Core Viewpoint - The ice cream brand "Mr. Wildman" faces scrutiny over its claim of "made on the same day," as consumers have spotted frozen milk base packets with a shelf life of up to six months, leading to allegations of using pre-made ice cream [1][4]. Company Overview - Mr. Wildman, founded in 2015, has recently experienced rapid growth, with plans to expand from over 100 stores in 2023 to more than 1,000 by the end of the year [6][7]. - The brand operates on a "central factory pre-processing + store terminal production" model, where frozen milk bases are prepared centrally and then finished at the store level [1][8]. Product and Production Process - The ice cream is made using natural ingredients like fresh milk, nuts, and seasonal fruits, with a focus on a healthier product that has lower fat and sugar content compared to competitors [8][10]. - The production process involves the use of frozen milk bases, which are thawed and mixed with fresh ingredients at the store, ensuring a fresh product for customers [1][8]. Market Position and Competition - The ice cream market in China is becoming increasingly competitive, with Mr. Wildman positioned as a stable local brand amidst declining interest in international brands like Häagen-Dazs [6][10]. - The average customer price for Mr. Wildman's ice cream is around 30 yuan, and the brand primarily targets core commercial areas, which may limit its ability to expand to a larger scale like other beverage chains [10]. Future Plans and Challenges - Mr. Wildman is cautious about its expansion pace, focusing on selecting franchise partners with strong operational capabilities and values [7][8]. - The company has not pursued external financing, preferring to maintain control over its growth trajectory, and has not disclosed its current profitability [7][8].

Core Viewpoint - The article discusses the controversy surrounding pre-made food products in the context of the ice cream brand "野人先生" (Mr. Wildman) and its pricing strategy, highlighting the challenges of maintaining consumer trust amid allegations of using pre-packaged ingredients [3][5][12]. Group 1: Controversy and Market Reaction - The conflict began when 罗永浩 (Luo Yonghao) criticized 西贝 (Xibei) for using pre-made dishes, leading to public support for Luo and scrutiny of other brands, including 野人先生 [5][7]. - 野人先生 faced backlash after allegations surfaced that it used overnight milk base for its ice cream, contradicting its claim of "freshly made" products [7][15]. - The pricing of 野人先生's ice cream, ranging from 28 to 38 RMB, is considered high compared to competitors like DQ and 钟薛高 (Zhongxuegao), raising questions about its value proposition [9][11]. Group 2: Market Position and Expansion - 野人先生 has rapidly expanded, surpassing 1,000 stores and ranking third among ice cream brands in China, following DQ and 波比艾斯 (Bobi Ice) [17][19]. - The brand's growth strategy includes targeting franchisees from the tea beverage sector, leveraging their experience to drive expansion [18][19]. - Despite high initial investment costs for franchisees, the brand's gross margin exceeds 60%, making it an attractive opportunity for investors [15][19]. Group 3: Product Quality and Risks - Concerns about product quality have emerged, with reports of foreign objects found in ice cream and issues related to the use of pre-packaged ingredients [22][25]. - The brand's limited product range, featuring only six ice cream flavors, raises concerns about its ability to sustain consumer interest and adapt to seasonal demand fluctuations [26][28]. - The article draws parallels between 野人先生 and 哈根达斯 (Häagen-Dazs), noting that both face challenges in maintaining market share amid increasing competition and changing consumer preferences [27][28].

