上 市 公 司 公 司 研 究 / 公 司 点 评 现制饮品 2026 年 03 月 03 日 瑞幸咖啡 (LKNCY) ——规模优势增强，同店收入增速放缓 报告原因：有业绩公布需要点评 买入（维持） | 市场数据： | 2026 年 3 月 2 日 | | --- | --- | | 收盘价（美元） | 34.45 | | 纳斯达克指数 | 24992.6 | | 52 周最高/最低（美元） | 43.64/24.85 | | 市值（亿美元） | 98 | | 流通股（亿股） | 22.66 | 一年内股价与基准指数对比走势： 资料来源：Bloomberg 相关研究 证券分析师 | | 2024 | 2025 | 2026E | 2027E | 2028E | | --- | --- | --- | --- | --- | --- | | 营业收入（百万元） | 34,475 | 49,288 | 57,104 | 66,998 | 76,866 | | 同比增长率（%） | 38 | 43 | 16 | 17 | 15 | | 归母净利润（百万元） | 2,956 | 3,600 | 4,303 | 5, ...

食品饮料/食品加工 锅圈（02517.HK） 2026 年 02 月 27 日 投资评级：买入（首次） ——公司首次覆盖报告 | 日期 | 2026/2/26 | | --- | --- | | 当前股价(港元) | 4.180 | | 一年最高最低(港元) | 4.530/1.770 | | 总市值(亿港元) | 114.84 | | 流通市值(亿港元) | 109.90 | | 总股本(亿股) | 27.47 | | 流通港股(亿股) | 26.29 | | 近 3 个月换手率(%) | 30.02 | 股价走势图 -40% 0% 40% 80% 120% 160% 2025-02 2025-06 2025-10 锅圈 恒生指数 数据来源：聚源 证书编号：S0790520030003 证书编号：S0790522080008 证书编号：S0790525020004 ⚫ 公司经营重回高质量加速增长通道，开店提速与单店增长实现"戴维斯双击" 凭借"社区门口火锅食材超市"定位，精准切入中国餐饮零售化浪潮，经历 2024 年调 整与门店调优后，于 2025 年正式重启扩张节奏，2025 年全年门店净增 1416 家 ...

智通财经APP获悉，近日，瑞幸(LKNCY.US)召开了FY25Q4财报电话会。瑞幸表示，展望 2026 年及公 司的长期发展战略，中国的咖啡市场仍处于快速增长阶段，未来蕴含着巨大的结构性机遇。2025 年， 外卖平台的补贴活动显著加速了中国消费者对咖啡的接受度。获取市场份额仍然是瑞幸的首要战略重 点。2026 年，在复杂多变的市场环境中，瑞幸将保持纪律严明且灵活应变的打法，聚焦于门店、成本 和价格水平等关键领域，以推动健康的业务表现。 在门店扩张方面，瑞幸将利用独特且行业领先的数字化选址和规划系统，实施精细化策略，保持高效且 有竞争力的开店节奏，以捕捉快速增长的市稠需求。同时，公司将持续密切跟踪门店表现，确保良性的 爬坡和成熟周期。 在定价方面，瑞幸将保持有竞争力的价格水平，同时拓宽价格区间以优化我们的整体定价架构，灵活应 对多样化的市场需求。同时，公司将继续提升消费体验，以支持公司的整体定价和运营表现。例如，瑞 幸将推出更多元化的套餐组合、更多定制化选项以及专业的咖啡豆风味选择。 Q&A 问答 Q：2025 年第四季度的门店扩张数据确实远超预期，净增超 8000 家店充分展示了竞争力和执行力。但 同时我们 ...

2月26日，瑞幸咖啡（OTC：LKNCY）公布2025年第四季度及全年财报，公司持续推进聚焦规模增长的 核心战略，不断扩大供需两端的领先优势，市场份额持续稳步提升。数据显示，2025年第四季度，瑞幸 咖啡总净收入达127.77亿元人民币，同比增长32.9%。2025年全年总净收入同比增长43.0%，达492.88亿 元人民币；截至四季度末，公司门店总数达31,048家，累计交易客户数突破4.5亿。 依托数字化运营能力，瑞幸咖啡实现产品创新、IP 联名与用户运营的高效协同，持续扩大客群规模并 提升消费频次。自2025年6月起，月均交易客户数连续5个月破亿。第四季度月均交易客户数同比增长 26.5%，达9,835万。全年月均交易客户数同比增长31.1%，达9,415万。2025年全年新增交易客户数超1.1 亿，截至年末，累计交易客户数突破4.5亿。 秉持"以赴美好明天"可持续发展战略，瑞幸咖啡积极探索企业社会价值与人文关怀的深度融合，将可持 续发展理念持续融入日常运营。作为首批响应《苔花公约》为残障人士提供无障碍环境的企业之一，公 司2025年12月在杭州开设首家无障碍设计门店，并在全国积极推广标准化、可复制的残 ...

