阿迪达斯大中华区董事总经理萧家乐近日接受采访时表示，这份增长不仅是商业上的成功，更是品牌与 中国市场深度共鸣的结果。他指出，"在中国，为中国"战略的持续推进，以及品牌与中国消费者之间建 立的情感连接，是持续增长背后的核心动力。 (投资中国)阿迪达斯大中华区董事总经理：让全球通过三条纹读懂东方美 中新网上海11月25日电 (记者 缪璐)2025年，阿迪达斯交出了一份亮眼的"成绩单"：全球单季营收创历 史新高，大中华区更实现了季度业绩"十连增"。 "体育强国的建设必须从青少年开始。这是我们的长期使命，难以用短期指标简单衡量。"萧家乐表示， 品牌将继续通过传统项目与新兴运动的结合，助力中国全民健身事业的高质量发展。 在萧家乐的战略布局中，"在中国，为中国，爱中国"不只是一种理念，更是清晰的行动路径："在中 国"——依托本土供应链与设计力，实现从产品洞察到生产落地的全方位扎根；"为中国"——聚焦中国 运动员与消费者的真实需求，提供专业的运动及时尚解决方案；"爱中国"——以文化认同为根基，通过 产品讲述中国故事，让东方美学走向世界。 "我们不仅是认同中国文化，也希望可以弘扬中国文化，讲好中国故事，让更多中国以外的消费者 ...

据悉，这座位于嘉兴的工厂占地约5.5万平方米，计划建设6条生产线。投产后，三养食品将形成"韩国4 家工厂 + 中国1家工厂"的全球产能布局，火鸡面年总产能也将提升至35.2亿包。选址嘉兴亦体现其战略 考量——紧邻三养中国销售总部所在地上海，有助于实现产销高效协同，加快市场响应速度。 通过推进本土化生产，三养食品有望显著优化供应链效率、降低物流成本，不仅能进一步巩固现有市场 地位，还能更灵活地应对消费需求变化，为中国消费者提供更优质的产品体验。业内分析指出，此举还 将帮助三养食品在中国市场塑造更积极、更本土化的品牌形象，为长期深耕奠定基础。 将首个海外生产基地设在中国，三养食品有着清晰的战略意图。作为三养最大的出口市场，中国贡献了 其出口总量的25%，并持续成为推动其全球业绩增长的关键动力。天眼查相关数据显示，中国方便食品 市场近年来规模稳步扩大，年增长率维持在较高水平，也为三养食品等国际品牌提供了广阔发展空间。 韩国食品巨头三养食品近期在浙江嘉兴马家浜举行隆重的奠基仪式，宣告其在海外建设的首家工厂正式 落户中国。这座总投资达2014亿韩元（约合人民币10.6亿元）的现代化食品工厂，预计将于2027年1月 竣工 ...

"下一代燃油车，必须有纯正的全球认证基因，也必须有革命性的智能化体验。"11月20日，广汽丰田汽车有限公司副总经理彭宝林在全换代威兰达发布会上 如是表示。 作为这一理念的落地产品，全新换代威兰达共推出9款车型，官方指导价16.98万~23.08万元，超配换购价15.98万元起。 官方信息显示，该车型是丰田首款采用域控制架构的燃油车，搭载新一代TSS 4.0驾驶辅助系统，可实现L2级智能驾驶辅助能力。动力方面，新车提供燃油 版（2.0L）与混动版（2.0L/2.5L）两种选择。 就在全新换代威兰达上市前夕，彭宝林通过社交媒体明确表示"停产多款主力燃油车"的传闻不实，强调"将继续推行油电并行策略"。 实际上，随着车企对燃油车不断进行智能化升级，国内燃油车市场正呈现出结构性回暖。中汽协最新数据显示，2025年1至10月，传统燃料汽车国内销量达 到1114.3万辆，同比增长0.6%，实现止跌回升。 在燃油车型上新的同时，广汽丰田也在加速推进电动化布局。11月21日，广汽丰田铂智7开启预售，新车搭载鸿蒙座舱5.0、Momenta R6飞轮⼤模型，瞄准20 万元级纯电轿车市场。 从品牌战略来看，铂智7不仅是广汽丰田"油电 ...

