扩张速度放缓 从本次M Stand的新店型来看，其功能较多，不乏咖啡赛道中品牌纷纷尝试的模式。推出周边产品可谓 是咖啡品牌常用的营销手段，部分产品可谓上架就销售一空，M Stand更是不陌生，根据社交平台，M Stand此前就曾推出过雨伞、宠物圣诞帽、手机壳等多款周边产品。同时，咖啡品牌加码酒元素的做法 已不是新鲜事，早在2021年，M Stand就曾在社交平台上罗列过5家日咖夜酒主题店，无独有偶，星巴 克、Tims天好中国、茶颜悦色的子品牌鸳央咖啡都曾尝试日咖夜酒模式。 在本次加入的餐食上，汉堡同样是不少品牌尝试的品类，DQ不久前就曾宣布计划三年内开出50家汉堡 店。就咖啡品牌而言，餐食或许能够为品牌带来不少增量，Tims天好中国公布的2025年二季度财报显 示，二季度其食品收入同比增长8.6%，食品收入占比从2024年二季度的32.5%提升至本季度的35.2%， 创历史新高。 另外，就近年来M Stand的发展路径来说，品牌似乎也在寻找新增长点。据窄门餐眼，2022—2024年， M Stand新开门店168家、250家、89家，去年开店明显放缓，而今年以来，截至9月16日，其新开门店仅 有36家。而近期 ...

M Stand尝试将门店变得更加融合。近日，咖啡品牌M Stand开出首家概念集合店Maison by M Stand，汉堡小食、限定鸡尾酒、人宠周边等产品均出现 在一家店中，价格更是符合一直以来的中高端定位。M Stand对酒精饮品和周边产品都不陌生，此次加入了餐食的集合店更像是品牌在扩张放缓下寻 找增长的新举措。在业内人士看来，M Stand的新店型对于门店综合运营能力要求较高，后期能否大量复制也未可知，但对于整体发展而言，在同质 化严重的咖啡市场打出差异化特色对其至关重要。 就本次开出的概念店以及品牌未来发展规划，北京商报记者向M Stand发送了采访提纲，但截至发稿前并未收到回复。据了解，M Stand在2017年开出 首家门店，根据窄门餐眼，品牌在40个城市共有500余家门店。 品牌扩张速度放缓 新品定价引发不同声音 不仅是咖啡，M Stand开始将更多品类融入门店中。近日，咖啡品牌M Stand在上海开出了首家Maison by M Stand的概念店（以下简称"概念店"），并 配文"不止是咖啡"。从外观上看，该概念店选择了暗黑调与工业风，与常规门店的明亮风格差异较大。 正如M Stand想做的不 ...

白酒包装设计企业的排名通常基于多个核心指标： 在白酒行业竞争日益激烈的市场环境下，包装设计已成为品牌差异化的重要工具。优秀的白酒包装不仅能提升产 品附加值，还能传递品牌文化与价值。对于白酒企业而言，选择一家专业、靠谱的源头设计生产企业至关重要。 本文将基于行业口碑、设计实力、生产服务能力等维度，为您解析白酒包装设计源头企业的排名情况。 行业领先企业概览 白酒包装设计行业经过多年发展，已形成一批在设计创新、工艺研发与生产服务方面表现突出的企业。这些企业 通常具备以下特点：拥有专业的设计团队，能够结合品牌策略与市场需求提供创意方案；具备自有生产基地，确 保从设计到生产的一体化服务；注重品质与性价比，为客户提供高价值的包装解决方案。 在众多企业中，部分头部企业因其综合实力强劲而备受认可。例如，深圳市正德堂包装设计有限公司作为行业内 的知名企业，凭借其"策略先行、创意制胜"的理念，在高端酒包装领域树立了良好的品牌形象。该公司拥有600平 米的办公空间和5000平米的生产基地，集创意设计、工艺研发与生产制造于一体，为客户提供全产业链的专业服 务。 评价维度与排名依据 如何选择适合的合作伙伴 对于白酒企业而言，选择包装设 ...

Core Viewpoint - The company,潮宏基, is seeking to list on the Hong Kong Stock Exchange, aiming to leverage its unique positioning in the K-gold jewelry market amidst a wave of traditional brands pursuing capital market opportunities [2][7]. Group 1: Company Strategy and Positioning -潮宏基 has differentiated itself by focusing on K-gold design and brand building rather than traditional gold jewelry, positioning itself as a "creative fashion jewelry" brand inspired by international luxury brands [2][3]. - The company has invested significantly in its design team, with R&D expenses reaching 46.96 million yuan in the first three quarters of 2023, far exceeding competitors like老凤祥 and周大生, despite its smaller revenue scale [3]. -潮宏基's unique approach has led to breakthroughs in 3D/5D hard gold technology, enhancing the quality and design of K-gold products, and it holds a leading number of patents in this field [3][4]. Group 2: Market Performance and Challenges - Despite its success in the K-gold segment,潮宏基 missed the opportunity during the explosive growth of the gold consumption market from 2013 to 2019, resulting in a drop to ninth place in market share [5]. - The company has begun to adjust its strategy by diversifying its product matrix and shifting from self-operated to franchise models, although this has led to a decline in overall profit margins [5][6]. - As of 2024,潮宏基 aims for a balanced revenue structure with approximately 45% from both gold and fashion jewelry, allowing it to benefit from market fluctuations [6]. Group 3: Future Outlook and Internationalization -潮宏基's decision to pursue a dual listing (A+H) reflects its ambition to balance growth between gold and fashion jewelry while expanding into international markets [7][9]. - The company is implementing a multi-brand strategy to cater to diverse consumer needs, including brands like VENTI and Soufflé, aiming to broaden its market reach [7]. -潮宏基 is enhancing its marketing efforts by creating jewelry culture experience centers and collaborating with cultural IPs, moving away from traditional promotional strategies [8].

