泡泡玛特Labubu系列商品热度持续攀升，线上预售开启后迅速售罄，发货时间延迟至9月22日。 Labubu热度持续攀升。 日前，泡泡玛特（09992.HK）首次开启线上Labubu预售。当天全线产品瞬间售罄，创建的订单最晚发货时间已至今年9月22日，这意味着消费者或需等待3 个月之久才能拿到商品。与此同时，门店大量缺现货，快闪店预约秒罄。 不仅是线上，在线下门店也是如此。第一财经记者走访了多地泡泡玛特门店，基本都没有Labubu现货，偶有水晶球款，但此类产品购买者甚少。更为夸张 的是Labubu主题快闪店——怪味便利店，要预约才能进店，而记者蹲点后发现，预约号码1秒钟就抢完了，根本没有机会入店。在上海的怪味便利店现场， 第一财经记者看到入店者并不多，排队的人也不多，但线上就是抢不到入店号码。就在6月24日，第一财经记者再次查询发现，部分Labubu主题快闪店已经 关闭线上预约，一些特别商品也已售罄，只能抢购普通款商品。 " 五品 B 0 9 ක crop I I by 看得到却买不到的Labubu 日前，第一财经记者进入名为"泡泡玛特抽盒机"的微信小程序，17:00左右，直播间正在进行专场直播。直播期间，时不 ...

Core Viewpoint - The article discusses the recent phenomenon of banks offering Labubu toys as incentives for deposits, highlighting the regulatory issues and market implications of such practices [1][3][8]. Group 1: Labubu's Popularity and Market Impact - Labubu, a product under Pop Mart, has gained immense popularity globally, particularly among the Z generation, leading to significant price increases for its products [2][4]. - Prices for Labubu products surged dramatically, with blind boxes increasing from an original price of 99 yuan to 200-600 yuan, and some rare items fetching prices over 1 million yuan at auctions [2][4]. Group 2: Banks' Marketing Strategies - Some banks, including Ping An Bank, initiated promotional activities offering Labubu toys for new deposit accounts, aiming to alleviate pressure on deposit acquisition [4][5]. - The promotional strategy required new customers to deposit over 50,000 yuan for six months to receive Labubu products, effectively turning bank branches into promotional hubs [5][6]. Group 3: Regulatory Response - The promotional activities faced regulatory scrutiny, leading to a halt in such campaigns due to violations of regulations against using gifts to attract deposits [7][8]. - Regulatory bodies emphasized the need for banks to cease these practices and outlined a timeline for the orderly exit of such products by the end of 2025 [8]. Group 4: Long-term Implications for Banks - Experts warn that such promotional strategies could disrupt the normal deposit market and further compress banks' net interest margins, exacerbating existing financial pressures [9][8]. - The article suggests that banks should focus on enhancing their financial services rather than relying on gimmicky promotions to attract deposits [8][9]. Group 5: Future Marketing Strategies - The article advocates for a more sustainable approach to "IP + finance" marketing, encouraging banks to explore deeper collaborations rather than superficial promotions [18]. - Potential strategies include co-branded credit cards and unique financial services tailored to the interests of younger consumers, ensuring compliance with regulations while meeting market demands [18].

