本报讯 （记者丁蓉）8月25日晚间，深圳市爱施德股份有限公司（以下简称"爱施德"）发布2025年半年 度报告。报告显示，公司上半年实现营业收入253.70亿元，净利润2.55亿元。 上半年，爱施德的海外销售收入同比增长29.96%，获得了品牌商和客户的高度认可。 爱施德持续提升赋能型深度分销能力。上半年，公司苹果业务板块服务苹果授权门店/网点2000余家， 启动了零售联营模式与渠道客户共同投资经营零售门店，自有新媒体营销团队在7大主流电商平台持续 为多个品牌提供策划、代运营、电商直播、投流、培训等全案营销服务，通过端到端数字化系统和精细 化运营经验有效赋能门店运营；荣耀业务板块服务7000余家客户，基于渠道实际需求持续打造集店员培 训、营销工具、数据看板、佣金发放等功能一体的自研全链路门店管理系统"店小蜜"，当前已覆盖超 70%省级客户；三星业务板块服务三星门店超4300家，运营管理中国区最大的三星门店的同时，自营三 星体验店26家，并帮助了超1000家门店同时入驻多个头部O2O平台，门店覆盖范围及新零售渗透率不断 提升。 爱施德酷动零售业务板块持续推动门店建设及优化。上半年，酷动聚焦核心城市深度开发优质标杆 ...

在数字化浪潮席卷全球的今天，品牌与用户之间的连接方式正经历着前所未有的变革。GEO（Global Engagement Optimization）作为一种新兴的品牌战略理 念，正在重构品牌与用户之间的互动模式，从单向传播转向多维共创。这一转变不仅颠覆了传统营销逻辑，更在用户主权崛起的时代，为品牌长效增长提供 了全新路径。 一、用户主权时代的品牌连接困境 传统品牌营销的"漏斗模型"正面临失效风险。根据百度百家号披露的数据，2024年全球消费者平均每天接触广告信息超过5000条，但主动留存记忆的不足 1.2%。知乎专栏《数字化时代的品牌生存法则》指出，这种"注意力荒漠化"现象源于两个根本转变：一是用户获取信息的渠道碎片化，短视频、社交平台、 垂直社区等场景分化了用户注意力；二是决策逻辑从"品牌认知-兴趣-购买"的线性路径，转变为"体验-信任-复购"的网状结构。某国际咨询机构调研显示， 83%的Z世代消费者会因一次负面体验永久放弃品牌，而仅有17%愿意给品牌二次机会。 二、GEO框架下的连接重构逻辑 GEO模式通过"全球化触点布局（Global）、情感价值嵌入（Emotional）、开放生态运营（Open）"三维度 ...

8月20日，由北京大学国家发展研究院、北京大学数字金融研究中心、中山大学商学院合作开发，阿里 巴巴淘天集团提供技术支持的2025年二季度"中国线上消费品牌指数"(CBI)、"全球品牌中国线上500强 榜单"(CBI500)发布。 为了聚焦新锐品牌、鼓励创新，本期报告专门推出快消行业新锐品牌榜单研究，聚焦日用美妆、母婴亲 子、日用个护、日用家清四个快消子行业的新兴品牌，构建了业内首个针对新锐品牌的综合评价体系， 并基于创新评价体系筛选出快消行业新锐品牌50强榜单。 结果显示，美妆行业新品牌上榜数量最多，表现最为突出，至本、Fan Beauty Diary、HBN 位列榜单前 三；母婴行业共有18个品牌入选，如 BeBeBus、海龟爸爸、丸丫等；在个护品牌中，Off & Relax、她 研社、诗裴丝排名居前；家清行业中，绽家、蔬果园、希望树进入快消行业新锐品牌50强。 赛道机会、人群运营，成为新锐品牌成长关键 相比CBI500主榜单，快消新锐品牌榜根据新品牌的发展特点，创新构建了赛道机会、新锐度、知名 度、美誉度、忠诚度五大评价维度。 其中，赛道机会作为新增维度，权重为20.0%，以淘宝天猫消费大数据为基础，通过 ...

