这两天山姆在网上被喷的比较猛，刷到10个帖子得有3到4个骂的，不知道的还以为小红书被盒马， costco和奥乐齐联合收购了，有资本做局。 本文来自微信公众号：半佛仙人，作者：半佛仙人，题图来自：视觉中国 做这个，现在就做，评价立马就会好很多。 山姆目前最该做的不是改变供应链，也不是变产品，而是研究P图。 大家抱怨的点很直接，主要是发现山姆上架了大量非山姆牌子的产品，有卫龙，好丽友，徐福记，盼盼 面包等等等等，觉得对不起自己每年交的会员费了。 没错，就是研究P图。 不是说这些东西不好，而是这些东西楼下小卖部都能买到，还不用交会员费。 这些商品本身不用变，供应商也不用变，甚至原本的品牌logo也不用去掉，只要上面都额外加上山姆的 logo或者山姆专供、山姆特供、山姆定制之类的信息，把山姆弄在包装上，就好了。 本来逛山姆图的就是一个情绪价值，图的就是这个东西别的地方买不到（电商代购除外），结果现在情 绪价值不够了，那这个会员费就太过头了。 需要注意的是，山姆的logo和信息一定要做的特别特别特别显眼。 不是显眼。 我有一计，可让山姆直接起飞。 是特别特别特别特别特别特别特别特别特别特别特别特别特别特别特别特别特别特 ...

Core Viewpoint - The article discusses the recent backlash against Sam's Club for offering a large number of non-Sam's branded products, leading to dissatisfaction among members who feel their membership fees are not justified [2][3]. Group 1: Customer Sentiment - Customers are frustrated that many products available at Sam's Club can be found at local convenience stores without the need for a membership fee [2][3]. - The emotional value associated with shopping at Sam's Club is diminishing, prompting members to question the value of their membership [3]. Group 2: Proposed Solutions - The author suggests that Sam's Club should focus on enhancing its branding by prominently displaying its logo on products, even if they are from other brands [5][6]. - The recommendation is to make the Sam's logo extremely visible on products to improve customer perception and satisfaction [7][8]. Group 3: Brand Identity - The article emphasizes that the uniqueness of Sam's Club's offerings should be highlighted, as this is a core competitive advantage [14][21]. - It argues that even if products are sourced from the same manufacturers, the branding and quality standards can differentiate them significantly [17][18]. Group 4: Implementation Strategy - The author believes that the strategy of enhancing product packaging with the Sam's logo is a simple yet effective way to address customer concerns quickly [10][24]. - The focus should be on immediate implementation of this branding strategy to improve customer feedback and overall perception of the brand [9][24].

餐饮品牌为何偏爱"有名有姓" 于 浩 王繁星面馆、文立新秤盘麻辣烫、胡万串饼……打开手机搜索美食，会发现许多以人名来命名的餐馆。 而像"爸爸糖吐司""外婆家餐厅""爷爷不泡茶"等采用家庭称谓来命名的餐饮品牌也不在少数。为什么餐 饮行业偏爱这样取名？这要从行业特点说起。 民以食为天，多年来，我国餐饮行业保持高速增长，市场规模持续扩大。移动互联网的快速普及和外卖 行业的蓬勃发展，推动餐饮店的经营模式更加多元化。然而，餐饮业准入门槛较低、品质要求高，竞争 非常激烈，想要做好并不容易。 如何在线上平台被更多消费者选中，如何在线下堂食赢得顾客青睐并提高复购率，成为当下餐饮经营者 面临的重要课题。消费者需求愈加细分，食客的品牌忠诚度相对有限，餐饮行业的比拼早已不局限于价 格、品类、服务和装修等方面，而是品牌建设和综合竞争力的角逐。 不管以姓名还是家庭称谓来命名的餐饮品牌，都使它多了记忆点，也多了些人情味。就餐饮品牌建设而 言，这是一种性价比较高的品牌差异化策略，不仅能体现出个性化，还可以融入情感与文化内涵。 中新经纬版权所有，未经书面授权，任何单位及个人不得转载、摘编或以其它方式使用。 关注中新经纬微信公众号(微信搜索" ...