phone of the company of the late l 01 当下，跨国车企在华高层调整进入密集期。继日产、丰田、梅赛德斯-奔驰、法拉利、Stellantis等之后，近日，通用汽车、现代汽车、大众汽车集团在 华高层也迎来调整。跨国车企在中国市场的"调兵遣将"俨然已经成为一股浪潮。 这并非孤立的人事更迭，而是中国汽车产业深度变革的缩影。在新能源转型提速、市场竞争白热化、消费需求多元化的时代背景下，跨国车企在华核心岗位 密集换防，背后折射的是业绩突围的迫切、战略转型的决心、本土化深化的需求，以及对中国市场全球核心地位的重新认知。这场持续上演的高层人事更 迭，会帮助跨国车企在华破局吗？让我们拭目以待。 在华高层人事变动范围广、频率高、层级深 主流合资品牌同样换帅频频。今年8月，宝思齐（Wannenwetsch）接替戴鹤轩（Franz Decker），正式出任华晨宝马总裁兼首席执行官。戴鹤轩则返回德国， 担任宝马集团首席信息官及信息技术部高级副总裁。 今年9月，一汽奥迪宣布人事任命，郭永锋接替李凤刚担任一汽奥迪销售有限责任公司执行副总经理，全面负责一汽奥迪在华所有国产及进口车的销售、售 后服务、网络及品 ...

Core Viewpoint - Adidas reported its strongest quarterly earnings ever, with a revenue of €6.63 billion for Q3 2025, marking a 12% year-on-year increase in currency-neutral terms, yet the stock price fell over 10% post-announcement, indicating market disappointment despite strong performance [1][14][16]. Financial Performance - Adidas achieved a record quarterly revenue of €6.63 billion, the highest in its history, with a 12% year-on-year growth in currency-neutral terms [1]. - The running segment, particularly the ADIZERO series, saw revenue growth exceeding 30% year-on-year [1]. - The company raised its revenue and profit forecasts for FY 2025, expecting double-digit revenue growth and operating profit to rise to €2 billion, up from a previous estimate of €1.7 to €1.8 billion [13][16]. Market Reaction - Following the earnings report, Adidas's stock price dropped over 10%, marking its largest single-day decline since late July [1][14]. - The stock's decline was attributed to revenue figures falling short of market consensus expectations, with actual revenue of €6.63 billion compared to a forecast of €6.71 billion [16]. - The North American market underperformed, with a 5% year-on-year revenue decline when adjusted for currency, and only a 1% increase in currency-neutral terms, making it the worst-performing region [11][16]. Strategic Initiatives - Adidas's partnership with major marathon events, such as the Beijing Marathon, highlights its commitment to the running segment and local market engagement [2][4]. - The company has emphasized localization in its strategy, with over 60% of products sold in China designed by local teams and 95% manufactured locally [8][10]. - Adidas is relocating its Greater China headquarters to a larger facility, reflecting its focus on the Chinese market [10]. Competitive Landscape - In comparison to Nike, Adidas has shown stronger performance in the Greater China market, with a 10% year-on-year revenue growth, while Nike's revenue in the same region declined [11][12]. - Both Adidas and Nike are undergoing transitions following CEO changes, with Adidas currently outperforming Nike in the Chinese market [11][12].

