Core Viewpoint - The article discusses the strategic shift of Beike's subsidiary, Beihome, towards a light-asset model in real estate development, emphasizing the importance of customer-centric approaches and the C2M (Customer-to-Manufacturer) model in adapting to changing market dynamics [3][4][5]. Group 1: Project Performance and Strategy - Beihome's projects, such as Beichen S1 in Chengdu and Beilian C1 in Shanghai, have shown promising results, ranking high in sales despite the challenging market conditions [3][4]. - The Beichen S1 project took 14 months from land acquisition to launch, reflecting a commitment to quality over speed, with a sales price of approximately 60,000 yuan per square meter, close to the cost price [4][5]. - Beihome aims to validate its C2M model through these projects, focusing on long-term brand recognition rather than immediate sales volume [4][5]. Group 2: C2M Model Implementation - Beihome has expanded its C2M services to cover the entire development chain, including product positioning, design, quality control, and marketing, recognizing the need for comprehensive control over the development process [5][6]. - The company emphasizes the importance of data-driven insights to align product offerings with customer preferences, moving from merely selling properties to ensuring quality and customer satisfaction [6][7]. Group 3: Market Adaptation and Customer Insights - The article highlights a shift in the real estate market from quantity to quality, with consumers becoming more discerning about their housing choices [6][8]. - Beihome's research indicates that customer preferences have evolved, with a focus on features like scenic views over traditional design norms, leading to innovative architectural decisions [8][10]. - The company has implemented a "variable housing" concept, allowing for flexible unit configurations to meet diverse customer needs, which has been positively received in their projects [12][13]. Group 4: Future Directions and Partnerships - Beihome plans to maintain its light-asset model, focusing on providing solutions to other developers rather than becoming a traditional developer itself, thus avoiding the pitfalls of heavy capital investment [14][15]. - The company has established partnerships with various leading real estate firms across major cities, enhancing its collaborative approach to project development [15][16]. - Beihome's strategy includes early involvement in project planning to ensure alignment with market demands and customer expectations, thereby reducing uncertainty in the development process [16][18].

21世纪经济报道记者 李方佳 2025年，"拼好饭"是年轻人中爆梗频出的热词，日前还入选了由《语言文字周报》主办的2025"十大网 络流行语"。 从全网玩梗互嘲，到拿"拼"自嘲，"拼好饭，是打工人最后的兜底""爱拼才会赢""果然年轻就是用来拼 的"……拼好饭的口碑，正在快速地两极反转。 拼好饭是2025年的一个年度爆款互联网产品，是宏观经济变化之下餐饮行业竞争加剧后，消费者精打细 算追求极致质价比的大众化选择。 拼好饭，通过"标准套餐、聚集订单、集中配送"模式，将同类餐品价格降低至常规订单的50%-70%，0 配送费、0打包费的"一口价"，主攻10-15元平价外卖市场。 很多人对低价外卖一开始是拒绝的，但当肯德基、汉堡王、瑞幸等越来越多的知名品牌上线拼好饭后， 消费者的心态开始发生变化。从拼好饭的流行可以看到，外卖大战以后，靠高额补贴吸引用户的模式不 可持续，2026年外卖行业的竞争出路，更多在于优化供应链，包括拓展更多优质的商品选择，确保快速 可靠的配送服务，并保持价格始终实惠。 在北京，15元以内饱腹的外卖能吃到什么？ 在美团拼好饭，已经可以吃到汉堡王、老乡鸡、永和大王、塔斯汀等多个品牌商家的主食套餐。 ...

截至2025年8月，上线仅三年的Temu月活跃用户达到惊人的5.3亿。这个数字意味着：在用户拓展上，Temu用三年时间，就走完了拼多多国内业务近十年 的路。 而在最近召开的年度股东大会上，拼多多联席董事长赵佳臻更是放出豪言："未来三年，我们将有机会再造一个拼多多。" 如果此目标实现，那么黄峥手中将掌握两个"拼多多量级"的电商平台——一个深耕中国，一个席卷全球。 拼多多创始人 黄峥 全球电商的平静湖面，被一颗来自东方的石子击出了千层浪。 官方数据显示，Temu 2025年的交易规模预计将达到900-1000亿美元，约合6350亿元人民币。而拼多多国内业务2018年（成立3年时）的交易额约为4716亿 元。 这意味着，Temu已经成功将拼多多的商业模式输出到全球，并创造了比国内市场更快的增长奇迹。 "这不是简单的复制粘贴，而是一场精心策划的全球化闪电战。"一位长期观察跨境电商的分析师指出。 闪电战 2022年9月，当Temu悄然上线时，全球电商市场并未意识到这艘来自中国的"特快舰艇"将带来什么。 彼时，跨境电商赛道早已巨头林立。亚马逊稳坐王座，沃尔玛、eBay、Wish、速卖通等各据一方，SHEIN也已在快时尚领 ...

