Core Insights - The "smoky economy" is evolving from version 1.0 to 2.0, driven by urbanization and upgraded consumer demand, transitioning from traditional street stalls to refined, scene-oriented community dining models [1] - The integration of community dining is creating new opportunities in the family dining sector, particularly for hot pot and barbecue, as it combines the necessity of home dining with trends like the "lazy economy" and "social economy" [1] Group 1: Community Dining Integration - Community dining integrates food retail, instant cooking, and social experiences, moving beyond traditional supply models [3] - The community dining model has led to a market size exceeding 200 billion yuan for family hot pot and barbecue ingredients in 2023, with community stores contributing over 60% of sales [3] Group 2: Supply Chain Revolution - The surge in hot pot and barbecue ingredients is fundamentally driven by supply chain efficiency upgrades, with centralized kitchens and cold chain distribution enhancing home dining experiences [4] - Consumers benefit from a cost-effective dining experience averaging 30-50 yuan per person, while enjoying quality comparable to restaurants [4] Group 3: Service Ecosystem Expansion - Leading brands are extending into service ecosystems by developing scene-specific products and hosting community events, transforming stores into local experience centers [5] - Innovative services, such as on-site cooking by chefs, can increase customer spending by 30% [5] Group 4: Challenges and Future Outlook - Community dining integration faces challenges such as regional taste differences, high spoilage rates of fresh products, and quality control issues with pre-prepared meals [6] - Future solutions may involve data-driven supply adjustments and deeper integration with community group buying and private traffic operations to create more agile business models [6] Group 5: Ecosystem Competition - The competition is shifting from product offerings to service ecosystems, emphasizing the need for balance between efficiency and customer engagement [7] Conclusion - The essence of the smoky economy 2.0 is leveraging community as a pivot to tap into the incremental market for family dining, with competition focusing on ingredient innovation and the reconstruction of local life service ecosystems [8]

Consistent earnings growth captures the attention of top executives and analysts because it reflects a company’s profitability. However, earnings acceleration is even more effective in boosting stock price. Studies indicate that the most successful stocks have experienced an acceleration in earnings before an increase in stock price.  To that end, The Kroger Co. (KR) , Lam Research Corporation (LRCX) and Limbach Holdings, Inc. (LMB) are exhibiting strong earnings acceleration. What is Earnings Acceleration? ...

证券代码：603719 证券简称：良品铺子 公告编号：2025-014 良品铺子股份有限公司 2025 年第一季度主要经营数据公告 本公司董事会及全体董事保证本公告内容不存在任何虚假记载、误导性陈述 或者重大遗漏，并对其内容的真实性、准确性和完整性承担法律责任。 根据上海证券交易所《上市公司自律监管指引第 3 号行业信息披露：第四号 ——零售》相关要求，良品铺子股份有限公司（以下简称"公司"）现将 2025 年第一季度门店变动情况及主要经营数据披露如下： 一、报告期内门店变动情况 详见附表 1。 | 地 | 经营 | | | 直营门店 | | | | 加盟门店 | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 区 | 业态 | 门店 | 门店 | 建筑面积 | 预计开业 | 门店 | 门店 | 建筑面积 | 预计开业 | | | | 家数 | 来源 | （㎡） | 时间 | 家数 | 来源 | （㎡） | 时间 | | 甘 肃 省 | 零售 | 0 | / | / | / | 4 | 租赁 | 214 | 年第 2025 二 ...

文 | 《 BUG 》栏目 罗宁 近日，永辉超市开封星光天地店完成胖东来调改，成为全国调改门店的第 55 家。 自从去年 5 月，永辉超市首次发布门店调改公告，时间已过去近 1 年，这些"胖改"店陆续 营业步入正轨。在胖东来的流量光环下，大众对"胖永辉"抱有相当高的预期，但调改后的 实际效果究竟如何？ 近日，《 BUG 》栏目分别前往北京石景山喜隆多店、大兴区鸿坤广场店实地走访，发现开 业热潮褪去后的永辉"胖改"项目，正显露出改造不够彻底的尴尬现实： 第一，从客流来看，曾经的人潮盛况早已不再，那些一物难求的网红产品，如今既不缺货也 无需抢购，甚至无人问津。 第二，从零供关系看，有供应商直言，"胖永辉"砍掉中间商后，超市以薄利甚至零毛利运 营，长期将不可持续，且直采方式对超市资金链形成较大考验。另有供应商透露，裸价直采 政策推出后，挤压了品牌方利润空间，倒逼企业通过产品减量定制化降本。 第三，从员工薪资以及休假待遇看，调改后的"胖永辉"依然不及胖东来，且薪资差距很 大。 探访：客流回归平淡， 网红产品不再抢购 （图为永辉喜隆多店） 近日，《 BUG 》栏目在中午时间段走访了位于石景山的永辉喜隆多店，这家是永辉超 ...

