Core Insights - The report highlights the growing trend of "pre-order online and pick up" services in the food and beverage industry, particularly among young consumers who value time-saving solutions [1][2] Group 1: Service Adoption and User Behavior - In 2025, the "秒提" service connected 250,000 restaurants, optimizing the consumer process by allowing users to order online and pick up without waiting in line, significantly enhancing store efficiency [1] - Users saved approximately 1.66 billion minutes collectively in 2025, equivalent to over 160,000 golden weeks, showcasing the time efficiency of the service [1] - The service has expanded from office areas to community business districts, train stations, and tourist attractions, becoming a necessity for young consumers [1][10] Group 2: Regional Preferences and Trends - Major cities like Shanghai, Guangzhou, Shenzhen, and Beijing are leading in "秒提" service adoption, with a notable increase in consumer willingness across the country [5] - Northern regions prefer quick-filling options like milk tea and burgers, while southern areas lean towards coffee and snacks, indicating distinct regional consumption characteristics [6] Group 3: Demographics and Consumption Patterns - Young consumers aged 20-34 are the primary users of the "秒提" service, with significant order volumes during afternoon tea times, indicating a shift in consumption habits [7] - Tea drinks are the most popular items ordered through the service, with approximately 1 billion cups ordered in 2025, reflecting the rise of new-style tea brands [9] Group 4: Integration with Lifestyle - The "边逛边秒提" model has gained traction, with over 6.55 million people using the service while visiting scenic spots, demonstrating a seamless integration of dining and leisure activities [10] - The service has expanded to thousands of community business districts and train stations, enhancing consumer convenience and contributing to commercial efficiency [10][11]

本报讯（记者 徐翌晟）西贝预制菜风波中，"莜面"还是"筱面"？直播带货里主播说的"果脯"，音发对了 吗？昨天，《咬文嚼字》2025年度十大语文差错发布。从2006年开始，《咬文嚼字》进行年度十大语文 差错的评选与发布，至2025年已有20个年头。与评选年度流行语一样，十大语文差错的评选始终坚 持"语言学"和"社会学"标准。此次，不少来自社会热点事件的字词差错进入榜单。 不少媒体在报道中将缅甸首都误称为"仰光"。其实，如今缅甸首都是"内比都"。仰光于1755年建城，在 1948年缅甸独立后被定为首都。2005年11月，缅甸首都从南部沿海的仰光迁往中部山区的内比都。内比 都于2003年始建，并在2006年3月被命名为"内比都"，其意为"皇家首都"。 2025年度十大语文差错 一、"果脯"的"脯"误读成pú。 二、"神祇"误为"神祗"。 三、"蒸汽弹射"误为"蒸气弹射"。 四、"修葺"误为"修茸"。 五、"莜面"误为"筱面"。 六、"巨擘"误为"巨擎"。 七、"起用"误为"启用"。 八、"噘嘴"误为"撅嘴"。 九、"觍着脸"误为"舔着脸"。 十、缅甸首都误为"仰光"。 现在，不少直播平台售卖果脯，然而带货主播常常将 ...

Group 1 - The core point of the news is the launch of a 50 million yuan subsidy program in Jinan for car purchases, aimed at stimulating consumer spending and economic growth [1][2][4] - The subsidy program is open to both individuals and enterprises, with no restrictions on residency or vehicle registration location, allowing out-of-town consumers to benefit [1][2] - The subsidy is structured in five tiers based on the pre-tax price of the vehicle, offering a maximum of 12,000 yuan in combined insurance subsidies and consumption vouchers [1][2] Group 2 - The car purchase subsidy application period is from January 1 to March 31, 2026, with three rounds of application windows [2] - The electronic consumption vouchers issued as part of the subsidy are valid for 90 days and can be used at various local merchants, with a maximum usage limit of 3,000 yuan per merchant [2] - The program aims to link automotive sales with broader consumer spending in retail and dining sectors, enhancing overall economic activity [2] Group 3 - A separate subsidy program for replacing old home appliances and purchasing new digital and smart products was also launched, covering ten categories of products [3] - The subsidy for home appliances is capped at 1,500 yuan per item, while digital products have a limit of 500 yuan per item, calculated as 15% of the final sales price after discounts [3] - The initiative is part of Jinan's broader strategy to enhance domestic demand and support high-quality economic development [4]

Core Viewpoint - The launch of the new brand "Xiao Ma Liu" by Ma Liu Ji aims to capture the non-first-tier market by offering a competitive advantage through 90% innovative dishes and a more affordable price point, complementing the main brand's offerings [1][4]. Group 1: Brand Positioning and Strategy - Xiao Ma Liu's first store opened in Shijiazhuang, targeting young consumers with a focus on trendy dining experiences and a lower average spending of 60-70 yuan per person [2][3]. - The brand's strategy includes a significant departure from the main brand's offerings, with 90% of the dishes being different, aiming to attract a diverse customer base [2][4]. - The introduction of Xiao Ma Liu is seen as a strategic move to expand into lower-tier markets and enhance the overall market presence of Ma Liu Ji [3][4]. Group 2: Market Trends and Consumer Behavior - The current dining market is experiencing a trend of consumption stratification and down-market expansion, with younger consumers increasingly valuing cost-effectiveness and convenience [4][6]. - Xiao Ma Liu's smaller store format and lower price point align with the market demand for lightweight and flexible dining models [4][5]. Group 3: Operational Challenges and Recommendations - Despite the brand's initial popularity and recognition, Xiao Ma Liu will face challenges in the competitive landscape of non-first-tier cities, requiring a localized management approach and optimized supply chain [6][7]. - Recommendations for Xiao Ma Liu include enhancing dish innovation to avoid homogenization, focusing on unique products to create memorable experiences, and balancing cost with customer experience to ensure sustainable profitability [6][7].