Group 1: Coca-Cola and Costa Sale - Coca-Cola's sale of Costa is facing significant challenges, with a reported risk of the deal collapsing due to a £1 billion price gap between Coca-Cola's asking price of £2.1 billion and TDR Capital's expectations [3] - The sale is being influenced by Costa's poor performance, with revenue declining since its acquisition in 2018 when it generated £1.3 billion, and only a modest increase in store count from 3,800 to 4,200 expected by September 2025 [4] - Coca-Cola's strategic focus has shifted towards divesting low-revenue subsidiaries like Costa, which has not met growth expectations in the competitive coffee market [4] Group 2: Li-Ning and Haglöfs - Li-Ning has opened the first global flagship store for the Swedish outdoor brand Haglöfs in Shanghai, showcasing a range of outdoor gear and apparel [5] - The partnership between Li-Ning and Haglöfs began in 2023 when Haglöfs was acquired by a fund in which Li-Ning is a limited partner, leading to a joint venture for sales and marketing in Greater China [6] - Haglöfs plans to expand rapidly in China, having opened 21 stores within a year, but its success in the high-end outdoor market remains to be seen [6] Group 3: Sequoia Capital and Golden Goose - Sequoia Capital has confirmed its acquisition of a controlling stake in the Italian luxury sneaker brand Golden Goose for €2.5 billion (approximately ¥206 billion) [7] - Golden Goose has shown strong performance, with revenue increasing from €266 million in 2020 to €655 million in the 2024 fiscal year, and plans for further growth in the Asia-Pacific region [8] - The brand's previous IPO plans were delayed due to poor European market conditions, leading to the partnership with Sequoia Capital as an alternative growth strategy [8] Group 4: Anta and Instant Retail - Anta has partnered with Taobao Flash Sale to enable over 1,000 stores nationwide to support online orders and rapid delivery, with plans to expand to over 4,000 stores by 2026 [9] - This move is part of Anta's broader strategy to enhance its omnichannel retail approach, addressing the growing demand for instant retail solutions [9][10] - The instant retail market is projected to exceed ¥1 trillion by 2025, with significant growth in the sports category, as evidenced by a 100% year-on-year increase in sales for sports products on Meituan Flash Sale [10] Group 5: PepsiCo and New Product Launch - PepsiCo has launched a new sugar-free strawberry milkshake-flavored cola in China, leveraging successful overseas experiences while tailoring the product to local consumer preferences [12] - The product has generated significant social media buzz and sales momentum, indicating a strong market reception [12] Group 6: Meituan and Burger King Collaboration - Meituan's "Pin Hao Fan" is collaborating with Burger King to develop customized meal packages, focusing on consumer preferences and optimizing the supply chain [13] - This partnership aims to enhance the dining experience by offering value-driven meal options that cater to evolving consumer tastes [13] Group 7: Birkenstock's Financial Performance - Birkenstock reported a 16.2% revenue increase to €2.097 billion in the 2025 fiscal year, with a notable 31% growth in the Asia-Pacific market [18] - The company's performance was driven by a 12% increase in sales volume and a 5% rise in average selling price, reflecting effective product strategy [18] Group 8: Taikoo Coca-Cola Leadership Change - Taikoo Group announced the resignation of Patrick Healy as the executive director and chairman of Taikoo Coca-Cola, with a successor appointed to take over in May 2024 [19] Group 9: KAILAS Controversy - KAILAS, a domestic outdoor brand, faced backlash over significant price differences between similar products, leading to consumer concerns about pricing strategies [20]

