四川日报全媒体记者 赵泽宇 12月15日晚，茶百道自营咖啡品牌咖灰发布停业公告称：咖灰（航中路店）将于即日起进行经营调整。16日上午10点，川观新闻记者走访该店时看到，工 作人员正在打包和搬运店内物品，其中一位工作人员介绍，目前因为公司战略调整，该门店进行停业调整，还有1家位于孵化园的门店可以点外卖。 咖灰小程序相关页面。 咖灰成都航中路店停业公告。图据咖灰微信公众号 随后，记者通过外卖平台搜索咖灰位于成都的另一家门店时，均无检索结果。咖灰官方小程序也显示：在成都，当前地区暂未开放门店。仅一家第三方生 活消费点评平台显示，成都另有一家咖灰门店位于孵化园片区的嘉煜金融科技中心。 茶百道小程序相关页面。 公开资料显示，咖灰是茶百道于2023年推出的咖啡子品牌，首店于2023年12月在成都正式落地，即桐梓林片区航中路。据了解，咖灰是属于茶百道新茶饮 业务之外的独立业务，首店为直营店，在开业后并未拓展新店。 记者在走访中注意到，目前部分茶百道门店上线了新茶饮之外的现磨咖啡新业务。在茶百道官方小程序中，销售咖啡产品的门店有专门的"现磨咖啡"标识 注明。截至记者发稿，前述停业公告已在咖灰官方微信公众号上删除。 两张现场照 ...

以下文章来源于餐饮O2O ，作者专注餐饮业创新的 餐饮O2O . 餐饮O2O是中国专注餐饮产业链新媒体，每天分享餐饮产业上下游新鲜资讯+干货案例，以媒体为入口，为餐饮业提供咨询培训、投融资、供应链、开店 选址、创业加盟等行业深度服务。 当各大品牌还在为城市核心商圈的黄金铺位激烈厮杀时，它已经悄然将咖啡送到了你家楼下的便利店、街角的烘焙店，甚至网吧和健身房。 2025年12月11日，一则消息震动了中国咖啡市场： 创立于2019年6月的挪瓦咖啡宣布，其门店数量正式突破10000家。 回顾咖啡赛道，这堪称一个 "浓缩"的奇迹 。从成立到万店，瑞幸用了约6年，幸运咖依托蜜雪的庞大底盘蓄力已久，而 挪瓦咖啡仅用了四年半 。 这一速度不仅远超传统咖啡巨头的扩张节奏，即便在以"快"著称的中国新消费市场中，也极为罕见。 更令人深思的是，它的崛起并非发生在市场的蛮荒期，而是 "后瑞幸时代"的深度红海——市场教育已完成，巨头格局初定，消费者选择众多。 在一片看似铁板一块的市场中，挪瓦咖啡没有选择正面硬撼，而是用一把名为" 咖啡+"轻资产联营" 的钥匙，打开了另一扇通往万店的大门。 挪瓦咖啡 究竟做对了什么？这种模式是特殊案例，还 ...

