本期视频，从短中长期三个方面，聊聊销量、财报和品牌，分别体现蔚来的产品力、组织力和护城河。 ...

来源：红餐网 绝望的冬天，希望的春天。 外卖大战下越发激烈的内卷厮杀，叠加上充满下行压力的消费环境，许多餐饮企业正陷入生存困境。华为原人力资源副总裁吴建国认为，要穿越餐饮业的 周期，构建组织力是关键之关键，没有之一。 7月29日，"2025中国餐饮城市行"广州站暨《中国餐饮发展报告2025》新书发布会成功举办。本文为吴建国在活动上的演讲实录，红餐网整编发布。 餐饮业是希望和绝望的交织 餐饮业是绝望与希望的交织。绝望的方面在于食品安全底线屡被击穿，餐饮业有很多夫妻店，它们要生存下去，继续这样下去的话，很多"老实人"会活不 下去。我做了十几个行业的咨询，发现高科技行业都鬼精鬼精的，聪明人大把，但是餐饮界充满了"老实人"。问题来了，"老实人"现在很难活下去，劣币 不断在驱逐良币。 为什么说餐饮业又充满了希望？因为餐饮是刚需中的刚需。"衣食住行"应该是"食衣住行"。我今天可以光着膀子进来，但是我绝对不能不吃饭，"食"应该 在最前面。 人类三大需求，不管正餐还是快餐，小吃还是茶饮，都满足了人类的生存和繁衍的需要；同时，餐饮也能满足人对于生活艺术的需要。餐馆是艺术性的而 外卖不是。堂食是烹饪艺术、环境艺术、服务艺术的综合 ...

7月29日的"2025中国餐饮城市行"广州站暨《中国餐饮发展报告2025》新书发布会介绍，今年以来餐饮 行业仍在经历深刻的变革：商务宴请需求下降重塑餐饮消费结构，外卖补贴大战加速渠道变革，智能技 术深度渗透运营环节。 深圳市烹饪协会会长刘永忠则认为，并非所有餐饮企业都需创新，应依企业基因判断，顺势而为、适者 生存，创始人基因会引导企业寻找适合的生存方式。 广州市美食之都促进会会长、食尚国味集团董事长尹江波表示，今年陶陶居业绩有所下滑但利润未降， 计划新开4家门店，基于当下餐饮环境的变化和门店的业绩表现，他总结了陶陶居开店的"3个6"模式， 即600平方米、600万投资、60个人工，以目标倒推拆解组织与成本。 广东省食文化研究会执行会长、半岛餐饮董事长利永周认为，企业需重构经营结构、掌控成本，比如半 岛餐饮通过组建多环节生态体系实现成本掌控。 红餐网创始人陈洪波表示，今年是红餐创立的第18个年头，也是《中国餐饮发展报告》正式出版的第5 年。作为关注餐饮、研究餐饮、从事餐饮必备的"红宝书"，《中国餐饮发展报告》系列书籍连续4年畅 销，截至目前总销量超6万册，触达人数累计超60万人。 红餐网联合创始人、副总裁樊宁介 ...

Core Viewpoint - Despite the current downturn in consumer investment, the outlook for emerging consumer brands remains positive, as brand establishment is a long-term process that leads to stable growth once achieved [2]. Group 1: Company Development - Babycare has successfully established itself in the Chinese market, achieving a top 3 market share in diapers and leading in baby wipes after starting with a baby carrier [5]. - The company has expanded into Japan, entering over 8,000 retail locations, including major chains, indicating a strategic approach to international growth [8][14]. - Babycare's founder emphasizes the importance of understanding local cultures and market rhythms when expanding internationally, highlighting a shift from aggressive growth to a more measured approach [9][13]. Group 2: Market Strategy - The company has adopted a full-category strategy, completing its initial expansion phase and entering a new stage of growth focused on international markets and organizational strength [9][44]. - Babycare's products have been well-received in Japan, with local consumers showing a preference for their offerings, which are perceived as innovative compared to existing products [18][32]. - The founder notes that many foreign brands have failed in China due to a lack of local market adaptation, suggesting that Babycare's success will depend on respecting local market dynamics [17]. Group 3: Future Outlook - Babycare is focusing on expanding its customer base and enhancing customer lifetime value, with a significant increase in black card membership users contributing to sales growth [42]. - The company is exploring new product lines, such as a sanitary napkin brand aimed at younger consumers, indicating a strategy to diversify its offerings beyond traditional baby products [46][49]. - The founder expresses a long-term vision for the company, aiming for sustainability and growth over the next century, reflecting a commitment to enduring brand legacy [70].

Core Viewpoint - Despite the current downturn in consumer investment, there is still optimism for emerging consumer brands, as brand establishment takes time but leads to long-term stability and growth [2]. Group 1: Company Development - Babycare, a brand born from the new consumption wave, has successfully captured a significant market share in the diaper industry, ranking in the top three, and holds the leading position in baby wipes [4][5]. - The company has strategically entered the Japanese market, with its products now available in over 8,000 retail locations, indicating a successful expansion into a competitive landscape [6][11]. - Babycare's founder emphasizes the importance of understanding local cultures and market rhythms when expanding internationally, highlighting the need for patience and strategic decision-making [6][13][19]. Group 2: Market Strategy - The company has adopted a full-category strategy, which has proven effective in its growth phase, transitioning from rapid expansion to a more stable growth trajectory [7][40]. - Babycare's approach to entering the Japanese market involves leveraging local partnerships rather than establishing its own channels, which is seen as a more efficient method in a highly developed retail environment [33][36]. - The brand's focus on product quality and innovation has resonated well with Japanese consumers, leading to positive feedback and acceptance in the market [18][26]. Group 3: Future Outlook - Babycare is exploring new product lines, such as a sanitary napkin brand aimed at younger consumers, indicating a potential second growth curve beyond its core baby products [44][46]. - The company recognizes the importance of customer loyalty and lifetime value, with a significant increase in its black card membership user base, which is crucial for future growth [40]. - The founder expresses a long-term vision for the company, aiming for sustainability and relevance over the next century, reflecting a commitment to enduring brand legacy [68].