《金融时报》12月17日报道，英国酒业巨头帝亚吉欧（Diageo）同意以约23亿 美元的价格，将其在东非酒业公司的65%股权出售给日本朝日啤酒（Asahi）。 交易涵盖帝亚吉欧在肯尼亚的控股资产，包括其在肯尼亚联合蒸馏公司 （UDVK）和东非酿酒集团（EABL）中的核心权益。报道指出，交易完成 后，朝日将成为东非酒类业务的主要股东，而帝亚吉欧将保留品牌授权及战略 合作关系。东非酿酒集团（EABL）仍将在肯尼亚、乌干达和坦桑尼亚证券交 易所上市。该交易被视为跨国资本对东非消费市场长期增长潜力的押注，也标 志着肯尼亚重要消费品企业股权结构的重大调整。 （原标题：帝亚吉欧向朝日出售在肯东非酒业核心资产） ...

作废声明 2025年12月22日 天津北酱酒业有限公司签订的三份《采购合同》(:合同编号:TJBJ-CGHT-026-2025、TJBJ-CGHT/HS-027- 2025、TJBJ-CGHT/JZ-028-2025),自公示之日起即刻作废,不存在任何法律效力,本公司不承担任何法律责 任,特此声明。 声明单位:天津北酱酒业有限公司 ...

客户端 珍酒李渡（06979）早盘涨超4%，截至发稿，股价上涨4%，现报8.59港元，成交额3468.77万港元。 热点栏目 自选股 数据中心 行情中心 资金流向 模拟交易 热点栏目 自选股 数据中心 行情中心 资金流向 模拟交易 客户端 珍酒李渡（06979）早盘涨超4%，截至发稿，股价上涨4%，现报8.59港元，成交额3468.77万港元。 12月19日，贵州珍酒发布关于部分区域阶段性停止大珍招商通知。当中提到，大珍项目作为公司在行业 深度调整周期中的一项重要创新举措，自启动以来持续稳步推进，取得显著成效。为保障市场良性运 营，11月9日公司公布了36个区域阶段性停止招商决定。现已过去了一个月，公司决定公布第二批阶段 性停止招商区域。 值得注意的是，12月9日，珍酒李渡集团董事长吴向东以"我们的200天"为主题，开启第五场大型直播。 他透露，"大珍·珍酒"上市200天，已在全国31个省、280个城市热销，回款5.8亿元，成为中高档白酒全 网新品销量第一，长期目标是成为300亿级超级大单品。他同时预告，一款定位更高、价格再增百元的 顶级啤酒新品正在规划。 责任编辑：卢昱君 12月19日，贵州珍酒发布关于部分 ...

当"微醺"取代"酣醉"，"情绪疗愈"压倒"社交应酬"，年轻人举杯的姿势背后，藏着一场关于酒的价值重 估。艺恩最新发布的《2025年轻人饮酒洞察报告》（以下简称报告）揭示：Z世代法定饮酒人群的参与 率，已从2023年的66%跃升至2025年的73%，与此同时，酒饮话题在社交平台的声量同比增长超200%， 互动量突破14亿次。 数据印证了一个结构性转变——年轻人正在用自己的逻辑重新诠释酒。酒业面对的，不再是一群追求醉 意的消费者，而是一代将饮酒融入生活美学的情感表达者。谁能在微醺时代理解这种转变，谁就能在下 一个消费浪潮中占据先机。 社媒驱动饮酒文化，微醺成为情绪出口 在"微醺"这件事上，年轻人已成为当之无愧的主力军。与父辈"酒桌文化"的宏大叙事不同，Z世代的饮 酒故事高度个人化。他们不热衷于推杯换盏的醉意，而是专注于杯中物所能兑现的情绪价值：放松、治 愈、愉悦与自我确认。 报告指出，抖音、小红书已成为年轻酒友们讨论酒饮文化的主阵地，"微醺"是抖音、小红书共同的热门 话题。在情绪层面，"快乐""开心"与"放松"是年轻人"饮酒"话题中高频的情绪关联词，情绪价值成为年 轻人喝酒的重要理由。同时，年轻人所感受到的"治愈 ...