Core Insights - The article highlights the 2025 Super CEO list, which recognizes outstanding leaders across various industries who drive financial growth and shareholder returns while maintaining personal reputation [1] - China's actual foreign investment utilization is projected to decline to $116.24 billion in 2024, a 28.8% decrease year-on-year, marking the second consecutive year of decline after reaching a peak in 2022 [2] - Despite the decline, China remains the fourth-largest recipient of foreign direct investment globally, accounting for 7.7% of total global FDI in 2024 [2] Group 1: Foreign Investment Trends - The decline in China's foreign investment is attributed to a combination of global economic conditions, policy adjustments, domestic economic transformation, and changes in international competition [2] - The number of newly established foreign-invested enterprises in China is expected to reach 59,080 in 2024, a 9.9% increase year-on-year, indicating a positive trend despite the drop in investment amount [2] Group 2: Government Initiatives - The Chinese government is actively promoting policies to expand openness, including the "2025 Action Plan for Stabilizing Foreign Investment," which outlines 20 measures to enhance investment promotion and support foreign enterprises [3] - The 8th China International Import Expo showcased 4,108 companies from 138 countries, with an intention to transact $83.49 billion, a 4.4% increase from the previous year, highlighting China's commitment to global economic integration [3] Group 3: CEO Highlights - The article features notable CEOs leading multinational companies in China, such as: - Lou Jianfeng from BASF, who emphasizes green transformation and local investment despite a slight decline in sales [20] - Seto Onobu from FineToday, focusing on local innovation and sustainable practices, contributing to 40% of the company's global sales [21] - Dong Wei from Nike, who is steering the brand through challenges with a focus on local innovation and community engagement [22] - Schwann from Sanofi, who is enhancing local production capabilities with a significant investment in a new insulin production facility [23] - Yin Zheng from Schneider Electric, who is driving technological innovation and sustainable practices in response to market challenges [24] - Zhu Xiaotong from Tesla, who is adapting sales strategies to penetrate lower-tier markets [25] - Zhu Xiaojing from Walmart, who has successfully transformed the company into a leading omnichannel retailer in China [26] - Xiao Song from Siemens, who is implementing a "China Accelerate 2.0" strategy to enhance local R&D and production [27] - Liu Wenjuan from Starbucks, who is leveraging local insights to drive growth and enhance customer engagement [28] - Yang Xiaoping from Charoen Pokphand Group, who is focusing on green transformation and digitalization in the Chinese market [29]

以下文章来源于每日商业必读 ，作者余生 12 月 11 日，挪瓦咖啡正式宣布全球门店总数已突破 10000 家，覆盖国内超过 300 座城市，并在澳洲、东南亚等海外多地落地。 业内人士分析，以挪瓦咖啡的拓店速度和创新模式，公司很有可能冲击连锁咖啡行业第二的地位。 而更加引人注目的是，这家成立于 2019 年的年轻品牌，在 2025 年实现了同比增长幅度达 4 倍以上的惊人增长速度。 挪瓦咖啡单月开店数最高达 1800 家，这一速度堪称全球第一。公司高层透露，实际上在 10 月底签约门店数就已破万，当时并未急于对外发布。 "万店规模只是起点，公司更看重如何助力合作伙伴和加盟商更好的生意与利润增长，为下一步再上新台阶打好基础。" "寄生模式"扩张 挪瓦咖啡成立于 2019 年。 每日商业必读 . 商业世界的前沿阵地 导语：挪瓦的四位创始人没有线下开店经验，因此选择"店中店"模式。 继瑞幸咖啡、库迪咖啡和幸运咖之后，中国又一家万店咖啡品牌诞生了。 当时咖啡市场早已不是一片蓝海，星巴克稳坐高端咖啡市场的龙头宝座，瑞幸则凭借互联网思维和疯狂补贴在平价咖啡领域迅速崛起，众多精品咖 啡品牌也在各自的细分赛道上努力耕耘。 这 ...

过去的工具产品，核心是满足功能性需求，核心是"解决问题"。它追求性价比，在过剩的制造业中高度同质化，陷入无止境的内卷。例如：普通充电宝、 基础款白T恤、工业量产的马克杯。 情绪经济的爆发并非偶然，其背后是现代社会中两种普遍且强烈的心理驱动力量。 首先，是追求"即时满足"的心理。在信息过载、节奏飞快的时代，用户的耐心阈值被不断拉低，以抖音为代表的平台成功揭示了这种偏好：用几十秒内提 供强烈情绪刺激的内容，替代了需要长时间沉浸才能获得满足的书籍或长视频。 这种心理映射到消费领域，催生了产品设计和营销的革新。消费品需要像设计抖音爆款视频一样，打造"连续性惊喜"与"不可能的高点"。例如，以戏剧性 冲突、极致性价比的错位或反常规的渠道出现，瞬间抓住用户注意力，提供强烈的即时情绪反馈。 消费中的玩具属性：提供即时乐趣、好奇与探索欲。如：泡泡玛特盲盒（过程即乐趣）、能种植的植物书签（互动与期待）、一款剧情类游戏（情感沉 浸）。 道具属性：充当社交货币或身份标签。如：观夏香薰（东方美学品味的道具）、老铺黄金（文化自信与新贵身份的道具）、一双限量球鞋（圈层归属的道 具）。 当中国制造让"拥有一件好工具"的成本变得极低，竞争的赛 ...

