1月3日，84岁的双星名人集团创始人汪海发布声明，正式宣布与儿子汪军、儿媳徐英断绝父子及姻亲关系。新黄河记者从接近汪海的工作人员处获悉，这封 公开信确为汪海本人所发。 汪海在声明中列举了11条理由，"接班人国籍"被置于首位。 汪海称，汪军与徐英均为美国身份。他表示，双星名人是国企改制后的股份制企业，属于中国人的民族品牌，绝不能让"美国身份的人"接班。这一身份争 议，成为他宣布断绝父子关系的底线理由。 汪海在声明最后表示：彻底打破"血缘接班"的传统。他宣布将成立"双星名人品牌接班委员会"，主张"能人接班"和"职业经理人接班"。 图片来源：双星名人官网截图 至此，父子二人彻底决裂。这场父子反目并非突发，其核心矛盾在于控制权早已旁落。矛盾的种子埋于2022年，当时由儿媳徐英控股80%的"青岛星迈达工 贸有限公司"通过增资，拿下了双星名人56.96%的股份，成为第一大股东。创始人汪海虽然名义上保留了职位，但实际上失去了对公司的绝对控制。 矛盾在2025年5月首次公开化，汪海当时曾发信指控儿孙"抢夺公章"、"逼宫"，并质疑公司在他不知情下被搬迁。此后双方陷入长期拉锯，直到最近一个 月，从报纸版面的"公章战"升级到了如今 ...

《时光知味第四季》系列节目是由新华社品牌工作办公室指导，中国经济信息社监制的微纪录片栏目。 节目依托真实史料，聚焦泸州老窖发展历史上的重大事件和精彩瞬间，在一份份泛黄的报纸里，寻找那 些被折叠的时代，细述那些鲜为人知的故事。相关史料均来自中国国家图书馆及泸州老窖博物馆。 这一期，我们将以1995年11月《上海证券报》刊发的《"川老窖"中期分红丰厚》为引，回溯1990至1998 年间中国酒业的发展轨迹，在时代叙事中展现行业奋进图景与品牌奋进力量。 1995年11月29日，《上海证券报》刊发的《"川老窖"中期分红丰厚》写道："泸州老窖股份有限公司股 东大会日前决定，向全体股东以10∶5的比例送红股。该公司中期分红可达每股0.92元，公司考虑到长期 发展的资金需求，决定采取送股方式。在A股上市公司中派发中期红利的现象目前还不多见。" 1995年11月29日，《上海证券报》刊发的《"川老窖"中期分红丰厚》 这则报道是市场经济浪潮奔涌之际，民族品牌企业敢为人先、勇立潮头的生动写照。作为民族品牌代 表，泸州老窖始终以"先行一步"的魄力探索前行：从主动拥抱经济体制改革、推进企业市场化转型，到 贴近大众需求、创新品牌运作，再 ...

Core Viewpoint - The return of the JDB Group's Dongguan Chang'an base signifies a strong comeback for the brand, which previously achieved annual sales exceeding 10 billion yuan, as it prepares for the upcoming Spring Festival sales season [1][3][6] Group 1: Company Operations - JDB Group has resumed operations at its founding base in Dongguan, with efficient logistics and production lines, indicating a robust operational recovery [1][3] - The company is implementing digital upgrades to enhance production capacity and optimize the supply chain, reinforcing its supply assurance system to meet rising market demand [3][5] Group 2: Market Position and Brand Strength - As a pioneer in the herbal tea category, JDB has transformed the beverage landscape in China and established itself as a national brand capable of competing with international giants [3][5] - The brand's slogan, "Drink JDB to prevent heat," has become deeply ingrained in consumer consciousness, reflecting its status as a trusted choice for health-conscious consumers [3][5] Group 3: Social Responsibility and Cultural Impact - JDB has demonstrated a strong sense of social responsibility, contributing over 300 million yuan to disaster relief efforts and donating significant resources during the pandemic [5] - The brand has also played a role in promoting traditional Chinese health culture globally, exporting to over 80 countries and regions [5] Group 4: Future Outlook - With the Dongguan base back in operation, JDB is poised to make a significant impact in the 2026 Spring Festival marketing season, showcasing the vitality and responsibility of a modern national brand [6]

