东鹏饮料 20260106 东鹏饮料的核心竞争壁垒是什么？ 东鹏饮料的核心竞争壁垒主要体现在两个方面：总成本领先战略带来的极致生 产效率，以及信息化系统赋能带来的资源投放效率提升。 首先，在生产效率方 面，公司单位制造费用显著低于同行业其他公司，如 2024 年东鹏吨制造费用 为 216 元，而其他公司的单位制造费用普遍在 500~600 元之间。这得益于董 事长林木勤推行的总成本领先战略，通过科学化生产排班和信息化系统监控动 销及库存情况，实现精准生产管理，从而降低折旧摊销和能耗。 其次，在信息 化系统方面，公司能够实时监控每个品类在各区域的动销及库存情况，大幅提 摘要 东鹏饮料估值相对较低，约为 2026 年 24 倍 PE，即使未来增长放缓至 个位数，维持 20 倍估值概率高。公司通过高性价比策略和渠道扩张提 升管理效率，保障中长期收益，已完成全国化扩张，拥有 430 万个终端 网点。 东鹏饮料核心壁垒在于总成本领先战略和信息化系统赋能。2024 年吨 制造费用为 216 元，远低于同行 500-600 元水平。信息化系统实时监 控动销及库存，提升资源投放效率，销售费用率低于农夫山泉和华润饮 料。 东鹏 ...

格隆汇12月19日｜国泰海通证券研报指出，认为东鹏饮料通过持续提升管理效率将大量利润节约下来回 馈给渠道及消费者，因此所有品类均能突出高质价比，迎合了饮料行业消费者对于价格敏感度逐渐提升 的大趋势，因此其未来有望成长为平台型饮料企业，品类扩张将超市场预期。总成本领先战略与信息化 赋能相辅相成，构建公司真正护城河。总计而言，在饮料大行业增速逐渐放缓背景下，未来行业将是效 率为王，高效的企业将逐步取得超额收益，因此看好东鹏饮料持续挖掘出新的增长曲线，品类扩张将超 市场预期。管理效率充分释放带动下公司凭借高质价比的打法以及渠道的扩张逐渐做大能量饮料/运动 饮料/咖啡等行业，从而保障中长期超额收益。参考可比公司给予2026年1.03X PEG，对应每股合理估值 341.71元，维持"增持"评级。 ...

来源：猛哥看商业 核心观点 导读： 管理效率持续提升助力东鹏将大量利润节约下来回馈给渠道及消费者，迎合了饮料行业消费者对于高质 价比愈加重视的大趋势，因此公司品类扩张将超市场预期。 核心观点： 东鹏品类扩张有望超预期。市场认为东鹏饮料凭借产品的高质价比打法以及渠道的全国化扩张有望紧跟 能量饮料及运动饮料行业龙头步伐，逐步成长为细分赛道的龙二，但当前全国化扩张基本完成，因此未 来成长空间有限；我们认为公司通过持续提升管理效率将大量利润节约下来回馈给渠道及消费者，因此 所有品类均能突出高质价比，迎合了饮料行业消费者对于价格敏感度逐渐提升的大趋势，因此其未来有 望成长为平台型饮料企业，品类扩张将超市场预期。 总成本领先战略与信息化赋能相辅相成，构建公司真正护城河。公司通过生产端降本增效与渠道端信息 化赋能的持续强化，将越来越多的利润节约下来回馈给渠道及消费者，从而使得"消费者愿意买、渠道 愿意卖"的效果愈加显著，因此带动了公司产品力及渠道力的同步提升，也为公司各类新品的陆续放量 奠定了基础。 引领舶来品本土化+红海市场抢份额并行，品类扩张逐步推进。一方面，公司在能量饮料/运动饮料/无 糖茶/咖啡等舶来新兴赛道依靠高 ...