Group 1 - The global economy is undergoing profound structural changes, characterized by weak growth momentum, intensified geopolitical conflicts, and a dilemma of high inflation, high interest rates, high debt, and low growth [2] - Private entrepreneurs' ability to accurately assess the economic situation and grasp development trends will directly determine the scientific and feasible nature of corporate strategy formulation [3][4] - Many enterprises are still stuck in traditional development models, incurring high trial-and-error costs [3] Group 2 - The current global economic situation is viewed as the early stage of a Great Depression, which is a core manifestation of a century-long change [5] - The Great Depression is not a natural phenomenon but a forced correction due to long-term deviations from objective economic laws [5] - The evolution of this crisis is expected to present three stages: "value return period" (2023-2025), "structural adjustment period" (2026-2028), and "order reconstruction period" (2029-2031) [6] Group 3 - The current economic crisis is marked by a deep restructuring of the post-World War II international economic and political order [8] - The dollar is entering a historical "value return" process, with its share in international settlements dropping from 73% in 2001 to 47% today [9] - The new colonialism is in a "structural adjustment" decline cycle, with a significant shift towards decolonization movements led by countries like those in BRICS [10][11] Group 4 - The decoupling of the US and Chinese economies has initiated a new era of de-globalization, fundamentally altering the global economic landscape [12][13] - The current economic crisis is compounded by a technological revolution, with the fifth and sixth industrial revolutions reshaping industries and accelerating the pace of corporate evolution [14][15] Group 5 - The economic crisis is characterized by a "crisis transfer" mechanism, where developed countries are shifting internal crises externally through monetary, industrial, financial, and geopolitical dimensions [17][18] - The domestic economy is expected to face profound impacts, including a debt crisis for local governments and state-owned enterprises, leading to a series of chain reactions [19][20] Group 6 - A wave of bankruptcies and restructurings among private enterprises is anticipated, as the old growth model based on demographic, resource, reform, and industrial chain dividends is nearing exhaustion [21][22] - The A-share market is undergoing a significant valuation system reconstruction, with traditional fundraising models becoming increasingly unsustainable [22][23] Group 7 - The current economic downturn is expected to exacerbate social tensions, with rising litigation and social unrest due to economic pressures [24] - The crisis is likely to lead to a significant increase in the number of corporate bankruptcies, particularly among small and medium-sized enterprises [24] Group 8 - To effectively respond to the economic crisis, a systematic crisis response mechanism is needed, focusing on local government debt resolution, financial system restructuring, and enterprise transformation [28][29] - Enterprises should adopt a digital asset strategy, enhance governance, and prepare for mixed ownership reforms to ensure adaptability and resilience [32][34]

Group 1 - The core viewpoint of the article is the official launch of the new BHT (New Brand Health Tracking) solution by Minglue Technology and Jinghong Dynamics, which integrates consumer behavior data and business indices for brand and marketing evaluation [1] - The new solution combines the Consumer Behavior Panel (CBP) from Minglue Technology and the Petal Business Index (PBI) from Jinghong Dynamics, creating a unified measurement system based on extensive real consumer search behavior data [1] - This solution aims to provide brands with real-time, objective, and scientific decision support, representing a digital upgrade and effective complement to traditional research-based BHT methods [1]

虽说常州队五连败零进球，被网友调侃为"吊州→巾州→丨州→〇州"，但常州官方主动玩梗，发起"笔画保卫战"将竞技劣势转化为流量优 势。"超'常'发挥、'吊'打难题"等诸多创意，直接让"十三妹"成为"苏超"的流量明星，要说现在"苏超"最炙手可热的球队，非常州队莫属。 这不，一场笔画保卫证，让常州主场成为了"苏超"现在为止观众人数最多的比赛：36712人观看，"苏超"纪录。"我是19.9元通过黄牛抢的 票。"小潘为了支持家乡球队，特意从魔都赶回常州。 图源：直播画面截图 "苏超"（江苏省城市足球联赛）进行得如火如荼。经此一战，南京队排名"苏超"联赛首位（原榜首南通队少赛两场以一分之差排第三），靠净 胜球优势暂时夺回"南哥"之位。而常州队5连败，失11球进0球，在"苏超"13支球队中，稳坐第十三，被其他兄弟姐妹笑称"十三妹"。 自"苏超"联赛伊始，"南哥"就成为全国球迷的热梗，毕竟它象征"江苏的领头羊"地位，此次南京队4-0大胜常州队后登顶，使得它长舒一口气， 毕竟作为省会城市，压力实在有点大。如果"南哥"地位被南通抢去，面子上确实有点搁不下：经济实力长期被苏州压制，现在连优育竞技也不敌小 兄弟南通。所以南京队这次请了 ...