Core Viewpoint - The Guizhou Moutai 2025 First Extraordinary Shareholders' Meeting emphasized the company's commitment to value creation, operational vitality, and sustainable value realization across multiple stakeholder perspectives [1] Summary by Relevant Categories Consumer Perspective - The company aims to provide exceptional products and services to enhance consumers' quality of life and experiences, which is central to its mission [1] Employee Perspective - Guizhou Moutai intends to maintain its foundational business and become a nurturing environment for employee growth and a stable home for their livelihoods [1] Investor Perspective - As a responsible publicly listed company, Guizhou Moutai is committed to creating sustainable value for its shareholders [1] Partner Perspective - The company seeks to ensure that every participant in its supply chain finds development opportunities and achieves mutual benefits [1] Social Perspective - As a national brand, Guizhou Moutai recognizes its responsibility to practice accountability and maintain stable, healthy, and sustainable development [1]

Core Insights - The partnership between Jiumuwang and the Chinese Olympic Committee marks a significant milestone for the brand, transitioning from being a supplier of ceremonial attire to an official sponsor, reflecting a broader narrative of cultural confidence for Chinese brands [1][6]. Group 1: Partnership and Brand Development - Jiumuwang has officially become the "2025-2028 Official Sponsor of the Chinese Olympic Committee," which is expected to enhance its brand influence globally through deep cooperation and resource integration [1][3]. - The collaboration aims to tell the story of Chinese brands and sports on the world stage, with the Chinese Olympic Committee committed to supporting Jiumuwang's brand development [1][6]. Group 2: Financial Performance - Jiumuwang reported impressive financial results for the third quarter, with a net profit attributable to shareholders of 310 million yuan, a year-on-year increase of 129.6%, and a significant operating cash flow of 92.77 million yuan, up 1244.6% [3]. - The company demonstrated strong profitability with a gross margin of 65.61%, a slight increase of 0.12% year-on-year, and a net profit margin that rose to 14.39%, reflecting a year-on-year growth of 146.68% [3]. Group 3: Cultural and Design Initiatives - Since 2018, Jiumuwang has designed four exclusive ceremonial outfits for the Chinese sports delegation, showcasing cultural craftsmanship and attention to detail, which are core strengths of the brand [4][9]. - The company is launching a design competition for the "Nagoya Asian Games" to discover innovative design talents, aiming to enhance the image of Chinese athletes on the international stage while promoting Chinese culture [8]. Group 4: Brand Philosophy and Market Positioning - Jiumuwang's trajectory illustrates the high-quality development of Chinese national brands, emphasizing "quality as the foundation, culture as the soul, and sports as the bridge" [9][11]. - The alignment of sports spirit with high-end menswear elevates the brand beyond mere product competition, positioning it as a representation of lifestyle and spiritual pursuit [11].

Core Viewpoint - Jiahe Food is transitioning from a B2B model to a B2C model, focusing on expanding its consumer market presence while maintaining its commitment to health and quality in its product offerings [2][3][4]. Group 1: Business Transformation - Jiahe Food is shifting its strategy to focus on the consumer market, as indicated by the launch of products like "Kalimah" milk tea and "Jinmao" coffee [2][3]. - The company has established a clear product matrix targeting diverse consumer needs, including plant-based drinks and health-oriented products [3][4]. - The C-end business achieved a revenue of 57.57 million yuan in the first half of the year, reflecting a year-on-year growth of 132.77% [4]. Group 2: Health and Quality Focus - The company aims to reduce sugar and fat content in its products while promoting "clean labels" to enhance transparency for consumers [5][6]. - Products like "Jinmao" coffee and "Kalimah" milk tea emphasize health benefits, such as being sugar-free and fat-free [5][6]. Group 3: Cultural and Brand Development - Jiahe Food aspires to create a national brand that integrates health and taste while contributing to Chinese food culture [7]. - The brand "Jinmao" was inspired by a rare animal in Yunnan, symbolizing the company's commitment to incorporating Chinese cultural elements into its products [7]. Group 4: International Market Presence - The company reported overseas revenue of 395 million yuan in 2024, marking a 4% increase and accounting for 19.25% of its main business income [8]. - Jiahe Food's products are designed to meet international standards, reflecting global consumer acceptance [8]. Group 5: Future Outlook - The company plans to continue its transformation towards B2C while stabilizing its B2B operations, driven by innovation and market engagement [8].