李后强 （四川省社会科学院教授） 海南全岛封关运作是一项重大制度变革，对酒业的影响是立体而深远的。它就像一位经验丰富的调酒师，正试图用"政策"这杯基酒，为市场调出一杯层次丰 富、回味悠长的鸡尾酒。 3.供应链效率提升。物流便利，"一线放开"政策使货物通关时间缩短40%以上，海南成为亚太地区酒类集散中心。国际酒类巨头如帝亚吉欧、保乐力加等在 海南设立保税仓，实现了货物快速放行，提高了供应链效率。海南的仓储、物流等基础设施不断完善，为进口酒类提供了更加便捷、高效的流通渠道，缩短 了产品从生产到消费的时间，保证了产品的新鲜度和品质。海南跨境电商政策的完善，使得"线上下单、保税直发"模式得以推广，消费者可以更加方便地购 买到进口酒品，同时也为进口酒类企业拓展销售渠道提供了新的机遇。 （二）对国产酒类的影响 1.加速出海进程。海南自贸港为国产酒类提供了连接全球市场的便捷通道。茅台、五粮液、泸州老窖等头部企业利用海南的政策优势，建立"以海南为跳 板，辐射全球"的贸易网络，降低仓储、分拨及中转成本，将产品销往东南亚、欧洲等更广阔的国际市场。海南与东盟的地理邻近性和RCEP政策优势，也为 国产酒类开拓东盟市场提供了有利条件。 ...

证券日报网讯 12月22日，金枫酒业在互动平台回答投资者提问时表示，公司高度重视国家扩大内需、 刺激消费的政策导向，并将积极把握相关机遇，持续优化相关产品布局，聚焦主营业务，通过降本增效 和渠道优化夯实增长基础，持续提升公司盈利能力。同时公司也将专注产品创新，通过推进产品管线， 积极拓展市场。 （文章来源：证券日报） ...

Core Viewpoint - The "China Lang Partner Plan" is launched as a comprehensive brand strategy aimed at strengthening channel foundations and empowering terminals, with Jiangsu Nanjing as the first stop for implementation [1][3][4]. Group 1: "China Lang Partner Plan" Launch - The plan emphasizes the importance of channel partners and distributors as valuable resources for the company [4]. - Four commitments are made to address core terminal demands: enhancing service support, resource allocation to high-star partners, ensuring reasonable profits, and maintaining a long-term perspective [4][5]. - The company aims to establish Jiangsu as a strategic development market, focusing on deep market penetration and consumer cultivation [4][5]. Group 2: Market Strategy and Execution - The company plans a "three-year saturation attack" strategy, utilizing a tailored approach for each region and distributor [9][15]. - There are over 60,000 existing channel networks in Jiangsu, which will be enhanced through a tiered management system [9][15]. - The company has previously achieved significant sales in Jiangsu, with a record of 2 billion in sales, indicating a strong market presence [13]. Group 3: Brand Activities and Consumer Engagement - The company is leveraging high-profile brand events, such as the "China Lang Night" and "Red Flower Lang Spring Festival Season," to enhance brand recognition and consumer connection [11][12]. - The brand aims to create a strong brand atmosphere in Jiangsu through continuous and intensive brand exposure [15][17]. - The integration of quality, brand, and taste is emphasized as a strategy to strengthen relationships with channel partners and enhance customer loyalty [15][17]. Group 4: Future Outlook - The success of the Jiangsu campaign will serve as a test for the effectiveness of the integrated market strategy, which could be replicated in other core markets [17]. - The company is positioned to adapt to industry adjustments and reshape market dynamics through its strategic initiatives in Jiangsu [17].

Core Viewpoint - The launch of the "China Lang Partner Plan" marks a strategic initiative by Langjiu to strengthen its brand and channel network in Jiangsu, aiming for a long-term partnership with distributors and channel partners [1][2][4] Group 1: Strategic Initiatives - The "China Lang Partner Plan" is a nationwide brand strategy, with Jiangsu as the first implementation site [1] - Langjiu aims to solidify its market presence in Jiangsu through a "three-year saturation attack" strategy [2][6] - The company emphasizes a shift from a transactional relationship to a value partnership with distributors, fostering a shared destiny [4][9] Group 2: Commitments and Support - Langjiu has made four key commitments to its partners, including enhanced service support, resource allocation, profit assurance, and a focus on long-term relationships [3][4] - The company plans to implement a 1-5 star grading system for channel partners, providing lifecycle services [3] - Langjiu will concentrate resources on high-star partners, ensuring they receive adequate support and profitability [3][4] Group 3: Market Dynamics - Jiangsu is identified as a strategic development market due to its historical significance and high consumption potential in the liquor industry [7][8] - Langjiu has over 60,000 existing channel networks in Jiangsu, which will be enhanced through the new plan [5][7] - The company has previously achieved significant sales in Jiangsu, indicating a strong foundation for its renewed efforts [7] Group 4: Brand Engagement - Langjiu is leveraging high-profile brand events, such as the "Chinese New Year Gala," to reconnect with consumers and enhance brand visibility [6][8] - The "China Lang Night" events are set to take place in Jiangsu, further promoting brand engagement and consumer connection [6][8] - The focus on quality, brand, and taste is integral to Langjiu's strategy, ensuring a cohesive approach from production to market [8] Group 5: Future Outlook - The success of the Jiangsu strategy will serve as a model for Langjiu's expansion into other key markets across the country [9] - The current industry adjustment period presents an opportunity for Langjiu to reshape its market position and drive growth [9]

