Social Research* 喜茶品牌与营销深度解析 向 Social Research 提问 → DATAST■RY | ○ 数i只指数 喜茶品牌社媒表现深度解析报告 撰写机构：Social Research | 报告生成时间：2025-12-22 19:22:47 执行摘要 喜茶作为新式茶饮的代表品牌，以其"灵感之茶"的定位和多元化的产品线（包括芝士茶、果 茶、波波家族等）深受年轻消费者喜爱。近半年来，喜茶在各大社媒平台表现活跃，尤其在抖音 和种草平台上互动量显著。其社媒声量和互动量呈现出明显的季节性和活动驱动特征，例如8月 份受"喜茶 × CHIIKAWA 联名"活动影响，全平台声量和互动量均达到高峰。 消费者对喜茶的情感整体偏向积极，但对排队时间过长、产品价格等问题也存在一定负面反馈。 喜茶根据不同平台特性构建了差异化的内容矩阵：微博侧重品牌动态和促销信息，抖音侧重UGC 和病毒式传播,种草平台侧重产品种草和购物攻略,微信公众号则专注于深度内容和品牌价值传 递。 在达人营销方面，喜茶通过与优惠/促销类、生活/趣味内容创作者等不同类型达人合作，实现了 促销转化和品牌形象植入等多重目标。其中,"喜茶 ...

你，相信魔法吗？ 对于每位"成年麻瓜"而言，哈利·波特给了我们一个有关魔法世界的浪漫"启蒙"：9¾站台是短暂逃离现 实的隐秘入口，魔杖是施展魔法、书写传奇的起点，带来好运的福灵剂、飞行坐骑的飞天扫帚、广阔世 界的信使猫头鹰，还有顶流魔法运动魁地奇...... "联名的尽头是海鲜市场（闲鱼）"，这种在社交平台反复出现的调侃，可看出消费者对传统联名模式的 疲劳情绪。 问题在于联名方式：IP 被当作"拿来主义"的流量贴纸，缺乏世界观落地；品牌往往只在"物"上下功夫， 却忽略了"人"的体验路径。同时，消费行为本身正在发生变化。情绪价值、审美认同与文化归属感，开 始进入消费者的核心考量区间。消费者逐渐走出"购买者"的单一身份，希望参与体验、融入场景，甚至 成为故事的一部分。 这些意象之所以历久弥新，是因为恰好承载了成年世界稀缺的那部分情绪价值：想象、归属、冒险、朋 友、体验。 在刚刚过去的圣诞季，星巴克中国做了一件唤起群体记忆的事：把原本只存在于书页与银幕中的魔法世 界，搬进现实中的"第三空间"： 在广州沙面，你可以看到一座百年历史的欧式建筑被改造成"霍格沃茨星巴克分校"；在天津恒隆广场， 你可以看到一家前身是百年银行 ...

圣诞节将至，各个潮玩品牌都在门店推出了相关主题产品。 消费者小旭告诉《中国经营报》记者，"热门IP盲盒需要定闹钟抢购，圣诞礼盒则在提价过后，直接 以'明盒'形式在门店出售，无须提前预订（抢购）。"在业内看来，圣诞节类的节日是情绪消费的重要 时间节点，届时各大商家都在发力促进销售，利用IP的不同商业模式提高利润。 通过过往的IP打造与服务经验，河南华冠文化科技有限公司董事长梁兴认为，企业应该先做"受众分 层"。他提到，针对核心粉丝群体，可以通过限量版衍生品、带专属编号的合作款不断制造稀缺性和"收 藏感"；针对泛用户群体，联名则要强调实用性、场景化，产品通常包括日常能用到的文具、家居品； 和非传统品类合作，则是为品牌吸引潜在用户群体，联名要注重"破圈性、话题性"，凭借不 断"follow"（跟随）最新话题和时尚风向的即时性，吸引关注消费者。 IP联名火热 日前，喜茶与泡泡玛特（09992.HK）旗下人气IP"星星人"的联名产品在社交媒体上引发热议。 记者观察到，今年星星人IP的联名较多，涉及香薰蜡烛、耳机包、手机壳等实用物件，比如永辉超市内 也有相关的餐具专区。据悉，2024年泡泡玛特正式签下这一IP，签约当年销 ...

