Core Insights - Starbucks employees face immense pressure to sell mooncakes, leading to creative and sometimes desperate sales tactics [1][24][31] - The company has introduced two new mooncake products this year, priced at 468 yuan and 358 yuan, respectively [2] - Despite high profit margins of 65%, the low repurchase rate of 23% for Starbucks mooncakes indicates a struggle to sell the product [35][36] Group 1: Employee Sales Pressure - Employees are resorting to various methods to sell mooncakes, including creative social media promotions and even self-purchasing to meet sales targets [1][6][31] - The pressure to meet sales KPIs is significant, with some employees reporting that they must sell over 200 boxes of mooncakes [24][31] - Official company policy prohibits employees from self-purchasing, yet the pressure to meet sales targets often leads to this behavior [26][31] Group 2: Product Performance - The new mooncake offerings include a variety of flavors, but employee feedback suggests that the taste does not align with consumer preferences [32][35] - The mooncake sales strategy appears to be a mix of high pricing and promotional offers, yet the effectiveness of these strategies is questioned due to low consumer interest [27][36] - The company has faced criticism for its mooncake products, which are perceived as overpriced and not meeting quality expectations [35][36] Group 3: Company Strategy and Market Position - Starbucks is attempting to adapt to local market demands while facing competition from lower-priced alternatives [36][37] - The company has recently lowered prices on several non-coffee products, indicating a response to competitive pressures in the market [36] - The ongoing challenges in mooncake sales reflect broader issues within Starbucks regarding employee satisfaction and product alignment with consumer expectations [37]

行业不景气，募资不顺，管理费比例下降；另一方面，退出也越来越难，即使有退出，也难有超额收 益。 于是，投资机构决定给投资经理降薪。合伙人说：大家要一起面对寒冬。 但是，直接降工资，显不出合伙人的管理水平。一定要降得有理有据，让投资经理心服口服。 比如：设定更严格的，更细致的KPI，设定根本完不成的KPI。 而这是不现实的。一般情况下，基金的投资期是4年，4年才投完一只基金。 换言之，一家机构里，一定有一定比例的员工，完不成投资的kpi，拿不全甚至拿不到投成奖。 退出： 每年把每个项目的irr、dpi，以KPI的形式落实到个人。 每年1月，合伙人会找我谈话，让我判断我负责的投后项目，新的一年能取得多少浮盈，多少退出。进 而要给我定KPI。 ？？？这是我能判断和决定的？我预测今年dpi就到1，可以嘛？ 募资： 全员必须参与募资。投资团队的"参与"可以体现为：独立挖掘lp，为地方政府lp储备项目，配合 募资团队的一些日常工作，等。 有哪些"花式"KPI呢？我访谈了一些同行，整理如下。 （一）年终奖相关 首先是显性的，可以量化到KPI的，和年终奖挂钩的事项。 投资： 设定刚性的每年的投资项目的数量、金额。 注意，这是 ...