为助力品牌抢占暑期营销黄金期，实现抢声量、拉互动、强内容、涨生意，快手磁力引擎近日发布「暑 期内容营销招商手册」，打造2025暑期营销IP版图，覆盖声量场、互动场、内容场、生意场，满足差异 化的营销需求，赋能各行业品牌赢战夏日营销。 声量场：超强资源赋能品牌破圈，抢占高热流量 夏日已至，气温持续推高暑期消费热潮。超4.5亿用户齐聚快手欢度盛夏，从宅家休闲、清凉购物，到 旅行出游、团购欢聚，快手成为老铁们的消夏娱乐主场，释放夏日经济势能。 在竞争激烈的暑期营销赛道中，品牌该如何强势突围，抢占用户视线？快手磁力引擎立足多维资源优 势，整合明星大咖、特色达人及头部版权IP，打造娱乐、体育、直播的高热流量大事件，为品牌搭建曝 光高台。 基于快手繁荣的明星IP生态，快手磁力引擎打造了多样化的明星娱乐定制内容，赋能品牌声量爆发。今 年夏日，快手将携手时代少年团打造「时代少年团独家演唱会」，以中国顶流男团的稀缺优质内容调动 高粘用户活跃度，引爆品牌破圈热度。整合明星、达人资源，快手将联合国内一线卫视打造暑期晚会 「野一夏！2025快手Z青年歌会」，创意呈现一场"社交型派对"晚会，为品牌提供场景化营销场域。此 外，「超时空星 ...

Core Insights - AIRMETER successfully leveraged precise marketing strategies and multi-channel collaboration during the 618 shopping festival, achieving over 1.7 billion yuan in online sales and maintaining its position as the top brand in the instant pasta category on major platforms [1] Group 1: Marketing Strategies - The collaboration with celebrity He Haonan as the brand ambassador injected new energy and connection with young consumers, resulting in over 1 billion brand exposure and sales exceeding 3 million yuan within 24 hours of the announcement [2] - The partnership with top food influencer "Special Ula La" created a new marketing model combining short video promotion and live streaming, leading to over 40 million brand exposures and sales surpassing 6.6 million yuan in a single session [4][5] Group 2: Product Innovation - The launch of a new instant noodle series during the 618 promotion achieved sales exceeding 10 million yuan, featuring unique flavors that cater to various dining scenarios [10] - The introduction of the "Corn Pig Soft Bone Baby Noodle" series specifically targets the needs of parents dealing with picky eaters, achieving significant sales growth and enhancing brand influence in the niche market [10] Group 3: Brand Experience - The collaboration with Disney IPs created a multi-dimensional brand experience, successfully extending the consumer base to include pet owners and enhancing emotional connections through themed products [7][8] - The brand's focus on emotional resonance and social value has transformed simple food products into emotional carriers, elevating the consumer experience beyond mere sustenance [12] Group 4: Future Outlook - The impressive performance during the 618 festival reflects the unique value and strong potential of AIRMETER in the food sector, motivating the company to continue prioritizing product innovation and consumer value [13]

