宗馥莉曾表示，她的"定海神针"就是坚持做自己。"以前我是怎样的，现在还是怎样，我不会因为风波 改变方向。无论外界如何喧嚣，企业要走得长远靠的是脚踏实地，而不是情绪起伏，对我来说唯一的方 式就是稳扎稳打，不被外界的声音左右。这可能听起来很朴素，但恰恰是最实用的。" 现在看来，宗馥莉当时这句话说得颇耐人寻味，她可能就是始终坚持要做自己想做的。 彼时，仍是娃哈哈董事长的她，却并不认同"宗馥莉时代"的概念，但是依然会推行自己的决策、搭建自 己的团队。她说，每一位管理者上任后，都会有自己对组织的理解和要求，她也不例外。已经发生的组 织架构和人员调整，本质上是对娃哈哈的"职业化升级"。在战略切换期，更强调员工能上能下、以贡献 和结果说话。 "娃小宗"与娃哈哈是敌是友？ 曾经表示"我不会因为风波改变方向"的宗馥莉，这一次来了个"急转弯"。 第一财经记者了解到，宗馥莉已于9月12日向娃哈哈集团有限公司辞去董事长等相关职务并已通过集团 股东会和董事会的相关程序。 正式上任仅1年多、2个月前还接受媒体采访表示将搭建自己的团队的宗馥莉为何突然辞职？第一财经记 者10月11日梳理宗馥莉此前的公开言论后发现，宗馥莉的辞职与注册"娃小宗 ...

多家媒体报道，宗馥莉已于9月12日向娃哈哈集团有限公司辞去公司法定代表人、董事及董事长等相关 职务并已通过集团股东会和董事会的相关程序。这也意味着宗馥莉正式脱离娃哈哈集团的管理岗位，也 不再是企业负责人，只保留娃哈哈集团第二大股东的身份。由于持股比例仅有29.4%，宗馥莉在娃哈哈 集团层面将更多只是一个财务投资者的角色，不再是娃哈哈的决策者。 从9月12日至今的近1个月时间里，围绕娃哈哈未来发展路径的角力十分激烈。9月13日，一份宏胜系将 从2026销售年度起更换使用新品牌"娃小宗"的通知广为流传，这份文件已获证实，也是宗馥莉彻底脱离 娃哈哈"单干"的首个明确信号；9月下旬，"娃小宗"系列商标被显示已经进入异议程序，异议方身份并 未公开；9月24日，上海娃哈哈饮用水有限公司因商标授权到期被迫停用"娃哈哈"品牌，推出"沪小 娃"桶装水，而停止品牌授权的决策者正是宗馥莉；10月2日媒体报道，宗馥莉亲信、宏胜集团生产中心 总监严学峰因涉嫌违纪被杭州市上城区纪委立案审查，10月5日又被解除立案审查，已回到宏胜集团正 常上班。 分析上述事件的时间线以及近一年多来宗馥莉大刀阔斧的动作，她的辞职显然是一系列冲突的结果。但 ...

从9月12日至今的近1个月时间里，围绕娃哈哈未来发展路径的角力十分激烈。9月13日，一份宏胜系将从2026销售年度起更换使用新品牌"娃小宗"的通知 广为流传，这份文件已获证实，也是宗馥莉彻底脱离娃哈哈"单干"的首个明确信号；9月下旬，"娃小宗"系列商标被显示已经进入异议程序，异议方身份 并未公开；9月24日，上海娃哈哈饮用水有限公司因商标授权到期被迫停用"娃哈哈"品牌，推出"沪小娃"桶装水，而停止品牌授权的决策者正是宗馥莉； 10月2日媒体报道，宗馥莉亲信、宏胜集团生产中心总监严学峰因涉嫌违纪被杭州市上城区纪委立案审查，10月5日又被解除立案审查，已回到宏胜集团正 常上班。 分析上述事件的时间线以及近一年多来宗馥莉大刀阔斧的动作，她的辞职显然是一系列冲突的结果。但这是冲突的结束，还是更大烈度对抗的开始，尚待 观察。 很多人可能还记得，去年7月，宗馥莉也曾向娃哈哈集团董事会发函辞去副董事长、总经理职务，但没有辞去董事职务。"以退为进"的策略大获成功，她 很快宣布复职并在次月正式接任娃哈哈集团法定代表人、董事长职务，从而上演"女王回宫"的精彩戏码。 每经编辑｜何小桃 多家媒体报道，宗馥莉已于9月12日向娃哈哈集团 ...

