如今，扫码点餐确实省去了招手喊服务员的麻烦，不少人偏爱这种无需等待、自主选择的便捷方式。然而，伴随而来的却是"点份米线需授权十几项权 限""喝杯奶茶先填手机号"等层出不穷的隐私困扰。事实上，商家宣称的"必要权限"中，绝大部分都并非完成点餐所必需。 此前，齐鲁晚报·齐鲁壹点报道的《扫码点餐狂要十几项手机权限，合理吗？》一文，引发了不少消费者共鸣。事实上，这类问题早已被媒体多次曝光， 行业也发出自律呼吁，监管层面也曾点名批评——今年6月通报的64款问题应用中，喜茶、霸王茶姬、星巴克等品牌赫然在列，其小程序普遍存在2至4项 违规索权行为。中国消费者协会也曾明确指出，仅提供扫码点餐不仅侵害消费者的公平交易权与知情权，还对老年人等群体造成实际点餐障碍。 然而，尽管监管持续关注、消费者质疑不断，但扫码点餐过度索取个人信息现象为何屡禁不止？不少消费者感到困惑：过度索取隐私该如何维权？这事儿 到底该谁管？到底该如何让扫码点餐回归便捷本质，而非成为"索权隐私工具"？ 投诉易解决难 违规成本低成商家"护身符" 从消费者实际维权经历来看，经常遭遇"投诉易、解决难"。事实上，绝大多数人即便对过度索权感到不满，也往往因过程繁琐而放弃维 ...

近日，沈阳一家蜜雪冰城店员因送错吸管，被顾客要求唱"蜜雪冰城甜蜜蜜"的门店主题曲，该顾客还将 和门店的聊天记录发布至社交平台。聊天记录显示，顾客要求犯错的员工唱蜜雪冰城的主题曲不少于40 秒，还强调员工应当遵从企业文化。 有网友认为不该这样为难人家，也有网友说，这是给店员一个"台阶"。在后者看来，错送一根吸管虽是 服务不到位，可相比于更严厉的维权、投诉，唱首歌就能"小事化了"，不是为难而是"放人一马"。 目前，网络上能看到不少顾客分享类似经历，有的是顾客要求的，也有的是店家主动"合唱"以寻求顾客 谅解。网友分享出来，大概也是基于两类心理，一类可能是认为自己包容大度，另一类是认为这种道歉 方式"挺有趣"。对于这样的现象，最初公众的评价多是比较宽容的，但直到有店员被强制唱歌道歉，还 疑似带着哭腔，才有人渐渐意识到，消费者固然要维护自身权益，但也要尊重劳动者。 归根结底，所谓"有趣"，很难说不是借着店员的工作失误，把"要挟"处于弱势的劳动者当作消遣，而要 求唱歌道歉和"放人一马"更是两回事。对于送错吸管这样的服务瑕疵，不外乎是补送吸管、进行赔偿、 赔礼道歉。若说真的大度宽容、将心比心，接受店家的道歉也就可以了。以这 ...

Group 1 - A tea shop has sparked online discussions after printing "霸总小说" content on its takeaway receipts, leading to increased customer engagement [1] - Customers are expressing their eagerness for the next chapter, with some purchasing drinks specifically to read more of the story [5] - The official account of the tea brand, 茉莉奶白, is actively engaging with fans by inviting them to write their own endings to the story, with a reward for the most liked submission [6]

Core Insights - The article discusses the challenges and strategies of managing Gen Z employees in the milk tea industry, highlighting the importance of respect, understanding, and a positive work environment [1][3][20] Group 1: Employee Management - Gen Z employees prioritize a respectful and understanding work environment over high salaries, often feeling that a monthly income of 4,000 to 5,000 is sufficient [3][8] - Effective management of Gen Z requires patience and teaching rather than criticism, as many are inexperienced and may not possess basic skills [3][10] - Creating a friendly atmosphere and showing care, such as providing transportation during bad weather, significantly enhances employee satisfaction [5][10] Group 2: Employee Engagement - Encouraging employees through recognition and rewards fosters a sense of responsibility and initiative, which is crucial for retaining Gen Z workers [10][11] - Managers should focus on providing emotional value to employees, which in turn enables them to deliver better service to customers [11][20] - The importance of visibility and acknowledgment in the workplace is emphasized, as Gen Z employees need to feel seen and appreciated [8][19] Group 3: Leadership Style - A leadership style that avoids authoritarianism and promotes open communication is essential for reducing turnover rates among Gen Z employees [19][20] - The article notes that many Gen Z employees leave jobs due to feeling unheard by management, indicating a need for more empathetic leadership [19][20] - Successful managers in the industry maintain low turnover rates by fostering a friendly and respectful relationship with their employees, leading to better overall performance [19][20]

