近日，北京商报记者实地走访发现，经营多年的保时捷北京石景山中心正迎来告别时刻。北京石景山保 时捷中心的销售顾问向北京商报记者表示，该4S店将于明年关闭，纯电车型Taycan的现车优惠后价格为 70多万元，相当于打了7.5折。"这家门店因为即将闭店，所以优惠力度会稍大一些，未来一段时间内仍 会保留售后服务。门店赠送的电车免费保养服务也可以到其他任意保时捷门店进行。" 对于北京4S店的网络调整，保时捷中国向北京商报记者表示，面对中国豪华汽车市场高速发展所带来 的多重变革与复杂挑战，保时捷正积极筹划北京地区零售网络的新蓝图，通过战略调整零售网络布局， 全面提升首都区域运营效能、优化客户体验并拓展服务覆盖。 近期，保时捷中国与相关经销商集团决定终止北京石景山保时捷中心的日常销售业务，其相关职责将由 同城的授权保时捷中心承担。售后业务将维持原有标准，不受影响。相关工作人员也将主动与门店客户 取得联系，根据客户的实际需求进行妥善安排。未来，保时捷还将与经销商伙伴持续评估发展机会。北 京始终是保时捷在华发展的战略重地。面对消费趋势更迭与市场格局演变，保时捷将坚定价值导向型战 略，主动优化零售网络，以更稳健的步伐践行对深耕中 ...

来源：北京商报 石景山门店闭店并非个例。 北京商报记者丨蔺雨葳 12月25日，保时捷中国向北京商报记者确认了北京石景山保时捷中心的销售业务即将终止的消息，并计 划于2026年将中国市场的销售网点缩减至80家左右。与此同时，面对纯电车型竞争加剧、中国市场业绩 承压的现状，保时捷选择重新聚焦燃油车并提出"赢回中国"的战略。 业内人士指出，保时捷想要实现"赢回中国"的目标，远不止于收缩渠道和调整产品动力，关键在于进行 一场深度的、体系化的本土化变革。要针对中国消费者对智能化的超高期待，推出真正具备竞争力的车 载系统和智能体验，这也要求其赋予中国研发中心更大的自主决策权。 渠道收缩 近日，北京商报记者实地走访发现，经营多年的保时捷北京石景山中心正迎来告别时刻。北京石景山保 时捷中心的销售顾问向北京商报记者表示，该4S店将于明年关闭，纯电车型Taycan的现车优惠后价格为 70多万元，相当于打了7.5折。"这家门店因为即将闭店，所以优惠力度会稍大一些，未来一段时间内仍 会保留售后服务。门店赠送的电车免费保养服务也可以到其他任意保时捷门店进行。" 对于北京4S店的网络调整，保时捷中国向北京商报记者表示，面对中国豪华汽车市 ...

12月25日，保时捷中国向北京商报记者确认了北京石景山保时捷中心的销售业务即将终止的消息，并计 划于2026年将中国市场的销售网点缩减至80家左右。与此同时，面对纯电车型竞争加剧、中国市场业绩 承压的现状，保时捷选择重新聚焦燃油车并提出"赢回中国"的战略。 业内人士指出，保时捷想要实现"赢回中国"的目标，远不止于收缩渠道和调整产品动力，关键在于进行 一场深度的、体系化的本土化变革。要针对中国消费者对智能化的超高期待，推出真正具备竞争力的车 载系统和智能体验，这也要求其赋予中国研发中心更大的自主决策权。 重新聚焦燃油车 零售网络持续收缩的同时，保时捷在中国市场的产品战略也出现重大转向。潘励驰坦言，中国市场的创 新节奏令人震惊，"产品数量和更新速度正在快速演变"，在这样的激烈竞争下，保时捷选择了调整战略 方向。 作为保时捷首款纯电车型的Taycan，上市初期曾取得亮眼成绩。但如今，中国市场各个价位区间都快速 涌现出大量优秀的纯电动轿车，Taycan的市场优势逐渐被稀释。"许多本土车型非常契合中国客户需 求，我们视之为动力并直面挑战。"在此背景下，保时捷也决定放缓电动化推进节奏，重新提升燃油车 的战略优先级。 渠道 ...