Core Insights - The new brand "Xiao Ma Liu" launched by Ma Liu Ji aims to capture the non-first-tier market with a focus on affordable Sichuan cuisine and a vibrant atmosphere [1][6][8] - Xiao Ma Liu differentiates itself from the main brand by offering 90% innovative dishes and a lower average spending of 60-70 yuan per person, compared to 100 yuan for Ma Liu Ji [2][6] - The brand's strategy targets young consumers and aims to fill market gaps by providing high cost-performance options, which is essential for scaling [7][8] Brand Positioning - Xiao Ma Liu is designed to appeal to younger demographics with a trendy environment and lively music, while maintaining the essence of Sichuan cuisine [1][6] - The restaurant features a smaller footprint and a distinct aesthetic compared to Ma Liu Ji, emphasizing a more youthful and accessible brand image [2][6] Market Strategy - The launch of Xiao Ma Liu is part of Ma Liu Ji's broader strategy to explore various market segments and expand its consumer base, particularly in lower-tier cities [7][8] - The brand's approach includes leveraging social media for pre-launch marketing and engaging with consumers through innovative product offerings [6][9] Competitive Landscape - The restaurant industry is experiencing a trend of consumer segmentation and down-market expansion, with Xiao Ma Liu positioned to meet the rising demand for affordable and convenient dining options [8][9] - Despite the advantages of brand recognition and supply chain support, Xiao Ma Liu will face challenges from local competitors and the need for effective cost management [9][10] Operational Recommendations - To ensure sustainable profitability, Xiao Ma Liu should focus on menu innovation, local market adaptation, and maintaining quality control [10] - The brand is encouraged to enhance its supply chain transparency and establish a rapid response mechanism to uphold its reputation amidst food safety concerns [10]

Core Insights - The launch of the new brand "Xiao Ma Liu" by the Ma Liu Ji restaurant group aims to capture the non-first-tier city market with a focus on affordability and innovation in menu offerings [1][4] - The brand positions itself to attract younger consumers with a lower average spending of 60-70 yuan per person, compared to its main brand [3][5] - The introduction of Xiao Ma Liu is part of a broader strategy to expand the group's market presence and adapt to changing consumer preferences for cost-effective dining options [6][7] Group 1: Brand Strategy and Market Positioning - Xiao Ma Liu's menu features 90% new dishes distinct from the main brand, aiming to create a complementary price matrix [1][3] - The brand's design and atmosphere are tailored to appeal to younger demographics, with a smaller store footprint and a lively environment [3][5] - The strategic focus on high cost-performance aims to cover a diverse customer base and facilitate scalable expansion [4][6] Group 2: Market Trends and Consumer Behavior - The restaurant industry is experiencing a trend of consumption stratification and down-market expansion, with younger consumers increasingly valuing affordability and convenience [5][6] - Xiao Ma Liu's lower price point and smaller store size align with the current market demand for lightweight and flexible dining models [6][7] - The brand's entry into non-first-tier cities is seen as a response to the competitive landscape, where it must navigate local brand competition and fast-food chains [6][7] Group 3: Operational Challenges and Recommendations - Despite the brand's initial popularity, Xiao Ma Liu faces challenges in maintaining quality control and balancing costs as it expands into new markets [6][7] - Recommendations for the brand include enhancing menu innovation to avoid homogenization, optimizing store models, and focusing on local market characteristics [7] - The parent company, Ma Liu Ji, is advised to strengthen supply chain oversight and ensure food safety to maintain brand reputation amid past concerns [6][7]