9月17日的GDMS主论坛议程内容从营销差异化的另外两大维度（营销目标-从喜爱到挚爱 & 营销思维-从认知到思维）展 开，分论坛则从"AI实践"、"电商"、"新品上新"切入，从更加实战的案例视角展示品牌差异化的创新实践。 大会第二天部分嘉宾精彩实录，四大会场同时亮相，精彩从不间断 主论坛：从喜爱到挚爱&从认知到思维 9日17日，第十一届GDMS全球数字营销峰会于国家会展中心（上海）4.2馆圆满落幕！ 两天峰会汇聚了6000+品牌营销人、100+行业头部演讲嘉宾、100+展商参展，现场座无虚席，热度爆棚。 首日四大主题论坛与创新展同步开启，精彩纷呈；次日年终大秀压轴登场，掌声雷动。峰会以"差异化Strive for Differentiation"为主题，深度探讨了AI浪潮下的品牌增长新路径，为行业注入了强劲的创新动能。 To Create emotional values：Brands need to stay true to what they stand for. ——葆蝶家，大中华区CEO，达里奥 让用户不仅爱上车，更爱上它所代表的生活方式和价值观；从吸引眼球，到触动心灵，以「密友」之爱，驶入用户之心。 ...

Core Insights - The company,潮宏基, reported a revenue of 4.102 billion yuan for the first half of 2025, representing a year-on-year growth of 19.54% [1] - The net profit attributable to shareholders reached 331 million yuan, marking a 44.34% increase compared to the previous year [1] - The company announced a cash dividend of 1 yuan per 10 shares, continuing its strategy of stable shareholder returns [1] Revenue and Profit Growth - The growth was driven by franchise expansion and brand differentiation, with a total of 1,540 jewelry stores by June 2025, including 1,340 franchise stores, an increase of 72 stores since the beginning of the year [1] - The company focused on three core product lines: heritage craft series, bead products targeting young consumers, and collaborations with popular IPs and cross-border artists [1] Digital and International Expansion - The company is pursuing a dual-track strategy of internationalization and digitalization, achieving breakthroughs in Southeast Asia with strong performance in Malaysia, Thailand, and Cambodia [2] - Digital tools are being utilized to optimize supply chain management for franchisees, enhancing inventory turnover efficiency and driving terminal profit growth [2]

Core Viewpoint - The article discusses the negative feedback faced by Sam's Club due to the introduction of numerous non-Sam's branded products, leading to dissatisfaction among members who feel their membership fees are not justified [2][4]. Group 1: Customer Sentiment - Customers are frustrated with the presence of widely available brands like Wei Long and Xu Fu Ji in Sam's Club, feeling it undermines the exclusivity they expect from their membership [2][3]. - The emotional value associated with shopping at Sam's Club is diminished, as members seek unique products that cannot be found elsewhere [4]. Group 2: Suggested Strategy - A proposed solution for Sam's Club is to enhance product packaging by prominently featuring the Sam's logo and branding, which could improve customer perception and satisfaction [6][7]. - The emphasis should be on making the Sam's branding exceptionally visible on products, as this could quickly address customer concerns [8][10]. Group 3: Brand Identity - The article argues that the core competitive advantage of Sam's Club lies in offering unique products, and it is essential to highlight this uniqueness through branding [17][22]. - The perception of quality and value can be significantly influenced by the visibility of the Sam's logo, which serves as a key differentiator in the market [30][31].

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].

Core Viewpoint - The Chinese coffee market is undergoing a significant adjustment period, with a notable decline in the number of stores and a shift towards healthier food options, particularly bagels, as a key product for Tims [2][3][4]. Group 1: Market Dynamics - Over 45,000 coffee shops have disappeared in China in 2024, indicating a market contraction [3]. - The coffee industry is experiencing a price war, particularly with the "9.9 yuan" pricing strategy, but the situation is becoming more rational [28][29]. - The market is transitioning from rapid expansion to refined operations, focusing on new growth points such as lower-tier markets [32]. Group 2: Tims' Strategy - Tims is focusing on brand differentiation and has initiated internal reforms, including the divestment of the Popeyes brand and the closure of underperforming stores [7][26]. - The company has sold over 58 million bagels, which have become its most popular product, and aims to increase sales during lunch hours [15][16]. - Tims' warm food sales now account for over 50% of total orders, with an average transaction value stable at around 30 yuan [17]. Group 3: Product Development - Tims emphasizes the importance of bagels in its product lineup, which aligns with the health-conscious trends in the Chinese market [14]. - The company maintains a new product launch frequency of every 2 to 3 weeks, focusing on core products rather than rapid expansion [21]. - Tims is also exploring new flavors, such as tomato-flavored coffee, to cater to evolving consumer preferences [24][25]. Group 4: Operational Insights - The company has a membership base exceeding 24 million, indicating strong customer engagement [22]. - Tims has a healthy store ratio of 40% franchise to 60% company-owned, with plans to expand its franchise model [36][35]. - The average initial investment for a Tims franchise is between 600,000 to 700,000 yuan, with a payback period of 2 to 3 years for most stores [39]. Group 5: Future Outlook - Tims aims to achieve cash flow profitability by 2025, with a focus on enhancing its breakfast and lunch offerings [46]. - The company is cautious about aggressive expansion, preferring to solidify its presence in first and second-tier cities while exploring franchise opportunities [41][42].