箭®薄荷味巧克力冰淇淋，便是玛氏旗下两大经典品牌强强联合的生动实践。 这一经典品牌联名的巧思同样体现在此次冰博会展出的新品上。捕捉到亲子家庭对于情感互动的需求， 脆香米®和大大®联名，推出了泡泡糖味巧克力冰淇淋，保留了脆香米®冰淇淋标志性的小熊头形象， 为家长和孩子共度亲子时光带来简单、快乐的陪伴。 新品德芙®黑巧克力冰淇淋则充分发挥德芙®在巧克力领域的优势。该产品100%甄选德芙®黑巧，含天 然可可黄烷醇。据研究结果发现，可可黄烷醇对心脑血管健康和记忆力具有潜在益处，契合健康饮食的 消费需求。同时，小巧的产品规格设计有益于消费者管理单次摄入的热量。对于所有新产品的创新研 发，玛氏都严格遵循控制每份产品的热量及添加糖含量的营养设计要求。 9月24日，第27届中国冰淇淋及冷冻食品产业博览会在天津正式拉开帷幕。旗下拥有德芙®、 M&M'S®、脆香米®、绿箭®等众多品牌的玛氏，携旗下冰淇淋系列首次参展，集中展示了近期多款广 受关注的冰淇淋新品。 经典品牌"亮新招" 玛氏旗下拥有众多知名的休闲食品品牌。尽管是国内冰淇淋市场的新将，但玛氏凭借深入人心的品牌、 高品质且口味独特的创新产品，迅速打开市场，赢得消费者的青睐。 ...

Core Insights - The article discusses the launch of a transparent protein water product by Japan's 7-Eleven private brand Cycle.me, which aims to change consumer perceptions of protein beverages traditionally associated with dairy products [3][9]. Product Overview - Cycle.me's protein water is a unique offering that contains 5g of protein per bottle, utilizing low molecular collagen protein as its primary ingredient [12][16]. - The product is priced at 193 yen (approximately 9.3 RMB) and is marketed as a low-calorie, refreshing drink with a subtle peach flavor [10][12]. Market Trends - Consumer interest in protein as a desirable nutrient has been rising, with a market forecast indicating a 2.8% increase in demand for protein food and beverages in Japan, reaching 276.3 billion yen (approximately 11.4 billion RMB) by 2024 [12][22]. - The trend towards lighter, more accessible protein products is evident, with Cycle.me positioning its protein water as a daily supplement rather than a meal replacement [16][38]. Development Challenges - The development of the transparent protein water faced challenges in maintaining clarity and taste, requiring extensive optimization of raw materials and production processes [14][19]. - Collaboration with DyDo, a major Japanese beverage manufacturer, was crucial in achieving the desired product characteristics [14][19]. Competitive Landscape - The article highlights the growing popularity of clear protein products in both Japan and the West, with various brands exploring different formulations and marketing strategies [20][22]. - In the U.S. market, clear whey protein has gained traction, with a projected market size of $2.72 billion in 2023 and an expected annual growth rate of 6.7% from 2024 to 2030 [22][24]. Consumer Reception - Initial consumer reactions to Cycle.me's protein water have been mixed, with some expressing curiosity and others preferring traditional protein sources like boiled eggs [6][7]. - The product's unique texture and flavor profile have sparked discussions on social media, indicating a blend of intrigue and skepticism among potential buyers [6][7].

Core Insights - The company "Mr. Wildman," founded by Cui Jianwei, aims to become the "Starbucks of ice cream," focusing on high-quality gelato and a unique customer experience [1][10][12] - The brand has rapidly expanded, with plans to reach 1,500 stores by 2025, leveraging a franchise model to accelerate growth [17][20][21] Company Overview - Mr. Wildman was established in 2011 in Beijing and has become one of the top three ice cream chains in China, focusing on fresh, handmade gelato [3][10] - The brand's average transaction price is approximately 28.13 yuan, positioning it as a mid-to-high-end option compared to competitors like Häagen-Dazs [10][12] Business Model - The company employs a franchise model, which has allowed for rapid expansion, with over 80% of its stores being franchises [20][21] - Franchisees are selected based on their operational capabilities rather than financial resources, ensuring a focus on quality and brand integrity [20][21] Market Position - Mr. Wildman differentiates itself by offering gelato made from fresh ingredients, with a focus on low-fat content and unique flavors, which has contributed to its popularity [5][10] - The gelato market in China is still developing, with significant competition from established brands like Häagen-Dazs and DQ [14][23] Future Outlook - The company plans to enhance its product quality, supply chain efficiency, and organizational capabilities to build a competitive advantage [26] - There is potential for price adjustments as the company scales, which could improve its market position amidst rising competition [26]