Core Insights - Yonghui Supermarket's transformation project, inspired by Pang Donglai, has not met high expectations as customer traffic and product demand have significantly declined since the initial excitement [2][4][6] - The direct sourcing strategy adopted by Yonghui has led to unsustainable low profit margins, raising concerns about the long-term viability of this model [8][9] - Employee compensation and benefits at Yonghui remain significantly lower than those at Pang Donglai, indicating a lack of comprehensive learning from the latter's operational model [10][12] Group 1: Customer Traffic and Product Demand - Yonghui's "Pang Transformation" stores have seen a drastic drop in customer traffic, with previously popular products now readily available and not in demand [2][6] - The initial surge in customer visits, such as 90,000 in the first month at the Shijingshan store, has not been sustained, leading to a more subdued shopping environment [4][6] Group 2: Supply Chain and Profitability - Yonghui's strategy of eliminating middlemen and adopting a direct sourcing model has resulted in thin or zero profit margins, which suppliers believe is not sustainable in the long run [8][9] - Suppliers have reported that the direct sourcing approach has pressured their profit margins, forcing them to reduce product sizes or customize offerings to meet Yonghui's pricing demands [9] Group 3: Employee Compensation and Benefits - There is a notable disparity in employee compensation between Yonghui and Pang Donglai, with Yonghui's store managers earning a maximum of 22,000 yuan compared to Pang Donglai's 78,000 yuan [10][12] - Yonghui's employee benefits, such as vacation days, are significantly less generous than those offered by Pang Donglai, which raises concerns about employee satisfaction and retention [10][12] Group 4: Strategic Challenges - Yonghui's adaptation of Pang Donglai's model appears selective and incomplete, focusing on optimizing its existing framework rather than fully embracing the operational ethos of Pang Donglai [12][13] - Industry analysts suggest that Yonghui's current approach may not effectively address its underlying operational challenges, indicating a need for a more profound transformation [12][13]

Summary of Key Points Core Viewpoint The report outlines the results of food safety inspections conducted in Linfen City, revealing multiple instances of non-compliance with national food safety standards across various food products sold by local supermarkets and restaurants. The findings indicate a need for improved regulatory oversight and compliance measures within the food industry. Group 1: Non-compliant Food Products - Shanxi Yonghui Supermarket's chili failed to meet pesticide residue limits, with a total of 10 kg sold, valued at 50 yuan [3][4] - Linfen Rongxing Supermarket's green beans also did not comply, with 76.5 kg sold, valued at 195.84 yuan [7][8] - Linfen Yao District's Gelin Restaurant's leeks were found non-compliant, with 7.7 kg sold, valued at 30.8 yuan [11][12] Group 2: Risk Control Measures - Investigations were conducted by the Linfen Market Supervision Administration for each non-compliant case, confirming that the respective businesses had performed due diligence in purchasing [4][9][13] - Follow-up inspections were organized to ensure compliance and corrective actions were reported [5][10][14] Group 3: Legal Actions and Penalties - Linfen Yonghui Supermarket was investigated but exempted from penalties due to compliance efforts [6] - Linfen Rongxing Supermarket was similarly exempted from penalties despite violations [10] - Linfen Yao District's Gelin Restaurant received a warning and a fine of 5000 yuan for non-compliance [15] Group 4: Additional Non-compliance Cases - Various other establishments, including fruit and vegetable stores, were found selling products with pesticide residues exceeding legal limits, with total sales figures documented [16][26][32] - The report highlights the need for ongoing monitoring and enforcement of food safety regulations to protect consumer health [44][52][60]

以下文章来源于凤凰WEEKLY ，作者王动 凤凰WEEKLY . 有温度、有情感、有趣味的新媒体。 本文来自微信公众号： 凤凰WEEKLY ，作者：王动，编辑：闫如意，题图来源：AI生成 嗨，朋友们，春节后第一个没有调休的假期，你过得怎么样？ 清明是五一的前哨，标志了全年旅游风向。 去年这个时候，普吉岛的沙滩和曼谷的街市，还是朋友圈的绝对主力。今年，东南亚就已经从朋友圈里悄悄隐退。 由于众所周知的原因，东南亚逐渐退出中产的出境目的地。国内太堵、日韩太俗，开拓新的境外旅游目的地，如今是当务之急。 西风压倒东风，新答案是遥远的四字国度。 #距离天堂最近的地方# #诺亚方舟停靠之所# #一半仙境一半火药桶的魔幻之地# …… 高加索三国，逐渐代替甘南、川西和玉渡山，成了新晋"瑞士平替"。 平替小瑞士，硬控多少中产 在小红书上搜索"瑞士平替"。 一系列京郊人造雪山外，你一定能看到格鲁吉亚的身影。 从旅游资源上，格鲁吉亚是当之无愧的高加索三国之首。高加索的雪山、黑海的沙滩、旧日的苏联遗迹……国土虽小，风景俱全。 格鲁吉亚、亚美尼亚、阿塞拜疆……以往只能在地理课本上见到的名字，现在开始出现在小红书首页和朋友圈信息流里。 你 ...

