [48][58]. Group 3: Competitive Landscape - The rise of Sushi Lang coincides with the decline of traditional sushi brands that emphasize authenticity, as seen with KURA Sushi's struggles in the market [42][45]. - New entrants in the sushi market are adopting similar strategies to Sushi Lang, focusing on affordability and local flavors to attract consumers [60][66]. - The overall sushi market is expanding, with a significant increase in the number of sushi restaurants, indicating a growing acceptance of sushi as a mainstream dining option [60][68].

Group 1 - Japanese cosmetics companies are experiencing collective anxiety in the Chinese market, with Shiseido's executives acknowledging a decline in brand equity [2] - The Japanese beauty industry has been a significant player in China for over 40 years, but recent years have seen challenges due to the rise of local brands and external pressures from Western competitors [2][3] - In the first half of 2025, major Japanese beauty companies reported declines in their Chinese operations, with Shiseido's sales dropping by 10%, Kosé's by 7.3%, and POLA's net profit plummeting by 38% [2][3] Group 2 - The performance of Japanese beauty companies reflects a broader restructuring of the beauty industry, highlighting the need for multinational companies to adapt to the changing market dynamics in China [3] - Despite global profit growth, the persistent weakness in the Chinese market is a common challenge for these companies, indicating a significant shift in the competitive landscape [3][16] Group 3 - Shiseido's overall sales in the first half of 2025 were 469.83 billion yen (approximately 22.86 billion RMB), a decrease of 7.6%, while core operating profit increased by 21.3% to 23.37 billion yen (approximately 1.14 billion RMB) [7][10] - The Chinese and travel retail segment for Shiseido saw sales of 173.94 billion yen (approximately 8.46 billion RMB), down 12.4%, but it contributed nearly 80% of the group's core profit [10] Group 4 - Kao Corporation reported a global sales increase of 2.7% to 809 billion yen (approximately 39.3 billion RMB) in the first half of 2025, with operating profit rising by 19.9% to 69.5 billion yen (approximately 3.3 billion RMB) [10][13] - Kosé's sales were 160.5 billion yen (approximately 7.8 billion RMB), a slight increase of 0.9%, but operating profit fell by 17.7% to 11.3 billion yen (approximately 0.55 billion RMB) [15] Group 5 - POLA ORBIS Group's total revenue was 832.53 billion yen (approximately 38.3 billion RMB), a slight decrease of 0.7%, with net profit dropping by 38.1% to 4.64 billion yen (approximately 0.23 billion RMB) [16] - The performance of these companies illustrates a clear divide between global profitability and challenges in the Chinese market, with POLA facing additional difficulties due to delayed strategic adjustments [16] Group 6 - Japanese beauty companies are optimistic about the long-term potential of the Chinese market and are accelerating transformations to navigate current challenges [17] - Strategies include focusing on high-end products, channel innovation, and localization to better respond to the evolving consumer landscape in China [17][19]

Core Viewpoint - Japanese cosmetics companies are facing significant challenges in the Chinese market, with declining sales and profits, prompting a need for strategic transformation to regain market share and adapt to local consumer demands [2][3][14]. Group 1: Market Performance - Shiseido's sales in China fell by 10% in the first half of 2025, while Kose's business declined by 7.3%, and POLA's net profit dropped by 38% due to market weakness [3][10][13]. - The overall sales of Japanese cosmetics in China have been adversely affected by the rise of local brands and external factors such as the nuclear wastewater incident [3][4]. - In the first half of 2025, Shiseido's global sales were 469.83 billion yen (approximately 22.86 billion RMB), down 7.6% year-on-year, but core operating profit increased by 21.3% to 23.37 billion yen (approximately 1.14 billion RMB) [7][8]. Group 2: Strategic Adjustments - Japanese companies are focusing on high-end markets and localizing their operations to better meet consumer needs in China [16][22]. - Shiseido plans to integrate its China and travel retail operations into an independent profit center to enhance brand synergy and respond to the trend of high-end market penetration [16][32]. - Kose is implementing a strategy of channel optimization and brand restructuring, emphasizing high-end and mass-market segments while enhancing local R&D and marketing efforts [24][31]. Group 3: Future Outlook - Despite current challenges, Japanese companies remain optimistic about the long-term growth potential in the Chinese market and are accelerating their transformation efforts [16][32]. - The focus on high-quality growth rather than short-term sales boosts is evident in Shiseido's strategy, which includes significant investments in core brands and new product launches [18][32]. - The ability to adapt to local consumer preferences and integrate local insights into product development will be crucial for Japanese brands to maintain competitiveness in the evolving Chinese beauty market [27][32].