2025年的中国酒业，正经历一场深层次的行业洗牌：99%的名酒价格倒挂，半数烟酒店面临生死考验，经销商在去库存与保利润之间艰难挣扎。当"躺平"与 观望成为行业常态，酒仙集团却选择逆势启动"奔跑计划"，在凛冬中跑出了一条逆势上扬的增长曲线。 12月19日，酒仙集团"破局2026——酒业冬天里的破局之道"郝鸿峰迎新演讲于北京举办。董事长郝鸿峰以一句话总结其突围心法："当别人选择'躺平'时，我 们只要站起来，便已战胜80%的同行；当我们全力跑起来，就能赢过99%的竞争者。" 这句话背后，不仅是一家企业的行动哲学，更代表了一种主动进化的商业态度。它重新定义了行业调整期的生存逻辑：低谷，不是终点，而是价值回归与专 业主义崛起的真正起点。 逆流而上：不纠结、不矫情、不抱怨、拼命干 2025年的市场寒意刺骨。郝鸿峰用数据勾勒出严峻现实：名酒价格普遍下滑超30%，六七八月份市场呈断崖式下跌，悲观与观望蔓延，80%的从业者选择了 收缩与停滞。 然而，酒仙集团选择了截然相反的道路——加速奔跑。"行情越冷，越要动起来。"郝鸿峰表示，"别人减少出差，我们增加走访；别人砍掉市场费用，我们 加大品鉴会投入；别人停止学习，我们组织跨行业研 ...

Core Insights - The article emphasizes that the challenges faced by the Chinese liquor industry, particularly the baijiu sector during the "14th Five-Year Plan" (2021-2025), are structural and stem from strategic misalignments in industry transformation, market changes, and consumer trends rather than specific corporate failures [1] Group 1: High-End Strategy and Market Dynamics - Many liquor companies equate growth strategies during the "14th Five-Year Plan" with product premiumization and continuous price increases, leading to price bubbles and inventory accumulation [2] - Some enterprises have strayed from their core consumer base by overly pursuing high-end products, resulting in a disconnect between product structure and actual consumer demand [4] - The industry has been slow to react to potential policy impacts, such as real estate adjustments and strict alcohol bans, leading to over-optimistic production and sales targets based on past growth expectations [5] Group 2: Youth Engagement and Internationalization - While companies recognize the need to attract younger consumers, many efforts remain superficial, failing to address the fundamental consumption experience and cultural narratives that resonate with this demographic [6] - Progress in internationalization has been slow, with Chinese baijiu primarily relying on the Chinese diaspora rather than penetrating mainstream markets in Europe and America, facing significant cultural and regulatory barriers [8] Group 3: Innovation and Competition - Traditional liquor companies, especially in the baijiu, yellow wine, and wine sectors, show conservative and slow innovation in response to competition from diverse alcoholic beverages, leading to a loss of market share [9][10] - The beer industry has seen relative success with a solid high-end strategy, but some regional markets may have overextended their premium offerings, creating gaps for competitors [13] Group 4: Digital Transformation and Channel Conflicts - Many liquor companies have pursued digital transformation, but some have inadvertently created conflicts with traditional distribution channels by bypassing distributors, undermining long-standing channel ecosystems [11] - The baijiu sector has particularly struggled with this issue, as some second-tier brands have blindly followed high-end pricing strategies, leading to market vulnerabilities [11] Group 5: Overall Industry Challenges and Future Outlook - The core issues in the Chinese liquor industry can be attributed to a reliance on successful past strategies, resulting in collective unpreparedness for new environments and trends [13] - As the industry enters the latter half of the "14th Five-Year Plan," adjustments are being made, including inventory reduction, price stabilization, and a focus on mid-range products, indicating a shift towards healthier and more sustainable development [13]