尽管靠规模优势吃到行业成长红利，但瑞幸咖啡还是因为外卖大战"受了伤"。 今晚，这家咖啡连锁巨头发布的2025年财报显示，其全年总净收入为492.88亿元（人民币，下同），同比增长43.0%；净利润为36亿元，同比增长 21.6%；在第四季度，瑞幸总净收入同比增长32.9%至127.77亿元，但净利润同比下滑39%至5.18亿元，GAAP营业利润率较2024年同期下滑4.1个百分 点。 "2025年是瑞幸咖啡夯实长期发展基础、继续取得高速成长的关键一年。面对中国咖啡市场加速释放的发展潜力，我们始终保持高度聚焦、灵活调整运营 策略，围绕门店覆盖、客户增长和产品创新等关键指标，持续推进聚焦规模增长的核心战略，不断扩大供需两端的优势，市场份额持续稳步提升。"瑞幸 咖啡联合创始人、首席执行官郭谨一在今晚召开的业绩说明会上说。 那么，随着外卖大战逐渐退潮，瑞幸如何看待后续影响呢？ 此外，他也谈到了对外卖大战后续的预判、出海规划、2026年业绩预期等内容。下面，我们来一起看看。 外卖大战 对于第四季度的利润等关键指标下滑，郭谨一表示，外卖平台补贴力度在行业淡季明显收缩，外卖占比虽环比有所下降，但仍处在较高水平。综合以上因 ...

【环球网财经综合报道】2月26日晚间，瑞幸咖啡（OTC：LKNCY）公布2025年第四季度及全年财报， 公司持续推进聚焦规模增长的核心战略，不断扩大供需两端的领先优势，市场份额持续稳步提升。数据 显示，2025年第四季度，瑞幸咖啡总净收入达127.77亿元人民币，同比增长32.9%。2025年全年总净收 入同比增长43.0%，达492.88亿元人民币；截至四季度末，公司门店总数达31,048家，累计交易客户数 突破4.5亿。 在门店方面，公司保持有竞争力的开店节奏，稳步推进高线城市优质点位布局和下沉市场拓展，加强多 元消费场景覆盖，进一步拉大规模优势。第四季度净增门店1,834家，全年净增门店8,708家，截至2025 年12月31日，公司门店总数达到31,048家。第30,000家门店—— "原产地旗舰店"已正式在深圳开业，以 布局全球原产地为主题，配置原产地实验室、大师互动空间、门店专属精品豆选择和特调菜单，体现了 瑞幸在规模领先的基础上，进一步延展咖啡专业度与升级体验的能力。截至2025年12月31日，中国市场 （含香港）门店总数达30,888家，其中自营门店20,144家，联营门店10,744家，瑞幸 ...

Core Insights - The discussion between Li Tiantian and Feng Lun highlights the unique business logic of Henan entrepreneurs, characterized by being grounded, Chinese, and socialist in nature [1][2][3] Group 1: Business Logic - Henan entrepreneurs focus on serving the broadest base of ordinary consumers, exemplified by companies like Mixue Ice City and Guoquan Shihui, which emphasize cost efficiency and large-scale consumer engagement [1] - The business models of these companies are not reliant on high-tech concepts but rather on meticulous cost management and a strong supply chain, demonstrating that low-margin businesses require high operational efficiency [1] Group 2: Social Responsibility - The "very Chinese" aspect reflects a relational logic where businesses are embedded in social structures, emphasizing trust and long-term cooperation over aggressive competition [2] - The "very socialist" characteristic is illustrated by companies like Pang Donglai, which prioritize employee welfare and service quality, viewing employees as assets to enhance organizational cohesion and competitiveness [2] Group 3: Growth and Sustainability - Henan entrepreneurs are not limited to traditional expansion; they leverage digital systems, supply chain platforms, and social media to enhance their business models and achieve global reach [2] - The ability to thrive in challenging environments and identify consumer needs among ordinary people is a key strength of Henan entrepreneurs, contributing to the foundational stability of the Chinese economy [3]