文/戚梦颖 麦当劳又又又涨价了！ 麦当劳宣布，2025年12月15日起，部分餐品的价格增加0.5到1元。有着"穷鬼套餐"之称的"1+1随心 配"也因这次调价影响，部分搭配涨价至14.9元。 这次调价让不少消费者感到失望和不满，有网友表示将不再拥护"麦门"，甚至有网友洋洋洒洒写下一 篇"讨麦当劳涨价檄"。 事实上，在近5年的时间里，麦当劳被媒体报道过的涨价就有5次。但从业绩数据上来看，"麦门信徒"们 并没有如他们所言背弃"麦门"，反而让麦当劳愈加壮大。根据麦当劳方面的数据，到2028年，麦当劳在 中国的门店将超过1万家。 5年涨价5次，单品年均涨约0.5—1元 2019年3月，麦当劳首次推出"1+1随心配"套餐，消费者可以从红区、白区各选一个餐品，套餐总计12 元。 在动辄一个汉堡就要10多元的麦当劳，花费12元就可以吃到两个单品，因此"1+1随心配"就被网友们调 侃为"穷鬼套餐"。 但在2021年年末，"随心配1+1"就迎来第一次调价，由12元涨价至12.9元；2023年1月，"随心配1+1"又 从12.9元调整至13.9元；如今，"随心配1+1"中的部分搭配涨到了14.9元。 从2019年到2025年，"随 ...

Investment View - The company is a leading manufacturer and brand operator of thermal cups in China, driving industry innovation and high-quality development through strong partnerships with key clients like Yeti, Stanley, and Owala, supported by continuous R&D investment and overseas production capacity [1][4] - The first phase of the Thailand production base was fully operational in 2023, with the second phase expected to reach production capacity by the first half of 2025, rapidly increasing output [1][42] - The company is actively investing in channel development, product innovation, and IP collaborations to enhance its own brand, Hars, and strengthen governance through employee stock ownership and share buybacks [1][12] Investment Logic - The company is solidifying overseas customer loyalty through efficient R&D and overseas production, with Yeti's stable growth and focus on high-margin new products, Stanley's transition to steady growth, and Owala's innovative designs driving high growth [2][9] - The company is expanding its customer matrix by actively seeking high-potential emerging brands like Brumate and Takeya, smoothing out fluctuations caused by brand rotation [2][41] - The company is entering a harvest period for its self-owned brand investments, focusing on channel expansion and product innovation to enhance brand recognition [2][10] Financial Performance - For the first three quarters of 2025, the company reported revenue of 2.437 billion yuan, a year-on-year increase of 2.94%, while net profit attributable to shareholders was 100 million yuan, down 55.49% due to short-term impacts from overseas capacity ramp-up and domestic brand investments [7] - Revenue from vacuum vessels, aluminum bottles, and other businesses in the first half of 2025 was 1.376 billion yuan, 165 million yuan, and 30 million yuan respectively, with year-on-year growth rates of 13.00%, 11.31%, and 13.54% [7] - The company's overseas revenue accounted for 86.91% of total revenue in the first half of 2025, with a year-on-year increase of 14.14% [7] Supply Chain and Production Capacity - The company is enhancing its supply chain advantages and production capacity, with the Thailand base's first phase producing approximately 5.5 million units annually and the second phase expected to reach 24.5 million units [42][43] - The company is implementing localized operations and optimizing logistics and procurement costs through a rapidly forming local supply chain in Thailand [42][43] - The company is advancing its smart manufacturing initiatives, aiming to replicate the lighthouse factory model to improve efficiency and reduce costs [46] Brand Development - The company is focusing on expanding its self-owned brand, Hars, and leveraging the Swiss brand SIGG to penetrate the European market [52][53] - The company is enhancing brand recognition through a multi-channel strategy, including online and offline retail, and has seen significant sales growth in platforms like Tmall and Douyin [55][57] - The company is integrating emotional value and product functionality into its branding strategy, collaborating with various IPs to attract younger consumers and enhance market penetration [59][63]

格隆汇12月15日丨美邦服饰(002269.SZ)在互动平台表示，公司服饰未与《疯狂动物城》IP联名。 ...

Core Viewpoint - The article discusses how the jewelry brand潮宏基 is successfully appealing to the Z generation by offering lightweight gold products combined with popular IP collaborations, thus transforming the perception of gold from a mere investment to an emotional and wearable value [3][12][52]. Group 1: Market Trends and Consumer Behavior - The trend of "lightweight gold" is gaining traction among the Z generation, who prefer affordable and shareable gold items over traditional heavy gold jewelry [4][15]. -潮宏基's strategy of selling gold in small weights (0.1 grams to 0.96 grams) at prices ranging from 200 to 1000 yuan has sparked enthusiasm among young consumers for "low-cost gold" [12][14]. - The emotional value associated with these products, rather than just their investment potential, is a key driver of consumer interest [15][18]. Group 2:潮宏基's Business Model and Financial Performance -潮宏基's revenue surged nearly 30% in the first three quarters of 2025, exceeding 6.2 billion yuan, but the company faces a profit dilemma with "increasing revenue but not increasing profit" [8][38]. - The company's gross margin has declined from nearly 36% in 2020 to about 24% in 2024, marking a ten-year low, primarily due to the lower margins from franchise operations [39][42]. -潮宏基's aggressive expansion strategy, including a franchise model, has led to a significant drop in overall profit levels, raising concerns about sustainability [41][43]. Group 3: Product Innovation and IP Collaborations -潮宏基 has positioned itself as the "Bubble Mart of the jewelry industry" by leveraging IP collaborations with popular characters, enhancing its appeal to younger consumers [5][22]. - The brand's innovative approach includes using hollow and hollowed-out designs, along with fashionable elements, to create visually appealing lightweight gold products [19][21]. -潮宏基's marketing strategies, such as limited edition blind boxes and exclusive gift sets, have effectively engaged the young consumer base [24][25]. Group 4: Challenges and Future Outlook - Despite its growth,潮宏基 faces challenges such as declining product quality and increasing consumer complaints, which could undermine brand trust [47][50]. - The company is also dealing with intellectual property disputes, which may affect its expansion into overseas markets [50][52]. - As潮宏基 prepares for its IPO on the Hong Kong Stock Exchange, concerns about its profit quality and sustainability of its growth strategy are paramount [52][56].