东鹏饮料（605499）深度报告 | [姓名table_Authors] | 电话 | 邮箱 | 登记编号 | | --- | --- | --- | --- | | 訾猛(分析师) | 021-38676442 | zimeng@gtht.com | S0880513120002 | | 颜慧菁(分析师) | 021-23183952 | yanhuijing@gtht.com | S0880525040022 | | 徐洋(分析师) | 021-38032032 | xuyang6@gtht.com | S0880520120008 | 本报告导读： 管理效率持续提升助力东鹏将大量利润节约下来回馈给渠道及消费者，迎合了饮料 行业消费者对于高质价比愈加重视的大趋势，因此公司品类扩张将超市场预期。 投资要点： 效率为王，平台型饮料巨头呼之欲出 东鹏饮料(605499) 风险提示：行业陷入恶性价格战；原材料价格大幅波动；食品安全 风险等 | [Table_Finance] 财务摘要(百万元) | 2023A | 2024A | 2025E | 2026E | 2027E | | --- | --- | --- ...

Group 1: Company Overview and Business Strategy - The company specializes in prestressed high-strength concrete piles, widely used in various sectors including industrial, transportation, municipal engineering, civil construction, photovoltaic, wind power, and water conservancy [2][3] - The company is focusing on the underground pipeline market and will actively seize business opportunities based on market demand and relevant policies [3] Group 2: Financial Management and Performance - The company has a significant amount of trading financial assets due to cash management from raised funds, with plans to select new investment projects [3] - Revenue has been declining since 2022, consistent with industry trends; however, the company achieved positive revenue growth in the first three quarters of the current year by diversifying product offerings and implementing cost leadership strategies [3] Group 3: Shareholder Engagement and Market Confidence - The company's share buyback and major shareholder's increase in holdings are based on confidence in future growth potential and long-term investment value [3] - The share buyback aims to support future employee stock ownership plans, while the major shareholder's actions are intended to boost market confidence [3] Group 4: Future Development Plans - The company is adopting a "dual-wheel drive" development model, enhancing traditional business while exploring new energy and emerging application scenarios to boost growth [4]

Group 1: Financial Performance - The company's revenue increased by 11.31% year-on-year in the first half of 2025 due to market demand and product diversification [2] - The net profit attributable to the parent company saw a significant increase of over 34% in the first half of 2025, driven by effective cost management and operational efficiency [3] - The net cash flow from operating activities improved by 67.88% year-on-year, attributed to increased sales revenue and enhanced collection management [5] Group 2: Business Development - The company achieved a sales volume of 338.50 million meters for pile products used in photovoltaic projects, marking a year-on-year growth of 50.58% [3] - For wind power projects, the sales volume reached 11.06 million meters, with a year-on-year increase of 35.21% [3] - The company is actively pursuing opportunities in the Yarlung Tsangpo River downstream hydropower project, which is a key component of the national energy strategy [4][5] Group 3: Production Capacity and Efficiency - The company utilized 87.61% of its production capacity in the first half of 2025, with an actual output of 22.12 million meters of pile products [4] - New production bases in Taizhou and Huizhou are enhancing the company's capacity layout in key economic regions, improving service efficiency and reducing logistics costs [4] Group 4: Strategic Initiatives - The company is implementing a "total cost leadership" strategy, focusing on lean management and process optimization to enhance overall gross margin [2] - To address raw material price fluctuations and stringent environmental policies, the company has established a comprehensive response mechanism, including centralized procurement and long-term supplier agreements [4]

