然而在2025年底，赵伯华彻底退出所有职务和30%股权。这一变化看似突然，实则早有预兆。接近公司的人 士透露，赵伯华自2022年起已逐步淡出日常经营。 上海伯邑餐饮管理有限公司完成工商信息变更，创始人赵伯华卸任法定代表人、总经理、董事、财务负责 人并退出股东行列。 这一变更被业内人士称为"静默却深刻的权力更迭"。新的股权结构中，原加盟商顾豪持股57.14%成为实际 控制人，乳业巨头君乐宝则以42.86%的持股比例重返股东行列。 权力更迭 茉酸奶的创立始于2014年，牙医出身的赵伯华在上海临港大学城开出首家现制酸奶门店。凭借自主研发的 牛油果酸奶奶昔等产品，品牌在细分赛道蛰伏多年。 2019年，同为牙医的顾豪以加盟商身份加入茉酸奶。次年，两人达成合作：赵伯华专注于产品研发，顾豪 负责品牌扩张。这一分工直接推动了茉酸奶的快速扩张。2021年，品牌正式开放加盟，门店数量开始快速 增长。 2023年成为茉酸奶的关键年份，一年新增1368家门店，总门店数冲至1682家。同期，君乐宝宣布战略入股 茉酸奶，持有30%股份。 加盟狂飙 从商业角度来看，茉酸奶的快速崛起离不开其激进的加盟模式。自2021年开放加盟后，品牌采取" ...

今年，中国食品饮料行业正处于深刻变革期，传统老牌企业面临渠道重构、产品升级、舆情风波的挑 战，新兴品牌凭借差异化定位、数字化营销和产业链布局快速崛起。变局之下，娃哈哈的传承危机、汇 源的资本博弈、三元重拾产品与服务，成为今年乳饮企业摆脱困境、突破自我的缩影。回顾老品牌娃哈 哈、汇源和三元的2025年，亦是启迪行业大变局下的新思路。 娃哈哈的未了局 今年12月23日，中国香港高等法院内，一场关于"宗家三兄妹"与宗馥莉的资产纠纷案正在排期审理。同 一时间，杭州娃哈哈集团总部，新任总经理许思敏正面对一份没有商标授权的年度计划书，"娃哈哈"三 个字仍被锁在一场未解的股权僵局中。 这一年，娃哈哈的声音，从未如此复杂。 10月末，宗馥莉正式辞去娃哈哈集团法定代表人、董事及董事长等职务，以宏胜饮料集团总裁身份继续 运作，仍保留娃哈哈集团29.4%股权。12月初，宗馥莉在中国香港法院上诉，就涉及汇丰银行账户的离 岸信托资产，要求撤销中国香港高等法院在今年8月作出的资产保全令和披露令。 宗馥莉的后撤，不是逃离，而是一次被迫的切割——试图用现代企业制度重塑娃哈哈，但却撞上了历史 遗留问题的铁墙。 对于娃哈哈来说，2025年是20 ...

2025年中国食品饮料行业正处于深刻变革期，传统老牌企业面临渠道重构、产品升级、舆情风波的挑 战，新兴品牌凭借差异化定位、数字化营销和产业链布局快速崛起。变局之下，娃哈哈的传承危机、汇 源与资本博弈、三元重拾产品与服务，成为这一个年度乳饮企业摆脱困境、突破自我的缩影。回溯老品 牌娃哈哈、汇源和三元的2025年，亦是启迪行业大变局下的新思路。 娃哈哈的未了局 2025年12月23日，香港高等法院内，一场关于"宗家三兄妹"与宗馥莉的资产纠纷案正在排期审理。同一 时间，杭州娃哈哈集团总部，新任总经理许思敏正面对着一份没有商标授权的年度计划书，"娃哈哈"三 个字仍被锁在一场未解的股权僵局中。 这一年，娃哈哈的声音，从未如此复杂。 10月末，宗馥莉正式辞去娃哈哈集团法定代表人、董事及董事长等职务，以宏胜饮料集团总裁身份继续 运作，仍保留娃哈哈集团29.4%股权。12月初，宗馥莉在香港法院上诉，就涉及汇丰银行账户的离岸信 托资产，要求撤销香港高等法院在今年8月作出的资产保全令和披露令。 但在这场效率革命的背后，还埋藏着更深的裂痕。宏胜集团申请注册的"娃小宗"商标，实际上从未真正 使用。2025年9月，"娃小宗"被暂缓推出 ...