Core Viewpoint - The company, 伯希和, is preparing for an IPO on the Hong Kong Stock Exchange, positioning itself as a competitor to high-end outdoor brands like 始祖鸟, with a focus on affordable outdoor apparel and equipment [1] Group 1: Company Overview - 伯希和 was founded in 2012 and offers a range of outdoor apparel and equipment, with an average price range of 500-2000 RMB [1] - The company has launched 417 clothing SKUs, with 26 SKUs achieving annual sales exceeding 10 million RMB [1] - By 2024, 伯希和 is projected to capture 5.2% of the domestic high-performance outdoor apparel market [1] Group 2: Financial Performance - Revenue from clothing products has significantly increased, contributing 80.7%, 87.8%, and 91.1% of total revenue from 2022 to 2024 [2] - Total revenue for 伯希和 has grown from 378 million RMB in 2022 to 1.766 billion RMB in 2024, with gross profit increasing from 205 million RMB to 1.053 billion RMB [3] - The company reported a net profit of 24.31 million RMB in 2022, increasing to 283 million RMB in 2024, with adjusted net profit margins remaining around 17.2% [5] Group 3: Marketing and Sales Strategy - 伯希和 has significantly increased its advertising and promotional expenses, totaling nearly 600 million RMB over the reporting period [6] - The company has expanded its offline retail presence from 30 stores in 2022 to 146 stores by 2024 [3] - A marketing campaign featuring actor 成毅 generated approximately 1 billion views and 600 million RMB in online GMV within 14 hours [3] Group 4: Operational Challenges - The company faces challenges with rising accounts receivable and inventory levels, with inventory increasing from 154 million RMB in 2022 to 595 million RMB in 2024 [9] - Cash flow from operating activities turned negative in 2024, primarily due to increased inventory and accounts receivable [10] - The company has a high advertising spend relative to its R&D investment, which raises concerns about long-term sustainability [8] Group 5: Quality and Reputation Issues - 伯希和 has faced criticism regarding product quality, with multiple instances of product non-compliance reported [12][14] - Consumer complaints have been noted, particularly regarding refund issues and product quality, with 116 complaints recorded on a consumer complaint platform [14] - The brand's association with historical controversies has led to negative public perception, impacting its reputation [12]

Core Insights - The article discusses the decline of Wenheyou, a restaurant chain that once thrived on social media hype but has now faced significant challenges and losses due to poor business decisions and market misalignment [1][3]. Marketing Strategies - Wenheyou utilized three key marketing strategies to gain popularity: 1. Creating a unique retro dining experience that became a social media hotspot [2]. 2. Leveraging local cultural ties and media exposure, particularly through Hunan TV, to enhance brand visibility [2]. 3. Attracting substantial investment from major venture capital firms, which initially fueled its growth [3]. Business Challenges - The rapid decline in Wenheyou's popularity can be attributed to several factors: 1. A failure to adapt its business model to local tastes in new markets, leading to poor reception in cities like Guangzhou and Shenzhen [3]. 2. High menu prices that alienated local customers, with some items priced significantly above local expectations [4]. 3. Engaging in deceptive marketing practices, such as hiring people to create artificial queues, which ultimately damaged customer trust [4]. Future Outlook - Despite current challenges, the overall market for Hunan cuisine is projected to grow, with the national market expected to reach 110 billion yuan by 2024 [4]. - There is potential for Wenheyou to recover by focusing on product quality and pricing strategies rather than relying on superficial marketing tactics [4].

Core Insights - The core idea of the articles revolves around the success of "He Shifu Mei Wa Yu Tou," a restaurant chain specializing in frog and fish head hot pot, founded by He Yi in Wuhan, which has expanded significantly due to its unique flavor and effective marketing strategies [1][2][3]. Group 1: Business Expansion - He Yi opened his first "Mei Wa Yu Tou" restaurant in Wuhan and has since expanded to 23 locations in the city and 43 more across other cities in China [1]. - The restaurant's success is attributed to its ability to adapt to local tastes, with a focus on high-quality ingredients and a unique recipe that includes over 60 types of spices [1][2]. Group 2: Competitive Advantage - Despite competition from four other similar restaurants that have since closed, "He Shifu Mei Wa Yu Tou" continues to thrive, primarily due to its superior taste and quality [2]. - The restaurant ensures freshness by using live frogs and fresh fish heads sourced daily from Danjiangkou, which contributes to the tenderness of the meat [2]. Group 3: Marketing Strategies - Innovative marketing strategies, such as discounted meal packages and leveraging platforms like Dazhong Dianping and Meituan for promotions, have significantly increased customer traffic and brand visibility [2]. - The restaurant's presence on Douyin (TikTok) has further boosted its popularity, with a notable sales achievement of over one million yuan during a live-streaming event [2]. Group 4: Customer Engagement - The daily customer flow at the Nanjing Road location exceeds 500, with the combined daily consumption across all 23 Wuhan locations reaching 3 tons of frogs and 1 ton of fish heads [3].