Core Viewpoint - The 2025 Entrepreneur Sun Island Annual Conference emphasized the theme of "New Quality Productivity: New Manufacturing, New Consumption, New Ecology," focusing on the development of strategic emerging industries and the spirit of entrepreneurship, aiming to inject new momentum into industrial upgrading and cooperation [1][4]. Group 1: National Brand Development - National brands are seen as vital carriers of national soft power, showcasing cultural confidence, economic strength, and technological capabilities [3]. - The success of national brands is rooted in their alignment with national development, as exemplified by companies like Huawei, BYD, Li Ning, and Yunnan Baiyao [3]. Group 2: Innovation and Tradition - The company "Dashing to the Future" is the only national enterprise in the pediatric massage industry recognized by the Xinhua News Agency's brand project, focusing on transitioning from manufacturing to intelligent manufacturing [4]. - By integrating traditional Chinese medicine techniques with modern technology, the company aims to standardize and enhance pediatric massage services, aligning with the "Healthy China" national strategy [4]. Group 3: Cultural Empowerment - The chairman emphasized the importance of using mainstream media to convey the cultural essence and values of national brands, highlighting the role of media in promoting traditional culture alongside modern needs [7]. - The company has leveraged media platforms to disseminate the cultural concept of "Chinese Pediatric Massage Health," bridging ancient wisdom with contemporary practices [7]. Group 4: Social Responsibility - The company has initiated projects like "Children's Health Public Welfare Action" to provide free medical services in rural areas, demonstrating its commitment to social responsibility and sustainable development [10]. - The focus is on integrating social responsibility into every aspect of business operations, reflecting the ethos of "giving back to society" [10]. Group 5: Global Perspective - The chairman discussed the dual output of culture and standards as essential for national enterprises' international expansion, with efforts to promote traditional Chinese pediatric massage services globally [12]. - Collaborations with educational institutions and the establishment of standards for traditional Chinese health services indicate a commitment to both preserving cultural roots and meeting international standards [12]. Group 6: Innovation and Cultural Products - The company plans to allocate 15% of its annual revenue to research and development for pediatric massage technology and equipment upgrades, following a model similar to Huawei [14]. - Cultural products like "24 Solar Terms Illustrated Books" and animations are being developed to enrich the narrative of national brands and avoid industry homogenization [14]. Group 7: Commitment to National Strategy - The company's actions reflect a commitment to align with national planning and mainstream media, positioning itself as a benchmark in the pediatric massage industry [14]. - The chairman's remarks at the conference highlighted the importance of innovation, culture, and responsibility in driving the growth of national brands, reinforcing the idea that each step forward for national brands contributes to China's global presence [14].

Core Viewpoint - The article discusses the rise and fall of a prominent Chinese entrepreneur, highlighting the contrast between his successful beverage brand and the failure of his personal branding efforts, ultimately portraying him as a flawed yet talented individual who struggled with public perception and personal image [4][5][89]. Group 1: Entrepreneurial Journey - The entrepreneur, known as "Mr. Zong," started his career in a challenging economic environment, eventually founding Wahaha, which became a leading beverage brand in China [9][13][20]. - By 1991, Wahaha achieved revenues exceeding 200 million yuan and profits of 40 million yuan, prompting significant expansion efforts [20]. - The acquisition of a struggling state-owned enterprise, Hangzhou Canned Food Factory, marked a pivotal moment in Wahaha's growth, leading to a successful turnaround within three months [21][22][24]. Group 2: Marketing Strategies - Mr. Zong's marketing genius was evident in his unique strategies, such as the "production and sales joint body" model, which helped stabilize Wahaha's dealer network and financial health [34][35][40]. - His approach to building strong relationships with employees and dealers contributed to a stable and loyal distribution network, with many dealers remaining for decades [37][43]. - The company's innovative marketing tactics and brand positioning set it apart from competitors, establishing Wahaha as a household name in China [39][40]. Group 3: Personal Branding and Public Perception - Mr. Zong's public persona was carefully crafted, emphasizing his humble lifestyle, such as wearing cloth shoes and traveling in economy class, which resonated with the public [70][76]. - However, this carefully constructed image began to unravel as inconsistencies in his narrative emerged, leading to public skepticism and criticism [84][88]. - The article suggests that the overemphasis on nationalism and personal branding ultimately backfired, resulting in a tarnished reputation and a disconnect between public perception and reality [60][84][89].