Core Insights - The article highlights the successful marketing strategy of "Zootopia 2," which has engaged over 70 brands, creating a new model for IP value and commercial benefits, showcasing Disney's century-long expertise in IP operations [2][42] - The film achieved a record-breaking box office of over 7.38 billion RMB in a single day in China and garnered a global box office of 5.56 billion USD in its opening week, setting a new record for animated films [2][42] - The commercial impact of the film is significant, with over 3 billion RMB in derivative income generated from brand collaborations in just six months leading up to the release [2][42] Group 1: IP Collaboration Strategy - The collaboration strategy of "Zootopia 2" provides a solution to the common pitfalls of IP partnerships, transforming IP from a mere traffic tool into a brand asset [5][44] - The film's marketing involved a comprehensive approach, covering various product categories and creating an IP lifestyle ecosystem, moving beyond simple image licensing to a more integrated strategy [6][45] - The collaboration included major brands like Luckin Coffee, Starbucks, and Volkswagen, demonstrating a wide-ranging impact across 18 sectors [6][45] Group 2: Marketing Execution - The marketing campaign created a resonance effect through both online and offline channels, including themed exhibitions and social media engagement, which helped build anticipation before the film's release [12][51] - The campaign utilized user-generated content (UGC) to enhance engagement, with over 50,000 related posts on social media platforms prior to the film's release [16][55] - The film's promotional activities included collaborations with local brands to penetrate lower-tier cities, resulting in a 14% increase in pre-sale ticket purchases from these areas compared to the previous installment [22][61] Group 3: Disney's Methodology - Disney's success is attributed to a four-dimensional strategic framework: IP value accumulation, precise matching, local adaptation, and technological empowerment [17][56] - The emotional connection established through long-term IP development is crucial, as seen in the character development and storytelling that resonates across different age groups [17][56] - The integration of technology in both content creation and consumer experience enhances the IP's appeal, making it more interactive and immersive [24][63] Group 4: Implications for Brand Marketing - The case of "Zootopia 2" illustrates that successful collaborations are not merely about short-term promotions but are extensions of brand strategy and long-term investments [26][65] - Companies should focus on building emotional connections with their IPs, ensuring they resonate with contemporary consumer values and preferences [27][66] - A dual-matching evaluation system for partnerships should be established, focusing on audience overlap, value alignment, and situational fit to maximize the effectiveness of collaborations [28][67]

"我抢到了朱迪的联名咖啡""我集了全套奶茶包装"……电影《疯狂动物城2》热映，带动联名产品热 销，12月6日，国贸一电影院入口处，三五个高中生正带着他们收集的电影周边产品与影院内的海报合 影。 粉丝经济大行其道，热门IP推出的联名产品越来越常见，其中咖啡、茶饮、食品更是常客。当随套餐赠 送的联名徽章、贴纸、冰箱贴，甚至塑料杯、纸袋都被罩上"社交货币"的光环后，许多中小学生为了跟 风追逐联名产品而过度消费，甚至出现"买8杯饮料扔6杯""买10个汉堡全家人都吃不完"等情况。 瑞幸官方发布的《疯狂动物城2》联名产品。 现象 为得联名产品咖啡"直接冲4杯" 11月17日早上7点，位于丰台区宋家庄的一家瑞幸咖啡刚刚开门，不少孩子就涌了进来。"上新联名咖啡 的第一天，货全，赶在上课前先来抢。"在附近中学就读的李雯（化名）说。 记者眼前，咖啡店的广告屏和海报已经换成了《疯狂动物城2》的联名设计，印有电影主人公朱迪、尼 克等形象的塑料杯、杯套和手提纸袋，也整齐罗列在柜台前。"我喜欢那个有'闪电'和'豹警官'的纸 袋""朱迪和尼克的PP杯（即塑料杯）都好好看"……不到20平方米的门店内，六七名穿着校服的中小学 生你一言我一语， ...

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