拉瓦萨（Lavazza）是意大利咖啡品牌，成立于1895年，创始人为Luigi Lavazza。2020年初，百胜中国 与Lavazza集团成立合资公司，百胜中国持有65%股份，共同在中国经营拉瓦萨咖啡门店和零售业务， 主打"纯正意大利咖啡体验"。2023年，拉瓦萨中国曾表示，未来几年将加速拓店，计划到2028年实现开 出超️1000家店的目标。 她解释到，因为咖啡的原材料，一个是咖啡豆，价格变化幅度很大；另外在中国市场，最贵的原材料是 奶。"所以我们当时就想，什么咖啡可以不加奶？有人提出，是不是可以加气泡？我觉得很好，唯一的 问题就是气泡咖啡是新鲜事物，市场可能不接受；但是没关系，中国很多年轻消费者，愿意尝试新事 物，所以我们就推出了苹果、凤梨……各种口味的气泡咖啡。" 屈翠容还提到，百胜旗下另一个咖啡品牌——Lavazza（拉瓦萨）也有气泡咖啡。但在她看来，肯德基 的气泡咖啡要更好。"因为两者的工艺不同，肯悦这边有专门的设备，气泡是打进去的，这就像喝啤 酒，有气和没气的感觉完全不一样。" 目前，百胜中国旗下目前运营的咖啡品牌主要包括肯悦咖啡（K COFFEE）和Lavazza拉瓦萨咖啡两个 主要品牌。 据 ...

Group 1 - Commercial banks are accelerating capital increases and share expansions as the year-end approaches, with several banks like China Construction Bank and Bank of China taking measures to strengthen their capital base and support the real economy [1] - The issuance of special bonds targeting government investment funds has reached nearly 85 billion yuan this year, with multiple regions participating, indicating a trend of low-cost, long-term funding for government projects [1] Group 2 - Over 520 companies have been investigated by institutions since December, with a focus on popular sectors such as commercial aerospace and AI hardware, indicating strong interest in these areas [2] - 77 companies have reported full order books, particularly in the power equipment sector, suggesting robust demand and potential for profit growth in the coming years [2] Group 3 - The global memory chip market has experienced a significant price surge, with DRAM and NAND Flash prices increasing over 300% since September, driven by advancements in AI and "compute-in-memory" technology [3] Group 4 - The first large-scale production project for bio-methanol in China has officially commenced, marking a strategic advancement in clean fuel development [4] Group 5 - YUM China has announced a share repurchase plan totaling approximately $460 million, as part of a broader capital allocation strategy to return $1.5 billion to shareholders by 2026 [7][8] Group 6 - Yihua Group plans to raise nearly 200 million Hong Kong dollars through a new H-share placement, with 90% of the proceeds allocated for repaying bank loans [9] - Huafu Securities has had a 5 billion yuan public bond application accepted by the Shanghai Stock Exchange, aimed at supplementing working capital [9] Group 7 - The Southern Black Sesame Group is progressing with a share transfer to a state-owned enterprise, which will result in a change of control and ownership structure [11]

