（图片来源：网络） 出品｜搜狐财经 作者｜李保铭 9月1日开始，"用人单位与劳动者约定或者劳动者向用人单位承诺无需缴纳社会保险费的，人民法院应当认定该约定或者 承诺无效"等司法解释将要实施。这条解释一度被外界解读为"强制社保"，后被媒体辟谣。 但随着近年来人工成本的增长，如何降本成为越来越多企业思考的话题。其中之一便是某些企业开始聘用高龄员工。与 此同时，炒菜机器人的发展与普及，也为企业降本提供了另一种可能性。 目前，已经有多家连锁餐饮企业投入使用炒菜机器人。炒菜机器人的优势显而易见，既可以节省人力成本，又能提高门 店人效比，相关菜品的口味也能得到统一。 不过，团餐大型炒菜机3万元起步、部分产品高达20万元，或会在一定程度劝退部分从业者。 餐饮企业投入炒菜机器人，市场规模有望突破37亿元 根据《世界炒菜机器人产业发展报告》数据显示，受餐饮行业自动化升级需求增加、中央厨房和连锁餐饮标准化运营的 推动，中国炒菜机器人市场从早期探索到快速发展的阶段，中国炒菜机器人市场的规模在2024年达到31.7亿元。 到2025年，市场规模有望突破37亿元，随后将呈现持续高速增长态势，到2030年将突破117亿元。 添可智能CE ...

在业内人士看来，费大厨精准把握了当下消费者对"好吃、新鲜、健康"三位一体的核心诉求，以"现炒 体验+健康升级"构建了品牌的独特竞争力。特别是在当下外卖行业热战时，费大厨却守住了堂食这片 主战场，对消费者"只直营不加盟、只堂食不外卖"的承诺。 据了解，费大厨是首个从湖南走出去，门店覆盖一线城市的全国湘菜直营连锁品牌。今年以来，面对消 费者日益增长的健康饮食需求，费大厨持续进行产品升级，积极探索健康新方向。 北京商报讯（记者 郭缤璐）8月27日，北京商报记者了解到，费大厨辣椒炒肉全国直营门店突破190 家，覆盖长沙、北京、上海、广州、深圳、杭州、成都、西安、武汉等核心城市。接下来，费大厨还将 在更多城市持续开店，成都、武汉、西安、广州等地仍有多家新店在筹备中。 ...

消息面上，绿茶集团公布中期业绩，收入约22.9亿元，同比增长23.1%；公司的权益股东应占期内利润 约2.34亿元，同比增长34%；经调整净利润约2.51亿元，同比增长40.4%；每股基本盈利0.42元。 于报告期内，该集团主要专注于在三大地区建立我们的市场地位，即华东、广东省及华北，均是中国内 地的主要经济中心。截至2025年6月30日，集团的餐厅网络由502家餐厅组成，覆盖中国香港特别行政区 以及中国所有一线城市、15个新一线城市、31个二线城市及91个三线及以下城市。 绿茶集团(06831)午后涨超4%，截至发稿，涨4.25%，报8.1港元，成交额2141.89万港元。 ...

Group 1 - The article discusses the significant increase in living costs in New York City, highlighting that basic meals and services are much more expensive compared to Shanghai, with examples such as a bagel and coffee costing around $16 and a Vietnamese pho breakfast costing $85 for three bowls [3][4]. - The article contrasts the public amenities in New York, such as Central Park and public libraries, which are free and well-maintained, with the high costs of living and services in the city [6][9]. - The article emphasizes the differences in public transportation between China and the U.S., noting that New York's subway system is expensive and often unreliable, while Shanghai's metro is affordable and efficient [10][13]. Group 2 - The article highlights the favorable environment for producers in the U.S., where finding a job is relatively easy, and the minimum wage has increased significantly from under $5 to $18 per hour over the past two decades [20][19]. - It discusses the respect for all types of jobs in the U.S., where individuals are encouraged to pursue work they love, contrasting this with the competitive nature of job markets in China [21][19]. - The article points out that while the U.S. provides a high living standard, many individuals who emigrated to the U.S. may wonder about the opportunities they missed in China as the country has grown economically [29][24]. Group 3 - The article notes that the stock market is a primary investment tool in the U.S., with long-term investments yielding better returns compared to real estate, which has seen stagnant growth over the years [30][32]. - It mentions the increasing popularity of Chinese brands in the U.S. market, particularly in the food and beverage sector, with examples like Heytea and Haidilao attracting significant customer interest [35][37]. - The article reflects on the potential for Chinese electric vehicles to succeed in the U.S. market, suggesting that if the market opens up, they could outperform existing brands due to their advanced technology [41].