Core Viewpoint - The article discusses the rise and fall of a successful beverage brand, Wahaha, and its founder, Zong Qinghou, highlighting the contrast between his business success and the failure of his personal brand building efforts [38]. Group 1: Company Background - Wahaha was founded in 1987, initially named "Hangzhou Shangcheng District School-run Enterprise Distribution Department" [5]. - Zong Qinghou started his career selling textbooks and ice cream before developing a children's oral rehydration solution, which became the basis for Wahaha [5][6]. - By 1991, Wahaha's revenue exceeded 200 million yuan, with a profit of 40 million yuan, leading to the acquisition of the struggling state-owned enterprise, Hangzhou Canned Food Factory [6]. Group 2: Key Events and Strategies - The acquisition of Hangzhou Canned Food Factory allowed Wahaha to quickly turn around its operations, launching Wahaha Fruit Milk and achieving profitability within three months [6]. - In 1994, Zong introduced the "Production and Sales Joint Body" model to address issues with distributors, which helped stabilize Wahaha's financial situation [11]. - Zong's marketing strategies, such as "rural encirclement of cities," significantly influenced Chinese marketing practices [12]. Group 3: Personal Brand and Public Perception - Zong Qinghou's attempts to build a personal brand through nationalism and simplicity ultimately backfired, leading to a distorted public image [25][36]. - His lifestyle choices, such as traveling in second-class train seats and wearing simple shoes, were used to craft a narrative of humility and patriotism [26][32]. - The article critiques the gap between Zong's public persona and the underlying complexities of his business dealings, particularly regarding his relationship with foreign investors like Danone [17][21]. Group 4: Legacy and Impact - Zong's marketing genius contributed to Wahaha's success, but his failure to manage his personal brand led to a tarnished legacy [38]. - The article reflects on the societal implications of Zong's constructed image, suggesting it has contributed to a broader misunderstanding of entrepreneurs and wealth in society [35][37].

Core Viewpoint - The story highlights the emotional connection between consumers and the Changhong brand, exemplified by a consumer's decision to donate a 33-year-old packaging box of a Changhong television, symbolizing trust and loyalty to a national brand [2][7][12]. Group 1: Historical Context - The narrative begins in the 1980s when the consumer, Wei Wensong, purchased his first Changhong black-and-white television, reflecting the brand's early innovations in the television industry [2][3]. - Changhong achieved significant milestones, including the production of its first black-and-white television in 1972 and the first color television in 1976, establishing itself as a leading domestic appliance brand [2][3]. Group 2: Consumer Experience - The consumer recalls the joy and family bonding moments facilitated by the television, emphasizing the emotional significance of the Changhong brand in his life [3][8]. - The packaging box of the Changhong CK53A television, made from high-quality materials, was preserved for 33 years, serving as a durable storage solution and a testament to the product's quality [4][5]. Group 3: Brand Loyalty and Trust - The act of donating the packaging box to Changhong signifies a deep emotional connection and loyalty to the brand, reflecting a broader sentiment of trust in domestic products among consumers [6][7][12]. - The consumer's family history and experiences with Changhong products illustrate a generational commitment to supporting national brands, despite the influx of foreign competitors [8][12]. Group 4: Brand Evolution and Future - The narrative concludes with the consumer's excitement about the latest Changhong AI television, showcasing the brand's continuous innovation and adaptation to modern technology [9][10]. - Changhong is portrayed not just as a domestic appliance brand but as a symbol of Chinese manufacturing excellence, gaining recognition both nationally and internationally [11][12].