Core Viewpoint - The article discusses the emergence of Nova Coffee as a new benchmark in the Chinese coffee market, highlighting its rapid expansion and innovative business model that focuses on sustainable growth rather than mere scale [4][6]. Group 1: Growth Model - Nova Coffee has achieved a remarkable GMV growth of 400% year-on-year while maintaining a strong cup volume increase, indicating effective expansion rather than superficial growth [20][22]. - The company has a monthly store opening rate of approximately 1,000, with peak months reaching 1,800 new stores, surpassing historical expansion rates of competitors like Starbucks and Luckin Coffee [13][15]. - Nova's growth is characterized by a "speed and quality" model, breaking the traditional "scale paradox" where rapid expansion often leads to diminishing returns [10][11]. Group 2: Competitive Barriers - Nova Coffee has established a three-dimensional differentiation barrier by reconstructing "people, goods, and scenes," allowing it to maintain pricing power amidst fierce competition [30]. - The company focuses on health-conscious products, positioning itself against the trend of high-sugar offerings, thus capturing a unique market segment [31]. - Nova operates 24/7, maximizing asset utilization and enhancing ROI by breaking traditional time constraints in coffee shop operations [32][38]. Group 3: Digitalization and Delivery - Nova Coffee leverages its strong digital capabilities and delivery systems to capture online traffic, positioning itself as a "full-service flow operation center" [45][49]. - The company has amassed tens of millions of new members, creating a valuable digital asset that drives business decisions and enhances customer retention [47][48]. - Nova's external partnerships enable it to tap into the growing online food delivery market, which has seen daily orders increase from 100 million to 200 million [42][44]. Group 4: Future Growth Potential - The article posits that Nova Coffee's current scale is just the beginning, as it explores a "joint operation model" that allows for extensive market penetration without the traditional overhead costs [52][60]. - This model enables Nova to partner with existing retail outlets, significantly lowering the barriers to entry for coffee sales in various locations [53][59]. - The potential market for Nova is vast, with opportunities to penetrate millions of retail locations across China, far exceeding the limitations of traditional coffee shop models [60][64].

今年，食品饮料行业的收并购事件频频发生，星巴克中国易主博裕，可口可乐在评估剥离Costa咖啡业务，雀巢也传出想出售蓝瓶咖啡（Blue Bottle Coffee）。 其中，不少资产出售价格远低于买入价，出现明显的价格缩水： 雀巢2017年以约7亿美元估值收购蓝瓶咖啡68%股权，如今传出以低于7亿美元的价格出售（只卖门店、保留品牌）。 可口可乐2018年以39亿英镑（约合51亿美元）收购Costa咖啡，如今也被曝考虑大幅折价出售，交易价格相较购入价已明显缩水。 这些曾经代表了精品、高端化的生活方式品牌，如今却成为了"包袱"，在资产负债表上成为累赘。 这篇内容，我们尝试讨论三个问题： 一、为什么剥离的往往都是实体门店业务 相比快消行业，线下实体零售生意更非标、不容易复制，也面临更高的管理难度。 先回答一个问题，快消品行业和实体门店业务有什么不同？ 更重要的是，在快消品巨头的业务结构下，实体门店业务很难成为战略级业务，很难获得足够多的资金和资源投入到门店扩张中，所以逐渐在市场竞争中 缺失竞争力，进而成为边缘化业务，到了被甩卖的境地。 快消行业提供的是产品，实体门店提供的是产品+服务+空间，不同的行业需要的能力不同。 ...

前有伊利携手张兴朝大搞抽象，后有安慕希合作小力士、胡先煦狂秀地域梗……近两个月，品牌找"喜人"合作广告成为了新的流行风向标。 这一波出圈的品牌广告基本都围绕"梗文化"和"抽象文化"展开。 据剁椒Spicy盘点，除了《喜人奇妙夜2》（下简称《喜人2》）节目中的8个官方赞助品牌，还有超过20个非赞助品牌与喜人达成了合作，且这些合作高度 集中在张兴朝、李嘉诚身上，二人携手拿下了十个以上代言，断层式领先其他喜人演员。 剁椒Spicy从业内人士处获悉，近几个月，张兴朝部分品牌广告费用已经达到百万级别，其它热门CP组合和艺人的费用也多数达到了大几十万。要知道， 这波品牌与喜人的合作多数是短期代言，大多起到品宣效果，结合渠道传播费用，可谓投入不菲。 从品牌类型来看，这波代言品牌以互联网、快消行业为主，这两大行业背后站着大量的年轻用户，也具备迫切的年轻化诉求。 在《喜人2》之前，被品牌们疯抢的喜剧人还是脱口秀艺人。但相较于脱口秀片段式金句的低门槛传播，喜人们创作的梗文化内容大多结合其演绎的角色 和剧情，内容时长较长，门槛较高，这也让非该综艺观众的用户对喜人认知有限。 而大量品牌合作的喜人"梗"广告多数强依托于这些内部限定梗， ...