Core Insights - The article discusses the trend of international restaurant brands, such as Burger King, adopting local partnerships in China to enhance their operations and market presence [1][2][3] - The collaboration between CPE Yuanfeng and Burger King aims to establish a joint venture to expand Burger King's footprint in China, with plans to increase the number of stores from approximately 1,250 to over 4,000 by 2035 [1][2] - The shift towards local capital and management is seen as a necessary strategy for international brands to adapt to the rapidly evolving Chinese market and meet consumer demands for quality and innovation [2][3] Group 1 - CPE Yuanfeng will invest $350 million in Burger King China to support store expansion, marketing, menu innovation, and operational upgrades [1] - The partnership reflects a broader trend where international brands are increasingly localizing their operations in China, as seen with McDonald's and KFC, which have successfully expanded their store counts through local investments [1][2] - The need for deeper localization is driven by changing consumer expectations and the competitive landscape, requiring international brands to adapt their product offerings and operational strategies [2][3] Group 2 - The competitive environment in China necessitates that international brands integrate into the local ecosystem, adopting strategies that align with Chinese consumer habits and preferences [3][4] - The article highlights that many Chinese brands are also emerging as global competitors, leveraging their experience in a highly competitive domestic market to expand internationally [4][5] - The Chinese market is increasingly recognized as a critical platform for global companies to refine their innovation capabilities and validate their business models [5]

Core Insights - The strategic partnership between CPE Yuanfeng and RBI marks a significant shift in the operational control of Burger King in China, with CPE Yuanfeng acquiring an 83% stake for $350 million, indicating a new phase of local capital-driven development for the brand [2][4][8] - The partnership aims for aggressive growth, targeting an expansion of Burger King's store count from approximately 1,250 to over 4,000 by 2035, representing nearly a threefold increase [2][9] Group 1: Investment and Strategic Goals - CPE Yuanfeng's investment will focus on store expansion, menu localization, digital infrastructure development, and brand marketing upgrades [2][8] - The new joint venture will have exclusive operational rights in China for 20 years, emphasizing a long-term commitment to the market [2][8] Group 2: Market Position and Challenges - Burger King has struggled in the Chinese market, with a significant decline in store numbers from 1,587 at the end of 2023 to about 1,250 by Q3 2025, reflecting a closure rate of over 20% [5][6] - The brand's average annual sales per store in China are approximately $40,000, significantly lower than in France and South Korea, ranking last among RBI's top ten markets [5][6] Group 3: Localization Strategy - The new strategy emphasizes a "Same China" approach, focusing on capital, product, and channel localization to better meet local consumer demands [8][10] - A dedicated localization R&D center has been established to innovate the menu, with new products like "Spicy Lobster Burger" and "Sichuan Beef Burger" set to launch, addressing local taste preferences [9][10] Group 4: Operational Improvements - The expansion strategy includes a focus on smaller "mini-store" formats in lower-tier cities, with plans for 70% of new stores to be 80-120 square meters, enhancing market penetration [9] - Digital upgrades will be implemented, including AI ordering systems and smart kitchen equipment, to align with the growing trend of online ordering and delivery in China [9]

Core Viewpoint - The essence of business is to serve "living individuals" rather than just "consumers," reflecting Kao's 138-year philosophy of understanding people in their specific life contexts [2][3]. Group 1: Kao's Business Philosophy - Kao emphasizes the importance of understanding the desires and needs of individuals in their daily lives, focusing on how products integrate into and enhance their routines [3]. - The concept of "living individuals" shifts the focus from mere product usage to the overall experience and emotional connection with the brand [8]. Group 2: Innovation and Local Adaptation - At the China International Import Expo, Kao launched the VIC (Value Innovation Center) showcasing its commitment to innovation and quality, highlighting the integration of global innovation with local needs [5][6]. - The VIC area presents Kao's historical achievements and its consumer co-creation approach, emphasizing the transformation of user pain points into innovative solutions [6][10]. Group 3: Financial Performance - In the first three quarters of the year, Kao's cosmetics division achieved sales of 181.2 billion yen (approximately 84.1 billion RMB), with a year-on-year growth of 4.9%, and an operating profit of 30 billion yen (approximately 1.4 billion RMB) [10]. - The third quarter saw a significant sales increase of 10.6%, indicating a strong recovery trend in the cosmetics business [10]. Group 4: Localization Strategy - The establishment of the global headquarters for Freeplus in Shanghai marks a strategic shift towards localization, allowing for "China-defined" global R&D [12][20]. - Kao's localized approach has led to faster product development cycles, with new products being launched in China at a pace more than double that of Japan [14][20]. Group 5: ESG Commitment - Kao has integrated sustainability into its product development and supply chain management, achieving significant milestones in environmental responsibility [22][24]. - The company has been recognized for its green supply chain practices, ranking first in the IPE green supply chain for 11 consecutive years [24]. Group 6: Future Outlook - Kao aims to deepen collaboration with local academic institutions and industry partners to create an innovative ecosystem addressing environmental and health challenges [10][26]. - The company's long-term vision includes expanding its localized products to the Asia-Pacific market, reinforcing the importance of "Made in China" in the global value chain [20][26].