Core Viewpoint - Subway's rapid expansion in China marks a significant turnaround for the brand, which previously struggled in the market. The company aims to open 4,000 new stores in the next 20 years, reflecting a strong commitment to local adaptation and growth strategies [6][10][12]. Group 1: Growth Milestones - Subway opened its 1,000th store in China on August 8, 2023, achieving a milestone that highlights its accelerated growth, with nearly 500 new stores added in just over two years [5][10]. - The brand's expansion strategy is supported by a new franchise agreement with Shanghai Fuyue Food Development Co., which allows for the management and development of all stores in mainland China [9][10]. Group 2: Market Challenges - Subway faced significant challenges in the Chinese market, including cultural mismatches with its cold sandwich offerings and high pricing compared to local competitors [8][10]. - The company previously struggled with brand recognition and a slow market response due to a cumbersome franchise management system [8][10]. Group 3: Strategic Changes - Subway is undergoing a comprehensive localization strategy, including redesigning stores with modern aesthetics and introducing locally developed menu items to better cater to Chinese consumers [10][11]. - The introduction of heated sandwiches and innovative meal options, such as energy bowls and family meals, aims to address local dining preferences [10][11]. Group 4: Future Outlook - The company anticipates a sales growth of over 30% year-on-year in China, with existing stores also showing significant sales increases [11][12]. - Subway plans to open over 300 new stores in China by 2025, with a long-term goal of reaching a total of 10,000 stores, reflecting an aggressive expansion strategy [14].

Core Insights - Subway has opened its 1000th store in China, marking a significant milestone in its expansion strategy [1] - The brand, previously perceived as struggling in the Chinese market, is now demonstrating a strong growth attitude [2] - A major turnaround occurred with a new franchise agreement in June 2023, allowing for the opening of nearly 4000 stores in the next 20 years [3] Expansion and Growth - Subway's growth in China has accelerated dramatically, with nearly 500 new stores opened in just over two years, nearly matching the total from the previous 28 years [1][3] - The company plans to open over 300 new stores in China by 2025, aiming to exceed a total of 1100 locations [6] - Sales in China have increased by over 30% year-on-year, with same-store sales achieving double-digit growth [5] Localization and Innovation - Subway is undergoing a comprehensive localization transformation, including redesigning stores and introducing new menu items tailored to local tastes [4] - The introduction of heated sandwiches and innovative products like the 237 energy bowl caters to Chinese dining preferences [4] - Marketing strategies have been revamped, including the use of social media to engage younger consumers [4] Challenges Ahead - Cost control is a primary concern as the company expands into lower-tier cities, where price sensitivity is higher [6] - The need to modernize older stores while maintaining quality and competitive pricing poses a significant challenge [6] - Subway's ambitious goal of opening 500 to 1000 new stores annually reflects a bold vision for future growth [6]

Core Insights - The rise of the "Sauce Aroma Latte" by Starbucks, which incorporates the scent of Moutai liquor, signifies a significant shift in the Chinese coffee market driven by the purchasing power of Generation Z [2] - Generation Z in China is showing a consumption growth rate of 14% annually, which is double that of individuals over 35, indicating a shift in brand loyalty towards those that understand local culture [2] - Successful foreign brands are adapting to local preferences by innovating products and marketing strategies, as evidenced by L'Oréal's localized product development and LV's engagement with consumers through live streaming [3][4] Product Innovation - L'Oréal's Asian Skin Laboratory was established to cater to the 37% higher demand for anti-aging products among Asian consumers compared to Western markets, leading to the successful launch of the "Truffle Essence" series [2] - The shift from merely repackaging Western products to developing products that resonate with local consumers marks a significant change in strategy for international beauty brands [2] Marketing and Channel Strategies - LV's live streaming debut on Xiaohongshu, utilizing popular internet slang, garnered 270 million views, demonstrating the importance of cultural integration in marketing to younger consumers [3] - Costco's initial pricing strategy in China failed to attract members, leading to a successful pivot to a "0 yuan experience membership" model, which significantly increased daily foot traffic [3] Consumer Behavior and Market Dynamics - According to Nielsen's report, by 2030, the global consumption power of Generation Z is expected to reach $12 trillion, with Chinese youth showing a preference for local elements and a willingness to pay a premium for emotional resonance [3] - The transition of consumer power from traditional methods to innovative approaches highlights the need for foreign brands to evolve, as expressed by a young consumer's desire for products "born for China" rather than just "customized for China" [4]