潮汕牛肉火锅，始终在与时间赛跑。过去，它的生命线被锁定在宰杀后的"黄金四小时"里；而今天，现 代工业正试图重新定义这种"极鲜"的半径。这道承载着潮汕风情与智慧的非遗美食，正站在一场深刻产 业嬗变的节点。它能否跨越地域的物理屏障，从一道地方名吃蜕变为由现代供应链和全球品牌驱动的千 亿级产业？这不仅关乎一道菜肴的命运，更是中国餐饮产业向现代化迭代能力的一次集体突围。 一、 百亿品类的坚实与边界 潮汕牛肉火锅的魅力早已超越味蕾，构筑了一个横跨三产的活力生态。然而，盛名之下，其生长的物理 与价值边界也日渐清晰。 规模已成，国民品类地位确立。 在广东，它已是餐饮支柱，2024年市场规模接近五百亿元，背后是全 省超百万吨的年牛肉消费量。放眼全国，其扩张势头迅猛，门店总数已突破十万家，与川渝火锅鼎足而 立，稳居"国民火锅"之列。 标准初立，为工业化铺设轨道。 产业的升级始于标准的建立。《潮州菜潮汕牛肉火锅烹饪工艺规范》 地方标准，正将"老师傅的手感"转化为可量化的规程；《广东牛产业"粤牧优品"评价认定规范》，则致 力于构建从牧场到餐桌的全链条标准。这些探索，为"鲜"的规模化复制奠定了基础。 出海试水，验证供应链韧性。 从香 ...

在近日举行的年度股东大会上，拼多多的新故事初见端倪。新任联席董事长赵佳臻宣布，未来三年，Temu重仓中国供应链，再造一个拼多多。 这是拼多多这家企业难得的高调时刻，却并非一个激进的目标。如何实现再造一个拼多多？核心在于All in中国供应链，带着中国供应链走全球。 Temu用3年走完了拼多多国内电商10年的路，成为主流电商平台之一，这也标志着中国供应链的出海势能已完成初步释放。站在这一新起点，"三年再造 一个拼多多"的核心命题，本质是从单一的商品输出，升级为带着中国供应链的核心能力链接全球，完成从"中国制造"到"中国供应链造"的价值跃迁。 国家电子商务示范城市专家李鸣涛表示，在赋能国内产业链的基础上，面向全球市场，Temu的快速扩张带动了海量的中小微制造企业低成本"走出去"， 其通过全托管、半托管模式与智能物流网络，构建起"中国供应链-全球消费者"的高效链路，本质是线上全球统一大市场的实践探索。这种模式既让中国 制造的优质商品走向世界，也通过全球市场反馈反哺国内供应链升级，形成双向赋能的良性循环。 从拼多多爆款案例看强大的中国供应链 Temu喊出"在海外再造一个拼多多"的底气，来自国内的供应链实力。全网爆款的 ...

【环球网科技报道 记者 李文瑶】12月4日，在杭州举行的2025亚马逊全球开店跨境峰会上，亚马逊全球开店对外发布"下一代跨境链（Next Generation Global Selling）"，帮助亚马逊卖家迈向"上线即售全球"的新阶段。 破解全球扩张 " 悖论 " ： " 轻量化 " 测试与 " 一体化 " 运营 传统跨境模式下，卖家拓展新市场面临一个经典悖论：不投入库存无法测试市场反应，但盲目备货又可能导致滞销与资金压力。尤其对于中小卖家而言，多 市场布局曾是"头部大卖"的专利。 亚马逊此次推出的"下一代跨境链"，直指这一痛点。它将全球拓展划分为三个渐进阶段：全球速启、全球优化、全球深耕。 在"速启"阶段，核心是"轻"与"快"。通过"跨境销售计划"（Cross-border Selling）与"源仓全球履约服务"（FFO），卖家只需将商品在中国仓库入库一次，即 可同步在多个亚马逊国际站点上架。订单产生后，由亚马逊直接从中国仓发货至全球消费者。这意味着，卖家可以以更低的成本将现有选品"投石问路"至其 他国家和地区，依据真实销售数据再决定下一步投入。 "我们要打造全球品牌，必须全球深耕。但是在那之前，我们希望 ...