其中，空调、风扇等夏季品类品牌因销售与搜索量激增，排名显著上升。美的排名跃升至第二位，海 尔、格力名次均有显著提升，防晒衣、凉鞋等类目品牌走热。老品牌六神、钻石电风扇在本季度登上榜 单前500名。 研究显示，高价值人群的偏好与消费者的复购行为，是快消行业新品牌实现从"网红"到"长红"的关键变 量。 本报讯 （记者袁传玺）8月20日，2025年第二季度"中国线上消费品牌指数"（CBI）、"全球品牌中国线 上500强榜单"（CBI500）、"线上品牌购买力指数"（BPI）发布。 本次研究基于2025年4月份至6月份淘宝天猫平台的真实消费大数据。结果显示，全国线上消费品牌指数 在本季度保持增长，从2025年一季度的63.38增加到第二季度的65.17，中国消费者购买品质品牌商品的 趋势继续增强。控制618购物节影响后，指数依然上升，对于宏观层面推动消费升级与改善民生具有参 考意义。 同时，指数显示，"在618购物节、双11购物节所属季度，消费者会更多地选购优质品牌，而非低价白 牌"，电商平台的线上促销活动已经成为品牌经营与品质消费的重要节点。 值得关注的是，此次发布的500强品牌榜上，上榜的中外品牌数继续呈"七三开 ...

课题组分析认为，电商购物节成为品牌消费主场的原因主要有两方面：一方面，消费者对购物节的时间 节点已形成稳定预期，品牌商家在此期间进行折扣促销，既能够吸引消费者集中释放需求，又不会对品 牌定位产生负面影响；另一方面，随着经济持续发展，我国消费者对品牌商品的需求也在不断上升。 为了鼓励消费品牌创业创新，本期CBI指数报告新增了"快消新锐品牌榜"专题研究。上榜的50个品牌 中，有48个为来自中国内地的新兴品牌，显示出中国快消行业在创业与创新方面的回暖趋势与增长潜 力。 课题组指出，高价值人群的消费偏好以及消费者的复购行为，是快消新品牌实现从"网红"向"长红"转变 的关键因素。新品牌需从"流量思维"转向"用户生命周期管理"，通过持续的产品创新和优质服务体验绑 定高价值用户，从而摆脱昙花一现的发展困境。 新华财经北京8月20日电 第二期"中国线上消费品牌指数"（CBI）20日正式发布。该指数在今年二季度 继续保持增长，反映出我国消费者在选购商品时，倾向于优质产品和品牌商品的趋势正持续增强。 CBI指数从2025年一季度的63.38上升至二季度的65.17。指数显示，在"618""双11"等大型购物节所属季 度，消费者更 ...

Group 1 - The "China Online Consumption Brand Index" (CBI) and "Global Brand China Online Top 500" (CBI500) show a growth in online consumer brand index from 63.38 in Q1 2025 to 65.17 in Q2 2025, indicating a trend towards purchasing quality brand products among Chinese consumers [1][2] - The CBI series, developed by Peking University and supported by Alibaba, is the first brand value assessment system based on actual consumer purchasing behavior, filling a gap in traditional macro indicators [2][6] - The CBI index reveals significant seasonal fluctuations in online consumption, with higher values in Q2 and Q4 due to major shopping events like 618 and Double 11, where consumers prefer quality brands over low-priced alternatives [3][5] Group 2 - The top five brands in the CBI500 for this quarter are Apple, Midea, Xiaomi, Haier, and Huawei, with Midea rising to second place due to increased sales and search volume in summer categories [7] - The CBI500 ranking reflects real consumer behavior, with seasonal changes in brand rankings driven by actual sales and search data during shopping festivals [7][8] - A new "Fast-Moving Consumer Goods (FMCG) New Brands List" has been introduced, highlighting the growth potential of emerging brands, with 48 out of 50 listed brands being new Chinese brands [8][9] Group 3 - The research indicates that attracting high-value consumer groups and encouraging repeat purchases are key factors for new brands transitioning from temporary popularity to sustained success [9] - Brands are advised to shift from a "traffic-driven" approach to "user lifecycle management" to effectively engage high-value users through product innovation and service experience [9]