Core Insights - The article discusses Pinduoduo's strategic shift towards leveraging China's supply chain to create a new business model, aiming to replicate its domestic success in international markets through its platform Temu [2][4][10]. Group 1: Pinduoduo's Evolution - Pinduoduo's growth history is characterized by strategic evolution, marked by three significant leaps that align with market trends [6]. - Initially labeled as a "value for money" platform upon its 2018 IPO, Pinduoduo surpassed Alibaba in active buyers by the end of 2020, reaching 788.4 million users [7]. - The company's success is attributed not just to lower prices but to a shorter supply chain, utilizing a C2M model that connects consumers directly with manufacturers [8]. Group 2: Temu's Global Strategy - Temu's rapid rise in the global market, achieving the top position in the U.S. shopping app category within two months, is seen as a qualitative evolution rather than a mere replication of Pinduoduo's model [8][9]. - The platform integrates the C2M model with China's efficient supply chain, aiming to create a closed-loop system that drives domestic industry upgrades based on global demand [9][21]. - Temu's dual empowerment model allows for feedback from international markets to enhance domestic production capabilities, thus creating a cycle of continuous improvement [24][26]. Group 3: Supply Chain Advantages - Pinduoduo's confidence in focusing on China's supply chain stems from its unique characteristics: comprehensiveness, speed, and flexibility [11][15]. - China's supply chain can complete the entire production process domestically within 72 hours, significantly faster than in other regions [11][12]. - The flexibility of Chinese manufacturing allows for both large-scale production and the ability to meet niche demands, enhancing the overall responsiveness to market needs [14]. Group 4: Long-term Vision and Compliance - Temu's ambition extends beyond mere sales; it aims to establish a sustainable and trustworthy business ecosystem, underpinned by compliance, cultural integration, and technology [28]. - Compliance with international regulations is crucial for long-term success, prompting Temu to proactively build a robust compliance framework [30][31]. - The integration of technology facilitates data-driven decision-making, optimizing supply chain operations and enhancing visibility [33]. Group 5: Future Implications - The shift from being merely a "world factory" to a "global value chain hub" signifies a transformation in China's manufacturing narrative, where the focus is on defining production models based on global data [38][39]. - This strategic focus on leveraging China's unique industrial advantages could lead to a new wave of Chinese enterprises successfully entering global markets [41]. - The anticipated outcome is a more resilient and efficient e-commerce landscape centered around China's supply chain capabilities [42].

炒股就看金麒麟分析师研报，权威，专业，及时，全面，助您挖掘潜力主题机会！ 来源 | 野马财经 作者 | 徐长卿 中国完整的工业体系和供应链网络， 正成为企业构建长期竞争力的关键资产。 近日，国际货币基金组织（IMF）总裁格奥尔基耶娃表示，尽管面临多重冲击，中国经济仍展现出显著 韧性。IMF预计2025年中国经济增速将达5%，较今年10月发布的《世界经济展望报告》上调0.2个百分 从流量依赖到产业共生 一场双向奔赴 中国互联网行业的增长逻辑正在发生深刻变化。国家电子商务示范城市专家委员会委员李鸣涛指出，当 前电商行业已告别流量红利，用户增长触顶与获客成本飙升，正在倒逼模式革新。 数据印证了这一判断。据第三方研究机构QuestMobile报告，报告显示，截至2025年9月，全网用户规模 达到12.69亿，同比增长2%。过去几年，这个数据一直维持在0.6-2.6%的低增速区间。这种背景下，平 台经济的竞争重点，正从用户规模的横向扩张，转向用户价值的纵向深挖。 中央财经大学副教授刘春生分析认为，这种环境变化促使平台企业重新思考增长路径，"试图将偶然 的'打法优势'系统性地沉淀为可持续的'结构优势'。"对电商平台而言， ...

咱们今天聊个扎心又真实的话题：你家的家族群，是不是也逃不过拼多多的"统治"？ 只要有一个亲戚在群里发个拼多多拼单链接，不出半小时，下面准会跟着一串"已下单""帮你拼好了"的回复。 大家嘴里都念叨着"拼多多是真便宜"，但没几个人想过，它到底靠什么魔力，能让咱们心甘情愿跟着扎堆下单，甚至主动帮着转发扩散？ 其实这背后根本不是简单的"低价吸引"，而是一套被精心设计过的社交电商玩法，它最狠的地方，就是把咱们中国人最看重的社交关系，和买买买的电商行 为绑在了一起。 拼多多最聪明的一步，就是摸透了咱们的社交心理：熟人的信任，比任何广告都管用。 平时刷到电商平台的广告，哪怕吹得天花乱坠，你第一反应都是"是不是骗人的""质量行不行"，得反复对比评价、看测评，犹豫半天都未必下单。 但如果是你亲妈、亲姑姑，或者从小一起长大的发小，在家族群里发个拼多多链接，说"这个洗衣液两桶才20块，我拼了一单，你们谁要一起？"，你的戒备 心瞬间就降下来了。 这就是熟人信任链的威力，在家族群这种充满亲情、乡情的圈子里，转发链接的不是陌生销售，而是你知根知底的亲友。 你潜意识里会觉得，"他们不会害我，他们觉得好的东西，肯定值得买"，原本复杂的购物决 ...