Group 1 - The core idea of the article is the launch of the "KFC Happy Coffee Bus," a collaboration between Changsha Public Transport Group and KFC, marking a significant step in cross-industry cooperation between public transport and the food service sector, enhancing urban service innovation [1][3][10] Group 2 - The "KFC Happy Coffee Bus" transforms idle buses into mobile food stations, showcasing efficient resource utilization by repurposing public transport assets and human resources, thus creating new business opportunities for both companies [3][5] - The operational model involves modifying the bus interiors to meet food safety standards while retaining the bus's original structure, allowing for a compliant and functional mobile dining space [5][10] Group 3 - The bus features a playful design with animal themes, appealing to families and children, and includes a spacious service window for customer interaction [5][7] - On the opening day, popular items included American coffee and spicy chicken wings, indicating strong consumer interest and engagement [7] Group 4 - A collaborative initiative called the "Park Passport" was launched, allowing customers to collect stamps at themed KFC restaurants and the mobile food station, enhancing the overall visitor experience [9] - The operational hours of the nearby shuttle service to the zoo were extended to accommodate visitors, further enriching the urban tourism experience [9] Group 5 - The partnership is seen as a model for resource complementarity, reducing operational costs while enhancing public service capabilities, thus promoting sustainable development and consumer engagement [10] - Future plans include expanding this model to other tourist attractions and commercial areas in Changsha, aiming to make the "KFC Happy Coffee Bus" a new urban service icon [10]

Group 1 - Company Yum China (09987) announced a share buyback of 18,000 shares for a total cost of HKD 6.2716 million on August 13, 2025 [1] - The company also repurchased 70,900 shares for USD 3.2 million on the same date [1]

Core Viewpoint - The article highlights a video collection activity themed around "business wars," showcasing unconventional storytelling approaches by creators, diverging from traditional narratives of brand and price battles [2]. Summary by Sections Featured Works - The first highlighted video, "The Behind-the-Scenes Struggle Comparable to Palace Dramas: The Inside Story of the Wahaha Inheritance Dispute," provides a detailed exploration of the controversy, engaging viewers for its thoroughness despite some disputed information [3]. - The second video, "Why Did the Dumpling King 'Yuanji Yunjiao' Fail?" addresses food safety concerns that resonate with consumers, reflecting the impact of such issues on brand reputation [4]. - The third entry, "The State Steps In to Halt the Takeout Three Kingdoms: What Will the Future of the Single Economy Look Like?" discusses the implications of regulatory actions on the evolving single economy, garnering significant viewer engagement with nearly 200,000 views and over 8,000 comments [5]. - The fourth video, "Starting from 'Nezha 2', Discussing the Power Games of Hong Kong's 'Four Big Families'," presents a conventional topic but maintains an engaging narrative style characteristic of Hong Kong cinema [6]. - The fifth piece, "A Pie from the Sky? Think Again, Starbucks Should Pay You Instead," employs humor and a logical twist to engage the audience, illustrating that business conflicts can occur in various settings beyond corporate environments [7]. About the Video Platform - The platform, Tiger Sniff Video, aims to become a brand with insights, expressiveness, and viewpoints in the fields of business, technology, and social observation, currently hosting over 500 talented video creators [6]. - Creators are encouraged to submit their works for potential features on the homepage, weekly prize opportunities, and chances for their quality content to be shared on the Tiger Sniff video account, increasing visibility [7].