Core Insights - The collaboration between CODEMINT and DQ, themed "Ice to Shine: American Style High," leverages caffeine as a common ingredient to create an immersive brand experience, which has led to a significant surge in consumer interest and sales [1][3][10] Group 1: Collaboration Overview - The partnership marks an innovative intersection between the beauty and food industries, responding to the consumption recovery trend and targeting the Z generation's needs for emotional resonance and brand value [3][10] - The collaboration features a limited-time product launch across 18 DQ pop-up stores in five provinces, with some products selling out on the first day, indicating a market response that exceeded expectations [1][3] Group 2: Product Details - CODEMINT's star product, the "Ice Americano Mask," utilizes high-purity caffeine and other active ingredients to address the skincare concerns of young consumers, particularly those dealing with the effects of late nights [3][5] - DQ's featured product, "Coffee Mochi Blizzard," combines coffee with mochi and ice cream, creating a dual experience that aligns with the caffeine theme and enhances the overall consumer experience [3][5] Group 3: Target Audience - The collaboration specifically targets young women aged 18-30 who are both beauty enthusiasts and dessert lovers, capitalizing on their desire for social sharing and experiential consumption [5][10] - The joint experience allows consumers to enjoy both the DQ dessert and the CODEMINT mask simultaneously, enhancing the emotional and sensory appeal of the products [5][10] Group 4: Brand Strategy - This partnership exemplifies CODEMINT's strategy of building brand resonance in real-life consumer scenarios, emphasizing ingredient crossover and scene integration [10] - The collaboration reflects a broader trend in emotional consumption and social-driven marketing, providing insights into how brands can engage meaningfully with younger consumers [10]

以下文章来源于雪豹财经社 ，作者雪豹财经社 雪豹财经社 . 一个明亮的商业世界 一家冰淇淋公司的14年供应链长征 Fast Reading 作者 | 瀚 星 编辑 | 高珮莙 野人先生的总部，藏身于北京市丰台区一栋老旧的办公楼里。简单甚至略显简陋的装修，很难将它与 售价30元的中高端意式冰淇淋Gelato联系在一起。 公司最大的一间会议室也是创始人崔渐为的办公室，他与另外两位联合创始人平日里围坐在一张1平 方米左右的桌子上办公。 会议室的另一端是一张长桌，墙上挂着一幅巨大的表格，记录着野人先生所有北京自营门店过去一年 销售额的走势，绝大部分数字都是两到三位数的同比增幅，它们被划分成了"特野、一野、二野……" "运营门店就像打仗一样。"崔渐为说。 ■ 成立前13年，野人先生只开了100家店，但今年前8个月就开出了600多家店。这不是战略转 变，而是"蓄谋已久"的增长计划。 ■ 新茶饮为现制冰淇淋行业铺就了一条增长之路，野人先生的成长是一场消费习惯的迁徙。 ■ 开拓赛道的人不一定是收割果实的人，但野人先生仍然希望自己是行业开拓者，就像星巴克 之于咖啡，喜茶之于新茶饮。 这张表格已经很久没有更新了，随着门店数的快速 ...

Ice Cream Industry Performance - The ice cream industry has experienced significant growth, with Mengniu's ice cream business revenue increasing by 15.04% year-on-year to 3.879 billion yuan in the first half of the year [1] - Yili's cold drink revenue saw a remarkable growth of 37.96%, reaching 4.124 billion yuan during the same period [1] Dream Ice Cream Company Strategy - Dream Ice Cream, spun off from Unilever, reported double-digit sales growth in China for the first half of the year, holding approximately 11% market share, ranking second in the market [2] - The CEO emphasized a high-end product strategy in China, focusing on regional operations and increasing investment in e-commerce channels to compete with strong local players like Yili and Mengniu [2][3] Market Significance and Expansion Plans - The Chinese market is strategically important for Dream Ice Cream, as success in this competitive landscape could lead to success in other markets globally [3] - Dream Ice Cream plans to act as a "disruptor" in the high-end market, promoting its premium product lines and leveraging digital differentiation [3] - The company is also looking to acquire local businesses and expand its footprint by identifying successful innovative products for global scaling [3] Financial Projections - Dream Ice Cream projected a revenue of 7.9 billion euros (approximately 66.6 billion yuan) for 2024, with an adjusted EBITDA of 1.3 billion euros (approximately 11 billion yuan) and a global retail market share of about 21% [3]