Core Viewpoint - The launch of the new brand "Xiao Ma Liu" by Ma Liu Ji aims to capture the non-first-tier market by offering a competitive advantage through 90% innovative dishes and a more affordable price point, complementing the main brand's pricing matrix [1][4][5]. Group 1: Brand Positioning and Strategy - Xiao Ma Liu's first store opened in Shijiazhuang, targeting young consumers with a focus on trendy dining experiences and a lower average spending of 60-70 yuan per person [3][4]. - The brand emphasizes a distinct identity from Ma Liu Ji, featuring a smaller store size and a more youthful ambiance, while maintaining a core offering of Sichuan cuisine [3][5]. - The introduction of Xiao Ma Liu is seen as a strategic move to expand into lower-tier markets and diversify consumer engagement, aligning with the rising demand for cost-effective dining options among younger demographics [5][6]. Group 2: Market Expansion and Competition - Ma Liu Ji has been actively exploring new market opportunities, including the successful launch of its "Ma Liu Ji Spicy Noodle" stores, which cater to a different consumer segment with lower pricing [4][6]. - The brand's expansion strategy includes leveraging its existing supply chain and brand recognition to penetrate smaller cities, where operational costs are lower, thus facilitating rapid replication of its business model [6][7]. - Despite the potential for growth, Xiao Ma Liu faces challenges in a competitive landscape, particularly in non-first-tier cities, where it must navigate local brand competition and maintain quality control to avoid price wars [6][7]. Group 3: Operational Considerations - The company is advised to focus on product innovation and local market adaptation to avoid homogenization and create unique selling points [7]. - Ensuring food safety and transparency in the supply chain is critical for maintaining brand reputation, especially in light of past incidents that raised consumer concerns [6][7]. - Future strategies may include enhancing digital operations, expanding multi-channel integration, and fostering emotional connections with consumers through storytelling and user experience [7].

遇见小面(02408)发布公告，本公司董事会谨此公布其已决议向本公司股东寻求一项授权(H股购回授 权)，授权董事会购回本公司H股，以传递对本集团长期业务前景的信心、提升本公司价值及保障股东 权益。 根据H股购回授权，本公司将于有关期间(定义见下文)以其自有资金购回的H股总数，不得超过有关授 出H股购回授权的决议案于相关股东会上审议及批准当日已发行H股总数(不包括库存股份)的10%。本公 司可根据购回的相关时间的市场情况及其资本管理需求注销其购回的任何H股及╱或将其持作库存股 份。就H股购回授权而言，"有关期间"指自有关授出H股购回授权的决议案在股东会上通过之日起直至 下列最早的日期止期间：(i)将于2026年举行的本公司应届年度股东会结束之日;或(ii)H股购回授权在本 公司任何股东会上以特别决议案撤销或变更之日。 ...

当前，河南省全力推动提质扩容促消费，1月3日，位于中国交通动脉枢纽位置的郑州东站旁，新发展楷 林国际9号楼锣鼓喧天，以黄河鲤鱼为招牌菜的阿五黄河大鲤鱼(以下简称"阿五鲤鱼")郑州东站店在醒 狮舞吉时、红鲤翻银浪的欢腾仪式中盛大启幕，以实际行动响应政府号召。 近几年，各级政府均出台了一系列促消费政策，尤其强调提振餐饮、文旅等接触型消费，旨在优化消费 环境，释放内需潜力。新开业的阿五鲤鱼郑州东站第五代店，充满"豫文化"特色，响亮喊出"代表河 南，款待世界"的豪迈口号。从融入鲤鱼文化与商鼎文化的金属拱形门头，到潺潺如黄河奔涌的水幕墙; 从非遗木雕的厨祖伊尹像，到转角处不经意邂逅的豫剧凤冠与玄鸟纹样，这不仅仅是餐厅，而是一座可 沉浸式漫步的"河南文化体验馆"。 在该店可以看到，知名设计师以现代笔触，将五千年中原文明符号凝聚于空间叙事之中。以丝为墨、灵 动飘逸的汴绣挂画，窑变天成、意境万千的钧瓷摆件，精美华丽、纹样考究的豫剧头饰等组成的非遗文 化长廊;房间墙面上，如 雨过天晴 ，温润静谧的汝瓷、世界文化遗产的天地之中观星台;文明肇端的殷 墟甲骨文……在这里，中原文化不是静止的陈列，而是可触、可感的生活诗意。 郑州市餐饮 ...

交流推介会现场。 雪山下的铜火锅如何煮沸一个产业？ 在海拔3000米的祁连草原，阿咪东索雪山脚下，一口大铜锅正热气蒸腾，锅内翻滚着鲜嫩的祁连羊肉、醇香的祁连牦牛肉、风味独特的祁连黄菇……2025年 11月15日至16日，"青海家宴·饗在祁连"——祁连山下·阿咪东索暖火锅活动于此举办。这不仅是一场美食盛宴，更是"青海家宴"品牌首次深入县域的重要实 践，标志着"家宴+冰雪+文旅"融合模式的创新，也明确了海北藏族自治州祁连县以火锅为主打的家宴发展方向。 这场雪山下的烟火盛宴，是"青海家宴"产业革命的生动切片。今年初，"青海家宴"在青港经贸交流活动上一炮而红，逐步实现高端餐饮市场的突破。它依托 青海有机食材的绝对优势与多元文化的舌尖表达，从12道菜品延伸至六大菜系的系统梳理，不仅让高原绿色食材香飘远方，更让高原文化深入人心。这 场"烟火里的产业革命"，正完成从高原优质食材输出到文化赋能的转身。 一场家宴，承载的是烟火温情，更是地域文化的浓缩与产业升级的缩影。如今，"青海家宴"早已超越美食本身，正勾勒出一条"生态价值转化+文化传承创新 +产业闭环发展"的特色之路——它承载的已不仅是青海味道，更是一个省份通过美食与世界相 ...