Core Insights - Suntory Oolong Tea has successfully integrated into the daily lives of consumers by combining product quality with diverse consumption scenarios, making it a popular choice among young people [1][4][8] Group 1: Brand History and Development - Suntory's brand story dates back to 1899 when founder Shinjiro Torii established a small family-run shop in Osaka, evolving into the well-known brand it is today [1] - The brand has maintained a commitment to quality and innovation throughout its over a century-long development, which is reflected in its tea products [1] Group 2: Product Quality and Consistency - Suntory Oolong Tea emphasizes consistent quality through careful selection of raw materials and modern production techniques, ensuring stable performance across different batches and channels [4] - The introduction of Suntory Oolong Tea in China in 1997 not only showcased the appeal of sugar-free Oolong tea but also expanded the tea beverage market [4] Group 3: Cultural Connection and Consumer Acceptance - The brand's deep connection with tea culture enhances its recognition among consumers, as both Japanese and Chinese consumers share a long-standing tea-drinking tradition [6][8] - Suntory Oolong Tea's ability to resonate culturally allows it to be accepted across various age groups and social settings, reinforcing its presence in everyday life [6][8] Group 4: Market Positioning and Lifestyle Integration - The brand's insights into consumer habits have led to the expansion of usage scenarios, transforming Oolong tea from a mere beverage into a lifestyle symbol [8] - Suntory Oolong Tea has evolved from a small shop over a century ago to a well-known brand across Japan and China, continuously reshaping young people's perceptions of tea beverages [8]

近年来，快消品节日礼盒市场持续疲软。尤其在今年年初春节旺季，礼盒销售呈现"前热后冷"态势，不 少经销商备货后销量不及预期。这也影响了相关上市公司的业绩，以六个核桃为例，生产商养元饮品 （603156.SH）今年上半年实现收入24.7亿元，同比减少16.2%，归母净利润7.4亿元，减少了27.8%。主 要原因为核桃乳产品销量下降，主要下滑也来自于春节所在的第一季度，单季收入和净利润分别下滑了 19.7%和27%。 有经销商表示，今年中秋与国庆重叠，出游需求可能对走亲访友的礼品需求产生一定影响，但由于礼盒 价格更为亲民，预计整体销售表现不会太差。 福建华策品牌定位咨询创始人詹军豪接受第一财经记者采访时表示，今年中秋礼盒走向平价化，背后是 多重因素交织的结果。政策、舆论对"天价礼盒"的批评，以及社会消费观念的逐渐转变，更看重礼品实 际价值而非外在包装。过去两年节日礼品市场疲软，也反映出消费者对华而不实产品的抵触。在此背景 下，企业主动调整策略推出平价礼盒，既契合政策导向与消费需求，又为市场注入新活力，实现了多方 共赢。 中秋礼盒走向平价化 山东临沂食品销售商任天华告诉第一财经记者，虽然今年中秋节来得比较晚，但礼盒销 ...

Core Insights - The conference "Breaking Boundaries: Growth in the New Consumption Era" organized by NielsenIQ (NIQ) highlighted the structural changes and growth opportunities in China's retail market driven by innovation [1][3] - The "2025 NIQ BASES Breakthrough Innovation List" was unveiled, showcasing the importance of new products as a growth engine in the retail sector [11][13] Group 1: Event Overview - The event gathered experts and business leaders to discuss consumer behavior changes and market trends in the context of innovation [1] - The second edition of the "Commercial New Talent Program" concluded with seven emerging brands competing, with "Jin Hui Yuan Quan" and "Jie Huan" winning in their respective categories [1][7] Group 2: Brand Innovation and Support - NIQ emphasizes the role of innovation as a core driver for brands, providing data tools and industry insights to support sustainable growth [3][5] - The competition aims to support emerging brands by offering comprehensive data analysis and expert guidance to help them establish market positioning and product innovation [6][5] Group 3: Consumer Trends and Market Dynamics - New products are becoming crucial for sales growth, with significant increases in market share and category growth observed across various sectors [11][13] - The retail landscape is evolving, with a notable shift towards online and offline integration, and a focus on enhancing consumer experiences [17][18] Group 4: Future Outlook - The competition and insights shared at the conference reflect a commitment to fostering innovation and supporting local brands in navigating the rapidly changing consumer landscape [8][20] - The importance of understanding diverse consumer segments, including Generation X, is highlighted as a key factor for brands to remain competitive in the market [15][18]

Group 1 - The core viewpoint of the articles highlights the steady growth of consumer spending in China, with a 3.4% year-on-year increase in retail sales in August and a 9.6% increase in online retail sales from January to August [1][2] - The retail channel landscape is undergoing significant restructuring, with a tighter integration of online and offline channels, and the emergence of new retail formats such as "flash sales" and "interest e-commerce" [2][6] - New consumer brands are increasingly focusing on long-term brand building rather than short-term sales spikes driven by "internet celebrity" marketing strategies, as the initial flow of traffic begins to wane [3][4] Group 2 - Key challenges faced by small and medium-sized enterprises (SMEs) include channel transformation (42% of surveyed SMEs), building consumer loyalty (30%), and attracting first-time consumers (28%) [5] - The importance of understanding consumer needs and adapting product strategies is emphasized, as consumer preferences continue to evolve [4][5] - Companies are advised to balance long-term trends, such as technological advancements and demographic shifts, with short-term trends that reflect immediate consumer desires [7][8][9]