Core Viewpoint - The article discusses the rising popularity of Gelato in the ice cream market, particularly in urban areas, and questions whether brands like Gelato can sustain their growth amidst increasing competition and changing consumer preferences [2][4][12]. Market Trends - Gelato, an Italian-style ice cream, is gaining traction in major cities like Beijing, Shanghai, Guangzhou, and Shenzhen, with a notable increase in the number of artisanal Gelato shops [4][6]. - The consumer trend is shifting towards premium products, with Gelato brands like "野人先生" (Mr. Wild) rapidly expanding their store count, reportedly reaching around 850 locations, with over 1000 signed contracts [6][12]. Consumer Behavior - Consumers are increasingly price-sensitive, often waiting for discounts before purchasing Gelato, indicating that high prices may limit frequency of purchase [6][10]. - The perception of Gelato as a luxury item is challenged by the availability of cheaper alternatives through community group buying platforms, where well-known brands like Haagen-Dazs are also offering significant discounts [10][12]. Competitive Landscape - The ice cream market is seeing a return to normalcy, with consumers less inclined to impulsively purchase high-priced items, leading to a decline in foot traffic for premium brands [12][13]. - Brands that offer a balance of quality and price are becoming more favored, with the 5 to 8 yuan price range emerging as the mainstream segment [12][13]. Ingredient Transparency - There is a growing consumer focus on ingredient safety, with many scrutinizing the components of ice cream products, leading to a demand for clearer ingredient labeling [15][17]. - The upcoming national standard GB/T 31114-2024 will enforce stricter regulations on ice cream ingredients, potentially reshaping the market by promoting transparency and quality [18][20]. Future Outlook - The seasonal nature of ice cream sales poses challenges, as the industry may experience a slowdown post-summer, raising questions about the sustainability of premium Gelato brands during off-peak seasons [20][21]. - The ability of brands like "野人先生" to maintain consumer interest and foot traffic in the fall and winter months will be critical for their long-term success [20].

Core Insights - The rise of Gelato in the ice cream market is notable, with brands like 野人先生 (Mr. Wildman) gaining popularity in urban core business districts, while traditional brands like Häagen-Dazs are entering discount zones [1][2][8] - The ice cream market is shifting towards more affordable options, with community group buying platforms offering significant discounts, impacting the sales of premium brands [9][11] - Consumer preferences are evolving, with a focus on ingredient transparency and health considerations, leading to a decline in impulse purchases of high-priced ice creams [13][14] Brand Performance - 野人先生 has rapidly expanded its store count, reportedly reaching around 850 locations, competing closely with established brands like DQ and 波比艾斯 (Bobby Ice) [5][11] - The brand's promotional strategies, such as buy-one-get-one-free offers, are attracting consumers, although there are concerns about the sustainability of such high pricing in the long term [5][11] - The market is seeing a trend where premium brands like Häagen-Dazs are experiencing a decline in foot traffic, with a reported double-digit percentage drop in customer visits [11][12] Market Trends - The ice cream market is returning to normalcy, with a focus on value and quality rather than excessive marketing, as consumers prioritize cost-effectiveness [11][12] - The introduction of new national standards for ice cream quality in 2026 is expected to enhance ingredient transparency and consumer trust [16] - The competitive landscape is shifting, with mid-range and low-cost ice creams gaining popularity, while high-end brands face challenges in maintaining their market share [12][14] Consumer Behavior - Consumers are increasingly scrutinizing the ingredients in ice cream products, leading to a demand for healthier options and clearer labeling [13][14] - The perception of ice cream as a social currency is diminishing, with consumers focusing more on the product's cooling function rather than its status [11][12] - Seasonal fluctuations in ice cream sales are expected, with brands needing to adapt to maintain consumer interest during off-peak seasons [19]