Group 1 - The rise of snack stores is a significant consumer trend in China, comparable to the popularity of milk tea shops [1][2] - Snack stores primarily cater to consumers outside of first-tier cities, tapping into a vast market [2][3] - The appeal of snack stores lies in their variety and affordability, allowing consumers to purchase multiple flavors at a low cost [3][5] Group 2 - Snack stores fulfill two consumer desires: the craving for variety and the need for affordable indulgence [5][6] - The low investment and operational requirements make snack stores attractive for franchisees, contributing to their rapid expansion [10][11] - The uniform demand for snacks across different regions facilitates quicker establishment of snack stores compared to restaurants [12][13] Group 3 - Despite their growth, snack stores face challenges, particularly low profit margins, with "Mingming Hen Mang" reporting a gross margin of 7.5% and a net profit margin of 2% [14][15] - The average gross margin for franchisees in the snack industry is around 20%, while the parent company retains a lower margin [16] Group 4 - The entry of new players, such as "Chayan Yuesheng," a well-known milk tea brand, into the snack market indicates the sector's attractiveness [21][22] - Chayan Yuesheng's strategy involves developing its own snack products, differentiating itself from typical snack stores that rely on existing brands [24][26] - The brand's expertise in flavor development from its milk tea business enhances its ability to create appealing snack products [27][28] Group 5 - Chayan Yuesheng's expansion into snacks is a response to local market saturation and aims to attract repeat customers [30][31] - The integration of snack offerings at milk tea locations allows for cross-selling opportunities, enhancing customer experience [34][36] - The ability to sell self-branded snacks through e-commerce platforms broadens market reach beyond local areas [37][38] Group 6 - Chayan Yuesheng's approach of combining high-margin milk tea with low-margin snacks can improve overall profitability [41]

Core Viewpoint - The article discusses the innovative strategy employed by Gu Ming, a tea brand, to sell ice water for one yuan, which serves as a clever marketing tactic to attract customers into their stores and increase overall sales of higher-margin products [2][4][6]. Group 1: Marketing Strategy - The one yuan ice water acts as a "bait" to draw customers into the store, addressing the common challenge of attracting foot traffic to tea shops [2]. - This strategy leverages high-frequency demand for cold beverages in summer, making it a necessity for customers, thus increasing the likelihood of additional purchases [2]. - The approach is described as "Come Here, You Might as Well Buy" economics, where low-cost items lead to higher-margin product sales [2]. Group 2: Data and Customer Engagement - Customers can order the ice water through a mini-program or in-store, allowing Gu Ming to collect valuable consumer data for future targeted marketing [4]. - By encouraging customers to use their mini-program, Gu Ming aims to reduce reliance on external platforms, thereby lowering customer acquisition costs [4]. - The strategy also enhances customer loyalty through a points system tied to the purchase of ice water, potentially leading to increased sales of other products [4]. Group 3: Competitive Positioning - The one yuan ice water serves as a price anchor, positioning Gu Ming as a cost-effective option in the minds of consumers, which can influence their perception of the brand's other products [6]. - This tactic not only helps in brand recall but also creates a competitive edge by attracting customers who might otherwise choose competitors [6][7]. - The article highlights that while competitors may recognize this strategy, they face challenges in replicating it without compromising their own pricing structures [9]. Group 4: Cost Efficiency - The cost of producing ice water is minimal, primarily involving ice machines, water, and disposable cups, making it a financially viable product for Gu Ming [9]. - The strategy is designed to maximize profitability by utilizing existing resources while simultaneously creating a headache for competitors [9].