Executive Changes - Opendoor's CFO, Selim Freiha, has left the company effective immediately, with Christy Schwartz appointed as interim CFO [2] - OpenAI has hired Mike Liberatore as its business finance officer, overseeing AI infrastructure spending [3] - Unilever appointed Srinivas Phatak as its new finance chief, having been with the company for 26 years [4] - Market Basket's CFO, Donald Mulligan, has been named interim CEO following the removal of Arthur T. Demoulas [5] - Insulet has appointed Flavia Pease as CFO, effective September 30, transitioning from her previous role at Charles River Laboratories [6]

回看过去十年，快速消费品市场逐渐回归理性。Worl dpa ne l消费者指数数据显示，消费者 购 物 渠 道 从 十 年 前 的 年 均 5 个 扩 展 至 7.8 个 ， 家 庭 年 均 购 买 品 牌 数 也 从 9 7 个 增 加 至 11 0 个 ， " 碎 片 化 、 多 元 化 " 已 成 为 常 态 。 Wor ldpane l 消 费 者 指 数 中 国 区 总 经 理 李 嵘 强 调 ： "需求的碎片化看似是困境，其实恰恰是新增长的起点。" （点击此处获取报告） 当前，快速消费品市场正面临结构性变局：宏观经济增速放缓，人口自然增长率出现负增 长，消费者触点多元分散，决策路径碎片化。市场进入低速增长期，2025年上半年销售额 同比增长1. 8%。 报告指出，尽管整体增速放缓，市场需求依然旺盛。2025年上半年，快消品市场户均购买 量同比增长4 . 3%，而 购买频次 成为核心驱动力。 消费者更倾向于"按需购买、小步快跑" ，品牌更需要精准响应实时场景需求。同时，触点分散、注意力时长缩短、渠道多元，要 求品牌重新思考跨世代人群的媒介与购物行为差异化。消费行为的"双极平衡"—既追求极 致性价比， ...

Core Viewpoint - The fast-moving consumer goods (FMCG) industry is trapped in a "low labor efficiency" dilemma due to its deep distribution model, which requires extensive manpower and repetitive tasks to manage sales across various channels and markets [1][2][20]. Group 1: Characteristics of Deep Distribution Model - The deep distribution model is characterized by multi-level coverage from urban to rural markets, necessitating a large sales force [1]. - Collaboration between manufacturers and distributors is essential for effective sales operations, requiring significant communication and coordination [1]. - The FMCG sector has a dense network of sales points, leading to high product turnover and frequent restocking needs [1]. - Impulse buying behavior in FMCG necessitates substantial investment in point-of-sale marketing to drive product sales [1]. Group 2: Challenges in Labor Efficiency - The complexity and repetitiveness of tasks faced by sales personnel contribute to low labor efficiency, with performance often measured solely by sales outcomes [2][3]. - The phrase "thousands of lines above, one needle below" illustrates the overwhelming nature of tasks assigned to sales staff, leading to confusion and inefficiency [2]. - Despite numerous tasks completed, the lack of effective performance metrics results in a persistent issue of low labor productivity in the industry [2]. Group 3: Digital Transformation for Efficiency Improvement - The formula for labor efficiency is defined as output per individual, highlighting the need for improved conversion of labor costs into business benefits [3]. - Digital transformation initiatives focus on enhancing collaboration efficiency and individual task efficiency through the implementation of digital systems like SFA and DMS [4][5][6]. - The digital transformation aims to streamline processes and reduce the time spent on individual tasks, thereby improving overall productivity [5][6]. Group 4: Industry Development Stages - The FMCG industry can be divided into three stages: rapid growth, slowing growth, and intensified competition, each with distinct challenges and technological advancements [11][13][14][16]. - In the rapid growth phase, digital management processes were established to enhance efficiency and reduce paperwork [13]. - The slowing growth phase saw the introduction of AI technologies to improve sales personnel efficiency and motivation through refined performance management [14]. - The current phase of intensified competition emphasizes the need for data-driven management and the application of generative AI to enhance labor efficiency [16][17][19]. Group 5: Future Directions - Future labor efficiency management will likely focus on quality terminal operations and data-driven task management, reducing reliance on subjective experience [19]. - The role of AI in task assignment and management is expected to increase, leading to a more streamlined and efficient sales process [19].