外卖大战的尽头或许是比拼供应链。12月24日，有消息称美团的"拼好饭"将与意向商家合作开店，美团会提供菜品和制作标准，以及门店选址指导，这些 门店以服务"拼好饭"外卖渠道为主，部分可能会提供堂食。同一日，拼好饭联合汉堡王推出用户定制产品，包括汉堡豆浆早餐套餐、天椒烤鸡腿堡等，这 些套餐的售价均未超过20元。 在经历了没有赢家的外卖补贴大战后，美团CEO王兴公开表示"价格战"对行业没有创造价值且不可持续。而一直以来被视为以"低价"带动单量的"拼好 饭"，如今也开始深耕供给侧，进行价值重构。 3500万日订单量后，深入改造供应链 据了解，汉堡王将与拼好饭开展"C2M模式"（从消费者到生产者）的深度合作，优化供应链、定制新产品。双方通过用户口味偏好和消费演变、用户评 价与建议等数据的汇总分析，反向定制，完全基于中国用户真实需求推出新品。汉堡王中国相关负责人表示，品牌调研发现，拼好饭活跃用户对于"超 值"的定义正在快速进化：从过去单纯追求"低价吃饱"，已明确转向渴望在极具竞争力的价格内获得"味觉满足"与"品质体验"。 据悉，今年以来，肯德基、海底捞、瑞幸、书亦烧仙草、鲍师傅等品牌也与拼好饭联合推出定制套餐，还进行了联 ...

作为过去十年在流量见顶的中国市场中迅速崛起的电商平台，拼多多如创始人黄峥所说，成为了一 个"可以赞扬，也可以侮辱，但不能忽视"的存在。站在今日，拼多多找到了新的起点和方向。而这一方 向与刘强东的下一步计划有所重合。 图片来源：视觉中国 拼多多联席董事长陈磊在12月19日的集团年度股东大会上，透露了旗下跨境电商品牌在海外市场的表 现："Temu用3年走完了拼多多国内电商10年的路。这说明Temu的体量已经接近拼多多国内主站，这是 一个新的起点。"这一速度在拼多多看来是超越预期的，与中国供应链产业红利的助力密不可分。 同日，拼多多宣布升级治理架构，实行联席董事长制度。赵佳臻获任联席董事长，与陈磊共同担任联席 董事长兼联席CEO。赵佳臻明确了未来方向："未来三年，再造一个拼多多，Temu重仓中国供应链。讨 论如何实现再造一年拼多多？核心在于All in中国供应链，带着中国供应链走全球。" 他说，"我们将集中精力、财力和物力投入中国供应链升级再造，推动运营模式整体性升级，高质量、 品牌化是核心方向，相信未来三年我们有机会再造一个拼多多。" 从公司过往十年的整体发展来看，拼多多确实实现了与其他电商平台的错位竞争，并成功 ...

一份早餐汉堡豆浆套餐售价12.9元，两个天椒烤鸡腿堡售价17.9元，脆鸡双堡可乐三件套售价17.9元……近期，国际快餐品牌汉堡王联合美团拼好饭上线的 定制套餐，让很多职场白领直呼"真香"。 随着"拼团"外卖创新成为国内餐饮增长新亮点，汉堡王等国际快餐品牌巨头纷纷开始探索这一平价餐饮新模式，与拼好饭开展"C2M模式"（从消费者到生产 者）的深度合作，优化供应链、定制新产品。双方通过用户口味偏好和消费演变、用户评价与建议等数据的汇总分析，反向定制新产品，完全基于中国用户 真实需求推出新品。 "美团外卖作为汉堡王的核心合作伙伴之一，'拼好饭'业务在2025年为汉堡王带来了强劲的生意增长与显著贡献。"汉堡王中国相关负责人表示，这一增长背 后，是汉堡王对美团平台用户画像与需求演变的持续深耕。品牌调研发现，拼好饭活跃用户对于"超值"的定义正在快速进化：从过去单纯追求"低价吃饱"， 已明确转向渴望在极具竞争力的价格内获得"味觉满足"与"品质体验"。 为直击这一核心痛点，汉堡王决定"多做一步"，启动"C2M模式"反向定制战略。而拼好饭作为美团推出的平价外卖产品，正是借鉴电商零售行业的"C2M模 式"，通过前端汇聚需求、后端摊 ...