Core Insights - The company reported a revenue of 5.478 billion yuan for the first half of 2025, representing a year-on-year increase of 7.94%, while the net profit attributable to shareholders was 138 million yuan, a decrease of 52.22% year-on-year [1] - The second quarter of 2025 saw a revenue of 1.754 billion yuan, a year-on-year growth of 22.77%, but a net loss attributable to shareholders of 101 million yuan, compared to a loss of 19 million yuan in the same period last year [1] Revenue Breakdown - For the first half of 2025, the nut category generated 2.731 billion yuan in revenue, a decline of 1.03% year-on-year; the baking category achieved 682 million yuan, an increase of 11.96%; and the comprehensive category reached 1.398 billion yuan, a significant increase of 49.70% [1] - Online sales accounted for 4.295 billion yuan, a year-on-year increase of 5.01%, with Douyin contributing 1.478 billion yuan (up 20.75%), Tmall at 882 million yuan (down 18.56%), and JD at 808 million yuan (up 1.89%); offline sales reached 1.183 billion yuan, a growth of 20.06% [1] Profitability Metrics - The gross margin for the first half of 2025 was 25.08%, a slight decrease of 0.77 percentage points year-on-year, while the nut category's gross margin was 23.91%, down 2.64 percentage points [2] - The expense ratio increased significantly, with the second quarter of 2025 showing an expense ratio of 29.82%, up 4.53 percentage points year-on-year, primarily due to increased promotional expenses [2] Strategic Focus - The company is focusing on high-end, quality-oriented, and differentiated products, enhancing its supply chain and increasing the proportion of self-produced nuts and snacks [3] - The company is also expanding its online operations and accelerating offline distribution to adapt to all product categories, launching a matrix of high-demand products [3] Future Projections - Revenue projections for 2025-2027 are 11.961 billion, 13.717 billion, and 15.540 billion yuan, with year-on-year growth rates of 12.61%, 14.67%, and 13.29% respectively; net profit projections for the same period are 412 million, 537 million, and 642 million yuan, with growth rates of 1.12%, 30.36%, and 19.47% respectively [3]

Summary of Dongpeng Beverage Conference Call Company Overview - **Company**: Dongpeng Beverage - **Industry**: Beverage Industry, specifically focusing on energy drinks, hydration products, and coffee Key Points and Arguments Cost Management and Efficiency - Dongpeng Beverage employs a total cost leadership strategy, achieving a unit manufacturing cost of **216 RMB/ton** in 2024, significantly lower than competitors' **500-600 RMB/ton** [2][3] - A potential increase in manufacturing costs to **300 RMB/ton** could reduce net profit margins by **10 percentage points**, impacting market strategy [2][3] - The company has seen a consistent decline in unit manufacturing costs from **2020 to 2024**, attributed to scale production, scientific scheduling, and a digital system for real-time sales monitoring [2][3] Sales and Marketing Efficiency - Sales expense ratio decreased from **33% in 2018** to **17% in 2024**, enhancing advertising efficiency and profit release [2][4] - Dongpeng's energy drink strategy targets new demographics, such as urban blue-collar workers, rather than competing directly with Red Bull [2][5] Market Expansion and Product Growth - Dongpeng's energy drink sales grew from **2.8 billion RMB in 2018** to **13.3 billion RMB in 2024**, with potential to exceed Red Bull's **22 billion RMB** sales ceiling [5][6] - The company has expanded its product lines, including hydration and juice tea, with strong growth expected in the coffee segment [5][12] Competitive Advantages - Dongpeng's hydration product, priced at **5 RMB for 1 liter**, offers a **93% channel profit margin**, significantly higher than competitors [7][8] - The company has established a vast distribution network, covering **4 million outlets**, positioning it among the top tier in the beverage industry [3][11] Future Outlook - Dongpeng is expected to surpass competitors like **Pulsate**, with projected sales exceeding **6 billion RMB** in 2024 [9] - The coffee segment is anticipated to grow rapidly, especially in lower-tier cities, with a competitive price point of **7 RMB for 500ml** [12][13] Strategic Positioning - Dongpeng's strategy focuses on high efficiency and cost savings, allowing for competitive pricing and higher channel profits, which is crucial in a market where consumers increasingly seek value [14] Additional Important Insights - The company’s marketing strategy includes engaging high-profile endorsements and sponsoring popular events to enhance brand visibility [8] - Dongpeng's product positioning has evolved to cover a broader range of consumption scenarios, enhancing market potential [8][10]