Group 1 - Taobao 88VIP has integrated with Hema, allowing members to enjoy benefits such as free shipping and discounts, which is expected to drive new growth for Hema [6] - Taobao is launching a new membership system that integrates resources from Ele.me, Fliggy, and Hema, enhancing user benefits and marking a strategic shift towards a comprehensive consumption platform [8] - Hema's co-founder, Shen Li, has left the company, indicating a shift in leadership as the company focuses on profitability and core business areas [11] Group 2 - JD.com plans to open five discount supermarkets in Jiangsu and Hebei, utilizing a large store format and a wide range of SKUs to offer competitive pricing [8] - Guoquan reported a revenue of 3.2397 billion yuan, a year-on-year increase of 21.6%, with net profit rising by 122.5% to 190.2 million yuan [9] - Meituan has initiated a support plan for small and medium-sized merchants, providing up to 50,000 yuan in assistance per store, aiming to cover over 100,000 additional restaurants by year-end [12] Group 3 - Tmall International saw 580 overseas brands open their first stores in China in Q2, a 45% year-on-year increase, with the majority coming from the U.S., Japan, and South Korea [13] - Sam's Club plans to open its first store in Yangzhou by the end of the year, with construction progressing well [14] - Domino's Pizza reported a 1.3% increase in sales for the first half of the year, with challenges from rising raw material costs impacting profit margins [20]

呷哺呷哺预计2025年上半年收入约19亿元人民币，同比下降18.9%。预计上半年净亏损介于0.8亿元至1 亿元人民币，较去年同期亏损（2.74亿元）大幅收窄63.2%至70.5%。 亏损收窄主要归因于成本优化、供应链及物流效率提升、餐厅结构优化（关闭低效门店、聚焦高潜力区 域）以及资产减值损失的减少。 集团为确保稳健现金流和良好财务状况，正推展以下营运管理策略：实施餐厅网络焕新策略，通过精准 卡位高潜力区域和结构性出清低效餐厅，实现资源再配置和效率提升。深化即时配送服务生态布局，驱 动业务规模扩张和经营效益提升。战略性拓展预付式消费模式，通过动态价值治理优化折扣，实现经营 收益增长与利润空间提升。推进与头部动漫IP的深度合作，通过联名产品、门店改造及数字化营销触达 年轻消费群体，重塑品牌活力。 ...

星巴克最近交出了一份很难看的成绩单：利润暴跌了5.58亿美元。但这背后，其实是CEO尼科尔在进行 一场主动的、代价高昂的"大翻修"。 星巴克的核心问题出在它的"金字招牌"上。 过去，星巴克之所以能卖得比别的咖啡贵，很大程度上是因为它卖的不只是一杯咖啡，更是一种"第三 空间"的体验——一个舒适、有格调、能让人放松或工作的地方。人们愿意为这种独特的氛围和服务多 付钱。 然而，这几年情况变了。 一方面，物价普遍上涨，消费者对价格更敏感了； 另一方面，星巴克面临的竞争前所未有的激烈，从精品咖啡馆到快餐店（麦当劳、Dunkin'）再到便利 店（7-11），都在争夺咖啡市场。 而且，星巴克自身的服务体验也出了问题：店里人手不足导致排队时间变长、咖啡品质不稳定、过度依 赖手机点单让店里少了人情味……结果就是，消费者越来越觉得星巴克咖啡"不值那个价"了，它的品牌 吸引力，或者说"溢价能力"正在持续下降，于是，人们就不再那么愿意为"星巴克体验"支付明显的额外 费用。 尼科尔深刻认识到，如果还像过去那样小修小补，或者只想着靠涨价维持利润，这条路是走不通的，只 会让问题越来越严重，最终可能导致星巴克失去灵魂，变成一个平庸的、慢慢衰 ...