稀缺性营销

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麦当劳奶昔限时返场,一杯难求的背后,是情怀还是饥饿营销?
3 6 Ke· 2025-08-21 04:01
Core Insights - McDonald's has launched a limited-time summer carnival called "McIsland" across over 7,100 stores in China, attracting many young customers [1] - The highlight of this event is the return of the McDonald's milkshake, which has been absent from the market for nearly a decade, leading to long queues at select flagship stores [3][4] - The milkshake's comeback has sparked a secondary market, with prices on resale platforms reaching up to 150 yuan for a product originally priced at 15 yuan, indicating high demand and scarcity [3][14] Group 1: Product History and Market Dynamics - The milkshake was integral to McDonald's early success, being a staple alongside burgers and fries, and its absence left a nostalgic void for many consumers [5][9] - The decision to remove the milkshake from the menu in 2014 was due to poor sales, high operational costs, and changing consumer preferences towards other beverages [9][12] - The return of the milkshake has been met with overwhelming demand, attributed to a shift in consumer sentiment and marketing strategies that emphasize scarcity [12][26] Group 2: Marketing Strategies and Consumer Behavior - The limited-time offer creates a sense of urgency, encouraging immediate consumer action due to the fear of missing out [13] - The milkshake's return taps into "emotional economy," where consumers are willing to pay a premium for nostalgic experiences tied to their childhood [23][25] - Social media plays a crucial role in amplifying the product's popularity, as consumers share their experiences and create buzz around the limited availability [24][27] Group 3: Brand Impact and Future Implications - McDonald's has successfully transformed a past failure into a cultural phenomenon, demonstrating the power of strategic marketing in reviving brand symbols [26][27] - The milkshake's popularity highlights the importance of creating social conversations around products in an era of attention scarcity [27] - This case serves as a reminder for brands to explore and activate dormant assets within their history to connect with consumers on a deeper emotional level [26][27]
「e公司观察」泡泡玛特没有饥饿营销
Zheng Quan Shi Bao Wang· 2025-06-13 13:57
Core Viewpoint - The scarcity of the Labubu product line from Pop Mart is a strategic advantage, enhancing its market appeal and profitability, rather than a result of artificial scarcity or "hunger marketing" [1][2][3] Group 1: Product Scarcity and Market Dynamics - The recent consumer frenzy for Labubu products has led to conflicts, indicating high demand and potential for increased sales if production is ramped up [1] - Maintaining a level of scarcity is a common practice in the industry, as it drives consumer desire and enhances the perceived value of products [2] - The success of Labubu is attributed to Pop Mart's strong operational capabilities in product design and sales, rather than merely increasing production [1][3] Group 2: Industry Practices and Consumer Behavior - The concept of scarcity is integral to the collectible toy industry, similar to how certain trading cards are designed to be hard to collect, thus stimulating consumer interest [2] - High prices and limited availability can create a buzz around products, making them more desirable, as seen in luxury goods and collectible markets [3] - The presence of counterfeit products, such as Lafufu, highlights the importance of maintaining brand integrity and the risks associated with increasing production [3] Group 3: Financial Performance and Strategic Outlook - Pop Mart is currently experiencing significant profitability, driven by the success of Labubu, but must continue to innovate and manage other IPs to sustain growth [4] - The company faces challenges in maintaining the momentum of its successful IPs, as the collectible toy market is competitive and requires ongoing consumer engagement [4]
【豫财经】“港股三姐妹”爆火,两位是河南老乡
Xin Hua Cai Jing· 2025-06-06 13:31
Core Viewpoint - The Hong Kong stock market is experiencing a strong performance in 2025, particularly in the consumer sector, with companies like Mixue Group, Pop Mart, and Laopuhuangjin being highlighted as the "new consumption trio" of Hong Kong, all achieving over 100% stock price growth and market capitalizations exceeding HKD 100 billion [2][3]. Group 1: Company Performance - Mixue Group and Pop Mart, both originating from Henan, have seen significant stock price increases, with Mixue Group reaching a peak of HKD 618 per share and a market cap exceeding HKD 230 billion [8]. - Pop Mart's market capitalization has surged over HKD 1 trillion in recent months, with a remarkable 20-fold increase in stock price since its low in Q4 2022, reflecting a 2300% increase [6]. - Laopuhuangjin, known as the "Hermès of gold," has also performed well, with its stock price reaching HKD 903 per share and a market cap of HKD 155.9 billion, marking a 240% increase within the year [8]. Group 2: Market Trends - The consumer sector in Hong Kong is witnessing a wave of IPO applications, with over 20 consumer companies seeking to list, indicating a vibrant market environment [26]. - As of June 5, 2025, there are 166 companies in the IPO queue for Hong Kong, with a significant portion being consumer-related [26]. - The influx of capital into the Hong Kong market, with net inflows reaching HKD 638.36 billion in 2025, has contributed to the strong performance of consumer stocks [26]. Group 3: Consumer Behavior and Marketing Strategies - New consumer companies are particularly favored by the "Z generation," focusing on emotional value and experiential marketing, which has led to their rapid rise in the market [10]. - Mixue Group's competitive edge lies in its strong supply chain and affordable pricing, with products typically priced between HKD 2 and HKD 8, appealing to cost-conscious consumers [12]. - Pop Mart has successfully tapped into the emotional consumption needs of younger consumers by creating a sense of surprise and rarity with its blind box toys, driving repeat purchases [14]. Group 4: Regional Influence - The emergence of Mixue Group and Pop Mart as significant players in the consumer market is rooted in their origins in Henan, showcasing the province's potential for nurturing innovative business models [16]. - The success of these companies reflects a broader trend in Henan, where a new consumer landscape is being established, characterized by strong market demand and innovative business practices [24].