Core Insights - Visa expresses confidence and optimism for the new development phase under the "14th Five-Year Plan," aiming to support the high-quality development of China's financial system through payment solutions [7][9] - The company emphasizes the accelerating digitalization trend, highlighting the growing importance of payment in promoting consumption and stabilizing trade [7][8] Industry Developments - In the past year, Visa has made significant progress in enhancing payment convenience and empowering small and micro enterprises, including collaboration with China UnionPay to promote dual-standard magnetic stripe card chip technology [8] - Visa has also supported the use of Apple Pay for cross-border transactions for millions of cardholders, improving payment experiences both domestically and internationally [8] - The implementation of the "One Tap to Ride" solution in cities like Beijing, Shanghai, Chengdu, and Guangzhou aims to enhance urban international service levels [8] Future Outlook - Visa anticipates that the payment industry is moving towards a smarter and more open phase, with artificial intelligence reshaping business and payment methods [8] - The company highlights the need for a security system centered on identity authentication as the foundation of digital trust, and interconnected ecosystem capabilities as key infrastructure for innovation [8] - In the new year, Visa plans to strengthen payment security, deepen the application of tokenization and biometric technologies, and enhance risk defense systems while collaborating with industry partners to seize new opportunities in consumption and cross-border payment development [8][9]

Core Insights - The lightning warehouse industry is not a high-profit sector and requires careful management rather than blind entry [1][8][19] - The illusion created by subsidies has led many to mistakenly believe that lightning warehouses have low entry barriers and are easy to profit from [2][4] - The industry is undergoing a selection phase where only those with strong operational capabilities will survive [10][19] Industry Dynamics - The rapid increase in lightning warehouses during the subsidy period has not led to industry prosperity but has intensified competition, elongating the return cycle and increasing product homogeneity [2][10] - The reliance on subsidy-driven order volumes has distorted the perception of operational capability, leading to a misjudgment of business fundamentals [5][6][7] - As subsidies fade, businesses lacking foundational skills will struggle, revealing their weaknesses as order volumes increase [7][11] Business Model and Strategy - Lightning warehouses are characterized as a "hard business" that requires meticulous management and operational excellence [8][11] - The future of the industry will depend on the ability to create a robust supply chain and product offerings that meet diverse consumer needs [15][17] - Service quality and customer experience will become critical differentiators as supply becomes less scarce [16][17] Market Outlook - The instant retail market is projected to grow significantly, with estimates suggesting it will exceed 1 trillion yuan by 2026 and reach 2 trillion yuan by 2030 [12] - The differentiation in supply capabilities will become increasingly clear, with successful operators focusing on building systematic capabilities [14][19] - The industry is expected to mature, with weaker players being eliminated, leading to a focus on operational excellence and sustainable business practices [19][20]

Core Insights - The industry consensus indicates that while market size remains, growth increasingly tests operational capabilities as the sector transitions from rapid expansion to a mature phase emphasizing quality, compliance, and operational stability [1][3] Group 1: Industry Transition - The implementation of new national standards and the improvement of regulatory frameworks are driving the industry from a focus on network coverage to a focus on systemic capabilities [3] - Market space remains considerable, but the benefits are no longer universal, shifting towards companies with stable systems in product, service, and channel collaboration [3] Group 2: Dealer Core Competencies - Dealers' growth paths are increasingly centered on key capabilities such as efficiency, service, digitalization, and collaboration [4][6] - Efficiency involves inventory turnover, capital utilization, and market response speed, with data showing that stores with healthy inventory structures perform better during industry fluctuations [4] - Service capability is crucial as user experience now relies on stable service standards rather than individual store performance [4] - Digitalization is essential for systematic operations and data-driven decision-making, becoming a necessary tool for maintaining operational certainty [6] - Collaboration capability is vital for sustainable growth, requiring effective cooperation with brands to integrate into broader market and service chains [6] Group 3: Evolution of Manufacturer-Dealer Relationships - The relationship between manufacturers and dealers is evolving towards deeper collaboration, focusing on better user service and enhanced operational stability [7] - Both parties are shifting their focus from short-term sales to long-term operational quality, leading to more professional and capability-matched cooperation models [7] Group 4: Case Study of Channel System Evolution - The example of Tailin demonstrates sustained growth through continuous investment in systematic capabilities rather than short-term tactics, achieving 23 years of consecutive growth [9] - By enhancing terminal support, standardizing service, and improving service efficiency, frontline store performance has significantly improved [9] - Dealers with cross-regional operational capabilities are increasingly participating in market and service collaboration, creating more resilient channel structures [9] Group 5: Conclusion on Long-term Growth - The industry is entering a new development stage where growth relies on continuous enhancement of capabilities across the supply chain rather than frequent changes in business models [11] - Dealers should focus on solidifying their value in efficiency, service, and collaboration rather than worrying about external environmental changes [11] - Future manufacturer-dealer relationships may evolve into a symbiotic form based on professional division of labor and close collaboration, allowing each party to leverage their strengths for sustainable high-quality growth [11]