转自：北京日报客户端 2025年中国食品饮料行业正处于深刻变革期，传统老牌企业面临渠道重构、产品升级、舆情风波的挑 战，新兴品牌凭借差异化定位、数字化营销和产业链布局快速崛起。变局之下，娃哈哈的传承危机、汇 源与资本博弈、三元重拾产品与服务，成为这一个年度乳饮企业摆脱困境、突破自我的缩影。回溯老品 牌娃哈哈、汇源和三元的2025年，亦是启迪行业大变局下的新思路。 娃哈哈的未了局 娃哈哈销量的提升并非仅靠热度。回顾2025年的渠道变革，当不少品牌还在为线上线下的渠道冲突焦头 烂额时，娃哈哈已启动并完成了"手术刀式"的渠道改革。如将西藏、青海经销商全部调整为与拉萨宏胜 销售公司合作，陕西、新疆、甘青宁等12个西北核心市场的经销商则转签至杭州宏胜销售公司。这一举 措直接改变了娃哈哈维持多年的渠道管理架构，通过将核心市场经销权收归"宏胜系"旗下，实现了销售 终端的垂直管控。 宗馥莉曾在接受采访时表示，一年多以来娃哈哈最重要的变化是启动了更加职业化、市场化的调整。无 论是组织架构升级，还是渠道体系优化，方向都非常明确：以机制替代惯性，让团队更贴近市场与消费 者。 但在这场效率革命的背后，还埋藏着更深的裂痕。宏胜集团申请 ...

2025年中国食品饮料行业正处于深刻变革期，传统老牌企业面临渠道重构、产品升级、舆情风波的挑战，新兴品牌凭借差异化定位、数字化营销和产业链布 局快速崛起。变局之下，娃哈哈的传承危机、汇源与资本博弈、三元重拾产品与服务，成为这一个年度乳饮企业摆脱困境、突破自我的缩影。回溯老品牌娃 哈哈、汇源和三元的2025年，亦是启迪行业大变局下的新思路。 娃哈哈的未了局 2025年12月23日，香港高等法院内，一场关于"宗家三兄妹"与宗馥莉的资产纠纷案正在排期审理。同一时间，杭州娃哈哈集团总部，新任总经理许思敏正面 对着一份没有商标授权的年度计划书，"娃哈哈"三个字仍被锁在一场未解的股权僵局中。 这一年，娃哈哈的声音，从未如此复杂。 10月末，宗馥莉正式辞去娃哈哈集团法定代表人、董事及董事长等职务，以宏胜饮料集团总裁身份继续运作，仍保留娃哈哈集团29.4%股权。12月初，宗馥 莉在香港法院上诉，就涉及汇丰银行账户的离岸信托资产，要求撤销香港高等法院在今年8月作出的资产保全令和披露令。 宗馥莉的后撤，不是逃离，而是一次被迫的切割——试图用现代企业制度重塑娃哈哈，却撞上了历史遗留问题的铁墙。 对于娃哈哈来说，2025年是2024 ...

Core Viewpoint - Tesla's recent actions have captured global investors' attention, with a significant contrast between the court's ruling on a $56 billion compensation package and shareholders approving a $1 trillion incentive for Elon Musk [1] Group 1: Compensation Packages - The $1 trillion incentive approved by 76.6% of shareholders is not merely an upgrade from the $56 billion package; it represents a fundamentally different approach, akin to "food delivery at the doorstep" versus "ingredients just ordered" [2] Group 2: Legal and Shareholder Perspectives - The court has invalidated the previous $56 billion compensation due to procedural flaws, while shareholders view the new $1 trillion package as a strong motivator for future growth [1]

Core Insights - The article emphasizes the importance of the "CEO's touch," which is developed through practice, reflection, and evolution in a complex business environment [3][4][29] Dimension Summaries Dimension 1: Inner Mastery - CEOs must recognize themselves as ordinary individuals, with the role of CEO being just one aspect of their identity [6] - Emphasizing authenticity and self-awareness allows CEOs to draw energy from their passions and motivations [7] Dimension 2: Determining Direction - CEOs should cultivate a three-dimensional perspective, alternating between macro, meso, and micro views to gain unique insights [8] - This involves understanding global trends, industry dynamics, and customer needs to identify strategic opportunities [8] Dimension 3: Organizational Restructuring - Building an organization is akin to nurturing a tree, where the roots represent inner mastery, and the trunk symbolizes direction [9][10] - The organization must align with the strategic vision and empower individual contributions while maintaining resilience [9][10][11] Dimension 4: Team Renewal - The competition among enterprises ultimately hinges on the collective strength of their teams [13] - CEOs should prioritize shared values and complementary skills when assembling teams, ensuring alignment in purpose [13][14] Dimension 5: Corporate Governance - The board of directors should act as strategic partners rather than mere overseers, with a focus on collaborative decision-making [16][19] - Establishing specialized committees enhances the board's effectiveness in guiding long-term strategies [16][22] Dimension 6: Diplomatic Network - CEOs must build a robust ecosystem centered around the enterprise, enhancing personal branding and fostering community engagement [23][26] - Effective crisis management and community involvement are essential for maintaining trust and corporate reputation [25][26]