安踏体育 20250703 摘要 安踏主品牌受控货策略及国际品牌竞争影响，618 期间表现略低于预期， 但 FILA 和迪桑特等品牌表现优异，整体上半年收入达标或超预期。 安踏体育下半年预计通过优化电商渠道、强化兴趣电商布局及投资新店 型（Arena、超级安踏等）来改善业绩，虽新店型费用投放较高，但预 期盈利能力将逐步提高。 FILA 上半年经营利润率有所下调，但实际下滑幅度小于市场预期，新任 CEO 推动架构营运以保持流水增长，确保符合对外指引。 受利率环境影响，安踏体育今年利息收入预计减少。去年财务数据受 a 码 IPO 及 placement 收益等一次性利得影响，今年 a 码预计将有盈利 贡献。 狼爪品牌于今年 6 月完成交割并入安踏集团报表，目前仍处于亏损状态， 公司正进行人员重组和战略规划，短期内虽有拖累，但长期发展潜力可 期。 安踏计划通过提升高端城市门店占比和电销、丰富高端产品线、推出黑 标产品及超级安踏冠军店等新业态，在三年内超越耐克。 安踏体育调整营销策略，聚焦核心零售业务，加强与女性消费者联系， 优化供应链，并明确户外品牌差异化定位，以应对市场竞争。 Q&A 安踏体育在 2025 年第二 ...

Core Insights - The Chinese electric vehicle (EV) market is experiencing intense competition characterized by price wars, widespread losses among companies, and severe product homogenization, aptly described as "involution" [1][2] - To break through this competitive landscape, EV companies need to seek differentiated competitive paths, with cultural creativity empowerment emerging as a crucial strategy [4][6] - This strategic shift is moving the industry from a "performance competition" to a new track of "technology + cultural narrative," emphasizing the importance of cultural soft power alongside disruptive technology [4][6] Group 1: Current Market Dynamics - The price war is compressing company profits and altering consumer expectations, creating a market atmosphere where consumers anticipate lower prices over time [2] - As technological barriers diminish, the differentiation in core technologies such as battery systems and smart cabins is also decreasing, leading to increased marketing strategy homogenization [2] Group 2: Cultural Creativity Empowerment - Cultural creativity empowerment helps EV companies escape the traps of homogenized competition and price wars, establishing long-term competitive barriers and enhancing user loyalty and product value [6][8] - The transition from "functional consumption" to "cultural consumption" reflects a shift in consumer behavior, where modern consumers seek emotional resonance and identity expression through their vehicle choices [6][8] Group 3: Brand Differentiation and Value Creation - Unique cultural connotations and brand stories enable companies to establish distinctive brand images in consumers' minds, leading to price premiums and higher repurchase rates [8][12] - Cultural empowerment can expand brand boundaries, creating diverse revenue streams through IP licensing and cross-industry collaborations [11][12] Group 4: User Engagement and Community Building - By fostering interactive user relationships through cultural scenes and community activities, companies can create strong brand communities that enhance user engagement and reduce marketing costs [9][27] - The shift from one-way communication to co-creation with users transforms the user relationship, fostering brand loyalty and advocacy [27][30] Group 5: Strategic Implementation Paths - The closed-loop value chain for cultural creativity empowerment includes demand analysis, creative design, product development, brand building, market promotion, and user feedback, forming a complete system [14][18] - Specific paths for cultural creativity empowerment include building cultural IP, enhancing product design and user experience, creating immersive brand experience spaces, and developing community-driven initiatives [19][21][24][27][30] Conclusion - The future of the EV market will hinge on cultural depth and emotional value rather than mere technical specifications, with companies that successfully integrate cultural wisdom and modern technology poised to lead in the global automotive market [32][34]

以下文章来源于36氪财经 ，作者谢芸子 郑怀舟 36氪财经 . 36氪旗下官方账号。洞见市场，比99%的投资者更聪明。 打破咖啡"9块9魔咒"。 文 ｜ 谢芸子 编辑 ｜ 郑怀舟 来源｜ 36氪财经（ID：krfinance） 封面来源 ｜ 企业供图 伴随"9块9"价格战卷土重来，中国连锁咖啡行业再度进入调整期。 据此前媒体报道，在刚刚过去的2024年，中国咖啡市场消失了超过45000家门店。 在这样的大环境下，Tims天好中国——这个来自加拿大的咖啡品牌，将破局的希望寄托在暖食、尤其是"明星产品"贝果上。 "如果将我们卖出的贝果叠加在一起，能达到3700个东方明珠的高度。" 在介绍产品时，Tims 天好中国的CEO卢永臣，形象地为36氪打了个比喻，也由此能看出其公司贝果产品的受欢迎程度。 而此时的卢永臣，正重新审视中国咖啡市场的水温变化，以期更好的调整Tims品牌的发力方向。 也伴随整个行业的起伏，过去一年中，在门店扩张相对保守的Tims，率先在公司内部开启了一系列的改革。 ——这其中包括对炸鸡品牌Popeyes的剥离、对低效门店的清退以及加盟体系的完善。 去年10月，正式迈入千店时代的Tims，官宣了"新 ...