Core Insights - The article highlights the stark contrast in the performance of Pizza Hut in the UK and China, with the UK facing bankruptcy and closures while China experiences growth and innovation [1][3][14]. Group 1: UK Operations - Pizza Hut in the UK has entered bankruptcy management, resulting in the closure of 68 dine-in restaurants and 11 delivery points, putting over 1,200 jobs at risk [6][9]. - The UK franchisee, DC London Pie, faced financial difficulties, leading to a previous bankruptcy earlier in the year with debts of approximately £40 million [7][11]. - Despite intervention from Directional Capital, which took over 139 locations, the number of stores continued to decline, culminating in a formal liquidation request from HMRC [9][11]. - The fragmented franchise model in the UK has led to a lack of unified leadership and strategic support, contributing to the brand's struggles [11][13]. Group 2: China Operations - In contrast, Pizza Hut in China reported a revenue of $635 million for Q3 2025, a 3% increase from the previous year, with operating profit rising by 7% to $57 million [14][15]. - The total number of Pizza Hut locations in China reached 4,022, reflecting a 12% increase from the previous year [15]. - The brand has successfully localized its menu with innovative offerings such as Peking Duck Pizza and Spicy Lobster Pizza, enhancing its appeal to Chinese consumers [17][20]. - Pizza Hut China has repositioned itself as a modern casual dining restaurant, integrating into the social fabric of young Chinese consumers through themed collaborations and experiential marketing [20][22]. Group 3: Market Dynamics - The article discusses the broader challenges facing the UK casual dining sector, including rising costs and changing consumer behavior, which have made it difficult for established brands to thrive [13][22]. - The success of Pizza Hut in China is attributed to its deep localization strategy and responsiveness to local consumer preferences, contrasting sharply with its struggles in the UK [22][23].

Core Insights - SCIEX has announced the localization of three high-resolution mass spectrometry products in China, marking a significant breakthrough in its localization process and enhancing its product array in the region [4][3] - The localization strategy reflects SCIEX's commitment to integrating global innovation capabilities with local practices, aiming to better serve Chinese users [7][4] Localization Progress - The three high-resolution mass spectrometry systems, including the X500R QTOF system and ZenoTOF7600 systems, will be produced locally by November 10, 2025, following the successful localization of triple quadrupole products in Suzhou from 2023 to 2025 [4][8] - SCIEX's localization timeline includes the establishment of a local production base in Suzhou and the successful production of various mass spectrometry systems since 2022 [7][8] Localization Strategy - SCIEX's localization strategy consists of four main components: 1. Customizing product functions to meet the characteristics of the Chinese market [11] 2. Developing innovative marketing channels suitable for the local market [11] 3. Establishing a production base in Suzhou that incorporates R&D capabilities [11] 4. Increasing the proportion of local managers and cultivating local technical talent [12][11] Impact on Local Industry - The localization of foreign scientific instrument companies is expected to enhance their competitiveness in the Chinese market while providing strong support for the development of local scientific instrument manufacturers [14] - In the short term, localization may reduce the cost of imported instruments, weakening the price advantage of domestic brands, but in the long term, it will compel local manufacturers to improve across various dimensions, leading to a more balanced and healthy industry ecosystem [14]