Core Points - The recent drop in gold prices is attributed to the Federal Reserve's decision to cut interest rates by 25 basis points, leading to significant market volatility [1][3] - The current price of gold in the domestic market is 901.24 CNY per gram, which is lower than the international price of approximately 920 CNY per gram, primarily due to processing fees [5][6] - There is a notable increase in trading volume for paper gold, with a 30% surge as retail investors panic sell amid uncertainty [3][6] Market Reaction - Gold prices fell sharply, with international gold dropping to a low of 3916 USD per ounce, reflecting a 0.8% decline [1][3] - The market is experiencing confusion among investors regarding whether to buy the dip or sell off their holdings [1][3] - The volatility in gold prices is seen as a result of capital market dynamics rather than fundamental changes in gold's value as a safe haven [6] Historical Context - Compared to the same period last year, gold prices have increased from 850 CNY per gram to 901.24 CNY, indicating a significant year-on-year rise despite recent declines [3][5] - Historical data shows that gold prices were around 3800 USD per ounce in 2024, marking a 3% increase, but with much higher volatility [5] Investment Strategy - The article suggests that investors should be cautious and avoid following market trends blindly, advocating for a long-term view on gold as a hedge against inflation [3][6] - It emphasizes the importance of timing investments, recommending that investors wait for clearer signals from the Federal Reserve before making decisions [3][6]

Core Insights - The article discusses the journey of Didi, founded by Cheng Wei after leaving Alibaba, starting with only 16 drivers and evolving to dominate the ride-hailing market in China [1] Company Overview - Didi merged with Kuaidi, which helped it to effectively compete against Uber in China [1] - The company successfully navigated the competitive landscape dominated by major players like BAT (Baidu, Alibaba, Tencent) [1] Industry Impact - Didi's rise signifies a shift in the ride-hailing industry, showcasing how a startup can challenge and overcome established giants [1] - The article highlights the strategic moves made by Didi to consolidate its position in the market and expand its services [1]

Core Viewpoint - On September 15, 2025, a complex scenario unfolded in the capital market where six listed companies released positive signals, while three others disclosed negative news, creating a juxtaposition of optimism and caution in the market [1][3]. Group 1: Company Actions - Six listed companies attempted to ignite market enthusiasm by releasing positive announcements, while three companies followed with negative disclosures, indicating a mixed market sentiment [1]. - Jianghuai Microelectronics' executives reduced their holdings by a mere 0.0123%, which, despite being a small percentage, raised concerns about underlying issues [3]. - Guomai Technology disposed of repurchased shares for the first time, accounting for 0.04%, signaling a potential shift in management's strategy [3]. - Lingrui Pharmaceutical's board proposed to reduce holdings by up to 0.0353%, leaving room for future actions and raising market vigilance [3]. Group 2: Market Dynamics - The simultaneous release of positive and negative news from these companies reflects the intricate dynamics of capital market competition, where executive buybacks are often seen as strong endorsements of future company performance, while subsequent sell-offs raise doubts [5]. - Technical indicators showed a bearish signal as the 10-day moving average crossed below the 20-day moving average, prompting short-term investors to consider retreating, amplifying bearish sentiment [5]. - The market's reaction to these announcements is influenced by macroeconomic factors, including global supply chain initiatives and a slight recovery in smartphone shipments, which provide a backdrop for market sentiment [9]. Group 3: Investor Sentiment - A private equity trader expressed skepticism about the sincerity of buyback announcements, emphasizing the need to trace the source of funds and calculate exit prices upon seeing sell-off news [7]. - A reminder from a brokerage employee to a retail investor highlighted the reality that announcements are merely clues and not guarantees of performance, underscoring the need for caution [11]. - The market exhibited a pattern of localized capital activity alongside overall fragmentation, indicating potential short-term technical corrections while long-term trends depend on actual company performance and macro liquidity changes [11].