Core Insights - Adidas reported record-breaking third-quarter revenue of €6.63 billion, a 12% year-on-year increase, marking the highest quarterly revenue in its 76-year history [1] - Operating profit surged by 23% to €736 million, with a gross margin improvement to 51.8% [1] - The performance was achieved without the Yeezy line, indicating a new growth phase for Adidas post-Kanye West [1] Revenue Growth - The CEO highlighted a 12% currency-neutral growth (excluding Yeezy), the strongest quarterly performance in Adidas' history [4] - The footwear segment saw an 11% revenue increase, with strong growth in performance and lifestyle products [4] Product Performance - The performance segment's revenue grew by 17% at constant exchange rates, with running business growth exceeding 30%, driven by the success of the Adizero series [6] - The Samba series remains popular on social media, with some colorways in high demand, while the Terrace and Low Profile series also show strong performance [6] Market Expansion - In Greater China, Adidas achieved revenue of €947 million in Q3, a 10% year-on-year increase, reinforcing its localized strategy [8] - The company has implemented channel reforms and embraced direct-to-consumer (DTC) strategies while maintaining relationships with key wholesalers [8] Future Outlook - Adidas plans to focus on the sports year of 2026, which includes the Winter Olympics and World Cup, enhancing its "sport + streetwear" positioning [10] - The company expects full-year operating profit to reach approximately €2 billion, with double-digit revenue growth at constant exchange rates [10]

Core Insights - The article emphasizes the importance of cultural understanding in building global brands, highlighting that true global brands must be localized and meaningful in each market rather than merely uniform across all regions [4][6][30] - It discusses the paradox of globalization, where brands must adapt to local cultures while maintaining their unique identity to resonate with consumers [6][30] Cultural Importance for Global Brands - Culture serves as a competitive advantage; brands that understand and leverage cultural nuances are more likely to succeed in international markets [7][30] - Ignoring cultural differences can lead to failure, even for brands with substantial resources [7][8] Cultural Behavior Patterns in International Expansion - The article identifies nine cultural behavior patterns observed in over 40 Chinese brands' international ventures, suggesting that recognizing and balancing these patterns can enhance performance in foreign markets [10][30] - Examples of these patterns include: - **Inclusivity**: Attempting to appeal to everyone often results in a lack of clarity and uniqueness [11] - **Cultural Pride**: High cultural confidence can make brands less relatable in foreign markets [12] - **Cautious Exploration**: A tendency towards caution may hinder competitiveness in more dynamic markets [13] - **Incremental Innovation**: Many brands prefer gradual improvements, which can be effective but may lack the disruptive impact needed in some markets [15] - **Collective Memory**: Brands from collectivist cultures may struggle in individualistic markets due to differing narrative styles [17] - **East-West Fusion**: Combining Eastern essence with Western expression can lead to confusion if not executed well [18] - **Over-Adaptation**: Excessive localization can erode brand identity [19] - **Cultural Absence**: Strong products may lack a compelling brand narrative, leading to emotional disconnect [20] Strategic Framework for Cultural Adaptation - The article proposes a structured approach to cultural adaptation, emphasizing the need for brands to integrate cultural sensitivity from the outset [23][30] - Key steps include: - **Defining Issues**: Understanding why a brand resonates in one culture but not in another [23] - **Co-Creation**: Collaborating with local cultural interpreters to enhance understanding [24] - **Building Cultural Narratives**: Ensuring that global narratives resonate locally [25] - **Real Market Testing**: Engaging in real-world testing to gauge emotional resonance with local consumers [26][28] Conclusion - Building a global brand is a process of developing cultural capabilities within the organization, starting from individuals and extending to the entire company [30][31] - Successful international brands are those that listen across cultures and translate values rather than merely slogans, focusing on resonance rather than domination [30][31]

Group 1 - The 2025 Bay Area Cross-Border New Forces Brand Summit was held in Shenzhen, focusing on the transformation challenges faced by the cross-border e-commerce industry, including declining traffic dividends and increasing compliance costs [1][2] - The summit emphasized the importance of cross-border e-commerce as a key driver of China's foreign trade growth, with a projected import and export volume of 2.63 trillion yuan in 2024, representing a year-on-year growth of 10.8% [2] - The establishment of the "Bay Enterprises Going Global Research Institute" aims to empower high-quality development in the cross-border industry by addressing industry pain points and fostering collaboration among various stakeholders [3] Group 2 - The summit highlighted the need for cross-border e-commerce to evolve from "Chinese manufacturing" to "global branding," focusing on cultural recognition and value creation rather than just price competition [5][6] - The event featured discussions on the importance of supply chain efficiency, brand building, and localized marketing strategies to succeed in overseas markets [10][12] - The roundtable forum discussed the shift from price competition to value creation, emphasizing the need for long-term strategies and trust-building in brand development [14][16] Group 3 - Keynote speakers shared insights on the transformation of supply chains and the importance of leveraging data and content to drive growth in the cross-border e-commerce sector [7][8] - The summit underscored the role of youth entrepreneurs in breaking traditional trade boundaries and utilizing innovative marketing strategies to connect with global consumers [5][6] - Financial institutions like Ningbo Bank are providing digital solutions to support cross-border e-commerce, enhancing the financial backbone for enterprises [13]