Group 1: Business Capability Decline - The decline in product distribution rates and business capabilities is a significant concern for companies in the fast-moving consumer goods (FMCG) sector, with a noted decrease of 10 percentage points in distribution rates [3][4] - Companies are increasingly relying on monitoring systems to track sales representatives and their interactions with distributors, but this has led to a culture of distrust and has not effectively improved business capabilities [2][3] - The traditional methods of training and mentoring new sales staff by experienced employees are diminishing, leading to a lack of essential skills and knowledge transfer [4][5][6] Group 2: Distrust Between Companies and Distributors - There is a growing disconnect between companies and their distributors, characterized by mutual distrust and profit erosion, which is contributing to declining performance [8][10] - Distributors feel pressured by companies to reduce their profits while being expected to adhere to strict operational guidelines, leading to a lack of loyalty and engagement [8][9] - The rise of alternative distribution platforms is threatening the traditional role of distributors, as companies explore direct-to-consumer models that bypass them entirely [10][11] Group 3: Management Challenges - Management often fails to recognize the needs of sales representatives and distributors, leading to ineffective strategies that do not address the root causes of performance issues [7][13] - The reliance on systems and metrics can create a false sense of security, as companies may overlook the importance of human relationships and on-the-ground realities in sales [6][12] - Companies that neglect the well-being and support of their sales teams and distributors risk further declines in performance and market share [14]

Core Viewpoint - The article discusses the phenomenon of "Jing'an women" in Shanghai, portraying them as ambitious and stylish professionals who navigate a competitive work environment while grappling with the pressures of consumerism and societal expectations [2][8][25]. Group 1: Definition and Characteristics of Jing'an Women - Jing'an women are described as urban professionals working in glamorous industries such as fast-moving consumer goods (FMCG), fashion, and finance, often seen as the hidden face of Shanghai [4][5]. - They are characterized by their polished appearance and high-energy work ethic, often working long hours and maintaining a façade of perfection despite the challenges they face [12][13][19]. Group 2: Social Dynamics and Hierarchies - Within the Jing'an women community, there exists a strict social hierarchy, with those working at prestigious companies like L'Oréal at the top, while others in less demanding roles are viewed as lower in status [5][7]. - The article highlights the competitive nature of their work environment, where interpersonal relationships and networking are crucial for survival and advancement [21]. Group 3: Economic Realities and Consumer Culture - Despite their glamorous image, many Jing'an women earn modest salaries, often around 10,000 yuan, which are quickly consumed by high living costs in Shanghai, such as expensive rent and luxury goods [8][17][23]. - The article emphasizes the disconnect between their perceived lifestyle and actual financial realities, suggesting that many are trapped in a cycle of consumerism without significant savings [19][23]. Group 4: Changing Perceptions and Critiques - There is a growing trend among younger generations to demystify the Jing'an woman archetype, recognizing the pressures and sacrifices that come with this lifestyle [22][25]. - The article concludes that the allure of the Jing'an woman is fading, as more individuals question the value of pursuing a seemingly glamorous but ultimately unfulfilling career path [25].

Group 1 - Wahaha is implementing a strict strategy to eliminate distributors with annual sales below 3 million yuan, sometimes abruptly cutting ties without settling outstanding payments [1] - Some distributors have ended their cooperation with Wahaha, while others have been merged into larger distributors, leading to settlement issues among distributors [2] - The consolidation of smaller distributors into larger ones aims to address problems such as cross-regional distribution, multi-party debts, and other issues, allowing larger distributors to manage these challenges more effectively [2] Group 2 - There are risks associated with this transformation; if the larger distributors have their own issues, Wahaha may face greater challenges in controlling them [3]

Core Insights - The low-carbon economy has become a national policy in China, with enterprises being the main force in implementing this policy [2][6] - The book "Towards Zero Carbon: Action Guide for Chinese Enterprises on 'Dual Carbon'" presents 22 case studies from various industries, highlighting common paths and innovative technologies for carbon reduction [2][4] Group 1: Common Paths for Carbon Reduction - Enterprises share common carbon reduction paths, including transitioning to renewable energy sources, improving energy efficiency, utilizing carbon trading, and understanding their carbon emissions data [2][3] - The role of leading enterprises in supply chain carbon reduction is crucial, emphasizing the importance of carbon data assessment as the first step [2][4] Group 2: Technological Innovations - Digital technology plays a significant role in carbon reduction, with companies promoting their experiences and technologies across supply chains and industries [3][4] - Various innovative technologies are highlighted, such as Lenovo's low-temperature soldering process, low-carbon concrete from China State Construction Engineering, and hydrogen metallurgy in the steel industry [4] Group 3: Market Dynamics and Public Engagement - Companies that have engaged with international markets tend to be the earliest adopters of carbon reduction practices, often aligning with global standards [5] - Public participation in carbon reduction is essential, with companies like Alibaba and Tencent leveraging their influence to educate consumers and promote carbon accountability [5][6] Group 4: Economic Context - The global shift towards a low-carbon economy is seen as a critical turning point, with low-carbon growth being a necessary driver for sustainable development in China [7][8]