新华社北京7月19日电 题："我们的餐厅总会让海外同行惊讶"——麦当劳中国CEO张家茵谈本土焕新之路 新华社记者邹多为、袁睿、黄安琪 "做中国市场，让我有一种很大的荣誉感，因为每次对外交流，我们的餐厅总会让海外同行惊讶。"第三届中国国际供应链促进博览会正在进 行，其间，麦当劳中国首席执行官张家茵在接受新华社记者专访时，谈起这一洋快餐加速中国本土化发展的历程，眼中闪烁着自豪。 这是7月17日在第三届中国国际供应链促进博览会拍摄的麦当劳展台。新华社记者 丁洪法 摄 走进第三届链博会绿色农业链展区，摆满汉堡、薯条的麦当劳展位人气爆棚，很多观众感叹"好欢乐""小时候记忆被唤醒"的同时，更直呼"意 想不到""原来它们的食材很多都来自中国农场"。 作为"链主"企业，张家茵此行携手肉类、乳品、酱料、土豆、物流等11家"麦链"上下游的供应商伙伴，联合搭建展台、首次"同框"互动，并 做出"深化协作共赢""建设数智链条"等承诺。 1990年，麦当劳进入中国内地，在深圳开设第一家门店。如今，中国内地麦当劳餐厅数量已超7000家，员工人数逾20万，2024年服务顾客超 过13亿人次。 7月19日，观众在第三届链博会绿色农业链展区麦当 ...

Group 1: McDonald's China - McDonald's China has surpassed 7,100 stores, tripling its presence since 2017, and serves over 1.3 billion customers annually [2][4] - The company emphasizes local sourcing, with over 90% of ingredients procured locally and nearly 60% of suppliers being domestic [4] - McDonald's China aims to reach 10,000 restaurants by 2028, with a focus on expanding into lower-tier cities [6] Group 2: Haidilao - Haidilao has launched its first "Premium Selection" store in Beijing, targeting consumers seeking a refined dining experience with high-quality ingredients [7][9] - The new store features a two-level layout with private rooms and specialized service teams, aiming to enhance the dining experience [9][11] - Haidilao plans to continue its refined layout strategy, introducing various themed restaurants in 2024, including family-friendly and late-night dining options [11]

Core Insights - McDonald's China has entered its "Golden Arches Era" for eight years, with significant growth in restaurant numbers and customer service, becoming the second-largest and fastest-growing market globally [1][3] - The company emphasizes a "localization" strategy, with 90% of its ingredients sourced locally, and aims to achieve full coverage across all provincial administrative regions in China [3][5] Expansion Strategy - McDonald's China has expanded its restaurant network from approximately 2,300 in 2017 to over 7,100, with a focus on third to fifth-tier cities, where about 50% of its restaurants are now located [3][5] - The company plans to open 1,000 new stores annually, aiming for a total of 10,000 by 2028, maintaining a pace of 2-3 new openings daily [3][5] Supply Chain and Sustainability - McDonald's China has launched the "McChain" initiative, committing to sustainable agricultural practices and supply chain improvements by 2028 [4] - The company has over 3,800 LEED-certified green restaurants, the largest number globally, and is focused on green packaging and recycling initiatives [9] Digital Transformation and Customer Engagement - The IT team has achieved 100% digital technology self-research, with 90% of orders placed via mobile or self-service kiosks, enhancing operational efficiency [7] - McDonald's China engages customers through interactive campaigns and feedback mechanisms, emphasizing the importance of in-person interactions [7][8] Community and Talent Development - The company has established "Ronald McDonald Houses" in three cities, providing over 77,000 nights of free accommodation for families of sick children [10] - McDonald's China focuses on talent development, with programs for rapid career advancement and extensive training through its Hamburger University and online platforms [10]

Core Insights - The article highlights the transformation of Glico in China over the past 30 years, evolving from "producing in China" to "creating for China" through deep localization and innovation [1][12] - Glico's Shanghai factory serves as a model for smart manufacturing and sustainability, showcasing advanced technologies and a commitment to environmental responsibility [5][11] Group 1: Smart Manufacturing and Quality Control - The Shanghai factory employs AGV logistics robots and AI visual inspection systems to ensure high precision and efficiency in production [5] - A comprehensive digital management system monitors production metrics in real-time, enhancing operational efficiency and product safety [5] - The factory is the only Glico facility focused on the Chinese market, emphasizing localized R&D and production [5][10] Group 2: Localization and Product Development - Glico has successfully developed localized products such as "Caiyuan Xiaobing" and "Dahongpao Tea Almond" to cater to Chinese consumer preferences [9] - The brand "Bai Chun" has achieved significant success, surpassing 1 billion in sales in the Chinese market and expanding into international markets like Singapore and Thailand [9][10] Group 3: Sustainability Initiatives - The factory has installed solar panels generating approximately 45.8 million kWh annually, contributing to significant carbon reduction [11] - Glico has transitioned to 100% sustainable palm oil usage and has implemented FSC-certified packaging, reflecting its commitment to environmental responsibility [11] - The company has reduced paper usage significantly through initiatives promoting paperless operations [11] Group 4: Future Investment and Growth Strategy - Glico plans to increase production capacity by adding new production lines and expanding its product range to meet growing market demands [10] - The company aims to enhance its offline sales channels, particularly in lower-tier cities, to increase consumer touchpoints [10] - Future investments will also focus on AI applications in production quality and sustainability efforts [10]