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来源：每日经济新闻 永辉超市"学习胖东来"调改正在火热进行中。 4月2日，永辉上海第二家"学习胖东来"调改店——浦江万达广场店焕新开业。紧随其后，4月3日，永辉西安第五家调改店落子未央区大明宫万达广场。至 此，全国调改门店规模扩至49家。 相关负责人介绍，预计在今年年中调改门店将达100家，全年达200家。未来，永辉超市将坚定走胖东来模式的品质零售路线，成为更适合中国主流家庭的 国民超市。 值得注意的是，4月3日永辉超市股价涨停，目前总市值463亿元。 01 "吓人，感觉全上海人都去了！" 货架被抢空，一度限流 据看看新闻Knews报道，继金山万达店之后，永辉超市上海第二家"学习胖东来"自主调改店浦江万达广场店 ，4月2日焕新开业，人气爆棚。 社交平台上，不少市民表示： 一早就排队限流了 感觉全上海人都去了…… 顾客说："超出我的想象，胖东来这个名气太响了。" 不少顾客一进店，直奔胖东来产品专区，吃的用的，塞满了购物车。 早上八点，浦江万达广场门口，顾客陆续聚集，不少人是冲着胖东来的名头而来的。 一名顾客说："太仓坐高铁过来，到虹桥坐地铁过来的，看一下这个胖东来。" 另一名顾客表示："我是河南的，家乡的店，有 ...

Financial Data and Key Metrics Changes - Kroger achieved identical sales without fuel growth of 1.5% for the full year 2024, with digital sales growing 10% compared to last year [25][28] - Adjusted FIFO operating profit for 2024 was $4,700,000,000, with adjusted EPS at $4.47 per diluted share, reflecting a 2% decline when excluding the fifty-third week [28][29] - The FIFO gross margin rate excluding rent, depreciation, and amortization increased by 32 basis points for the full year, primarily due to the sale of Kroger Specialty Pharmacy and lower shrink [26][27] Business Line Data and Key Metrics Changes - Health and wellness was a strong driver of sales in 2024, led by growth in GLP-1s [26] - Alternative profit businesses generated $1,350,000,000 in operating profit, driven by a 17% increase in media [18] - Digital sales reached over $13,000,000,000 in 2024, with significant improvements in profitability noted in the fourth quarter [16][17] Market Data and Key Metrics Changes - Customers adjusted spending habits due to macroeconomic factors, with budget-conscious households reducing spending while less budget-conscious households remained resilient [12] - Inflation for 2024 was in line with expectations, with projections for 2025 inflation set at 1.5% to 2.5% [29][30] Company Strategy and Development Direction - Kroger aims to deliver total shareholder return of 8% to 11% over time, focusing on executing its go-to-market strategy and enhancing customer experience [9][10] - The company plans to significantly increase investment in major store projects, completing 30 major store projects in 2025 [34] - The board has formed a search committee for a new CEO, indicating a focus on leadership continuity and strategic execution [7][40] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the company's ability to navigate inflationary pressures and maintain low prices for customers [30] - The company is optimistic about future growth opportunities, particularly in digital sales and alternative profit businesses [19][38] - Management emphasized the importance of associate well-being and retention, which has reached record levels [31][32] Other Important Information - Kroger's net total debt to adjusted EBITDA ratio was 1.79, below the target range of 2.3 to 2.5, providing financial flexibility [33] - The company announced a new $7,500,000,000 share repurchase authorization, with an accelerated share repurchase program for $5,000,000,000 [35] Q&A Session Summary Question: Guidance for 2025 and CEO succession - Management indicated that operating profit growth is expected from both core and alternative profit businesses, with a focus on identifying the right leader for Kroger's growth [44][46][50] Question: Digital sales and profitability improvements - Management noted strong digital sales growth and improvements in profitability, with ongoing investments in technology and operational efficiency [55][56][58] Question: ID sales guidance and inflation impact - Management acknowledged that ID sales guidance reflects flat to slightly up volumes, with inflation expectations influencing the outlook [62][64] Question: Share repurchase and balance sheet strategy - Management confirmed plans for share repurchase and maintaining a leverage ratio that allows for flexibility in capital allocation [90][91] Question: Competitive pricing and inflation trends - Management highlighted the importance of competitive pricing and monitoring supplier price increases, with a strategy to keep prices low for customers [94][96]