Group 1 - The current wave of Chinese companies going abroad is characterized by an unprecedented urgency and speed, with overseas revenue of A-share listed companies growing by 55.8% from 2020 to 2023, and two-thirds of these companies reporting overseas income, a historical high [2][4] - The trend of "going out" is shifting from product-based international trade to foreign direct investment (FDI), where companies are taking their operations and capabilities abroad rather than just exporting products [2][4] - Companies are categorized based on their motivations for internationalization, primarily seeking new markets or acquiring resources and capabilities to enhance competitiveness [4][5] Group 2 - The majority of companies expanding overseas are driven by domestic cyclical pressures, with a significant shift from domestic sales to exports due to a mismatch in supply and demand [7][8] - Some companies are experiencing rapid growth in overseas markets not due to domestic market shrinkage but because of attractive opportunities abroad, exemplified by brands like Pop Mart and Miniso [9][10] - Companies like SANY Heavy Industry have seen their overseas revenue triple in recent years, highlighting the importance of international markets for growth [8] Group 3 - The pressure to go abroad is intensified by geopolitical conflicts, leading companies to relocate production to maintain competitiveness and meet international demand [12][13] - Companies are also pursuing strategic resources abroad, such as lithium projects in Argentina by Ganfeng Lithium, to secure supply chains and reduce costs [13][14] - The restaurant industry has seen a dramatic increase in foreign direct investment, growing 95 times, indicating a complex mix of domestic demand decline and overseas opportunities [15] Group 4 - The speed of international expansion among Chinese companies is remarkable, with examples like Mixue Ice City opening 2,600 stores in Indonesia in just four years [16][17] - Companies like Chery Automobile have successfully balanced domestic and international growth, achieving a significant increase in export volumes [22] - The relationship between the speed of going abroad and performance is nuanced, with rapid expansion potentially leading to both opportunities and risks [19][21] Group 5 - Companies are increasingly focusing on local market responsiveness while maintaining global operational efficiency, particularly in sectors like food and retail [23][24] - The emergence of "best-value provider" strategies among Chinese manufacturers indicates a shift towards balancing cost leadership with customer value [32][33] - New entrants in the market, such as DJI and Shokz, are leveraging innovation and cultural uniqueness to compete globally, marking a new phase in China's international business landscape [36][37]

Group 1 - Starbucks' competitive strategy has become ineffective due to market changes and the rise of local competitors like Luckin Coffee [2][3] - The differentiation advantage that Starbucks once had has diminished as consumers now have many alternatives for socializing and coffee consumption [3][4] - The focus on professional coffee consumption has led to a misjudgment of local market demands, as many consumers prefer milk-based beverages over pure coffee [3][4] Group 2 - Luckin Coffee has successfully identified and catered to the needs of non-professional consumers by offering popular products that align with local tastes [4][5] - The economic downturn and consumer behavior shifts have created opportunities for brands that can offer better value, which Luckin has capitalized on through a cost-leadership strategy [5][6] Group 3 - Starbucks needs to address its pricing strategy by genuinely lowering prices rather than relying on temporary discounts or coupons [12][13] - Product innovation is crucial for Starbucks to maintain relevance, requiring a balance of quality and quantity in new offerings [14][15] - Enhancing service experience and community engagement is essential for Starbucks to reclaim its position as a community coffee shop [17][18] Group 4 - Brand storytelling is vital for Starbucks to connect with consumers on a deeper level, moving away from a distant brand image to a more relatable one [19][20] - Establishing a comprehensive consumer operation system that integrates brand storytelling and consumer engagement is necessary for building trust and loyalty [20][21] - The shift from coffee as a status symbol to a daily beverage necessitates a fundamental restructuring of Starbucks' cost structure and user-centric approach [21][22]