从杂货铺到千亿巨头,三得利做对了什么?
Hu Xiu· 2025-05-10 02:18
Core Insights - Suntory's revenue for 2024 is projected to exceed 160 billion RMB, positioning it among the top three global beverage companies, significantly outperforming competitors like Nongfu Spring and Wahaha [1] - The company has successfully localized Western products, such as wine and whiskey, to cater to Japanese tastes, exemplifying a history of adaptation and innovation [3][4] Group 1: Company Overview - Suntory's "Akadama Port Wine" broke the Western monopoly on the wine market and remains a milestone product in Japanese wine history [1] - The company has established itself as a leader in the beverage industry, with its Yamazaki whiskey achieving record auction prices, highlighting its global appeal [1] Group 2: Market Positioning - Suntory's Ulong tea has successfully captured the Chinese market, becoming the second-largest brand in the no-sugar tea segment, demonstrating effective market penetration strategies [2] - The company has positioned its Ulong tea as a representative of "Chinese tea," effectively competing against established brands like Ito En [2] Group 3: Historical Development - Suntory's development can be divided into four key phases, starting from the establishment of Japanese-style wine in the late 19th century to the current dual focus on affordable and premium whiskey [5][7] - The first phase (1989-1920) involved the introduction of Japanese wine, while the second phase (1920-1945) focused on creating Japanese whiskey, marking significant growth for the company [7][27] Group 4: Localization Strategy - The founder, Shinjiro Torii, recognized the potential of wine in Japan and adapted Western wine to suit local tastes, leading to the creation of "Akadama Port Wine" [6][12] - Suntory's strategy included modifying the wine's formula to reduce acidity and increase sweetness, making it more palatable for Japanese consumers [13][21] Group 5: Cultural Integration - Suntory effectively utilized cultural symbols in branding, such as the red circle label representing Japan's national flag, to evoke national pride among consumers [19] - The company has successfully integrated its products into Japanese dining culture, promoting wine as a staple in izakayas (Japanese pubs) [14][75] Group 6: Whiskey Market Transformation - The introduction of the "Kaku Bottle" whiskey in 1937 marked a significant shift, establishing a uniquely Japanese whiskey that resonated with local consumers [38][47] - Suntory's whiskey has evolved from a high-end product to a widely consumed beverage, with strategic marketing and pricing adjustments facilitating this transition [56][77] Group 7: Recent Challenges and Innovations - The company faced challenges due to economic downturns and changing consumer preferences, leading to a decline in whiskey consumption [83][89] - Suntory's recent strategies include launching canned whiskey products to appeal to younger consumers and compete with beer, reflecting a shift in marketing and distribution approaches [102][103]
日租1万,第一批SU7 Ultra车主已经赚翻了
36氪· 2025-03-03 09:03
Core Viewpoint - The article discusses the phenomenon surrounding the Xiaomi SU7 Ultra, highlighting the significant demand and market dynamics that have led to a speculative environment for orders and rentals, transforming them into financial assets rather than mere consumer goods [3][4][5]. Group 1: Market Dynamics - The official price of the Xiaomi SU7 Ultra was set at 529,900 yuan, a reduction of nearly 300,000 yuan from the pre-sale price, resulting in 6,900 orders within 10 minutes and achieving the annual sales target in just two hours [4]. - The secondary market has seen "gray market" transactions where small orders are being resold for 6,000 yuan, and daily rental prices have exceeded 10,000 yuan, indicating a speculative trading environment [5][10]. - The demand for the SU7 Ultra is driven by a significant price difference between the pre-sale and official price, leading to a revaluation of the "time value" of orders, with premiums ranging from 2,000 to 6,000 yuan [10][17]. Group 2: Consumer Behavior - The rental market for the SU7 Ultra has emerged with daily rental prices ranging from 2,000 to 5,000 yuan, attracting various consumer segments including media influencers and genuine consumers eager for early access [12][13]. - The phenomenon of "order securitization" is noted, where early adopters and professional resellers capitalize on the scarcity of orders, with some resellers reportedly making over 100,000 yuan in profits [22]. - The article emphasizes a shift in consumer behavior, where younger consumers prefer short-term experiences over long-term ownership, reflecting a broader trend in the automotive market [36]. Group 3: Industry Implications - The article highlights the ongoing tension between consumer demand and production capacity, with Xiaomi's SU7 Ultra experiencing a backlog of orders due to limited production capabilities, which has led to a thriving secondary market [17][34]. - The rapid growth of the second-hand luxury car rental market in China, which reached 4.7 billion yuan in 2024, showcases the potential for new business models in the automotive industry [35]. - The article suggests that the current trends may lead to a fundamental transformation in the automotive industry, where the distinction between ownership and usage rights is increasingly blurred [36][40].