7月16日，归国华侨王雪（左）在广州市锦纶会馆和同事分享一款香云纱围巾的搭配技巧。作为某服饰品牌主理人，王雪以香云纱为 纽带，将承载广东丝织业300多年历史的锦纶会馆打造为文化传播平台，通过举办非遗展览、时装秀等活动，展现香云纱这一东 方"软黄金"的魅力。陈楚红/摄 视觉中国供图 "别叫我老板，叫我主理人！"不知从什么时候开始，"主理人"一词流行起来，代替了很多行业原有的称呼， 甚至成为年轻经营者之间的"身份暗号"。不管是路边随处可见的咖啡店、奶茶店，还是文创街区的潮牌 店、小酒馆，抑或小剧场、民宿等文旅业态，其经营者、管理者乃至普通员工，都有可能成为"主理人"。 此外，"主理人"的身份认知，也让一些年轻的经营者在面对顾客的态度上出现了偏差。对于部分小店主理 人"只接待朋友，不服务上帝"的宣言，有高赞网友点评说道："你可以不把顾客当上帝，但你不能把顾客当 抖M。"这些"伪主理人"的共同点是：只有时髦的身份标签，没有与之匹配的产品品质和理念——他们既欠 缺品牌规划意识，也不理解"用心经营"的创业核心价值，只是把"主理人"当成满足虚荣心、收割流量的捷 径。 对创业者来说，相比语言概念的包装，更重要的是产品与服务是 ...

"你知道吗，2024年以前，举办了十多年的全球最大清真展之一：土耳其清真博览会，竟然从没出现过一家中国公司。"马来西亚中国清真企业家协会驻广州 市主席郑翰庭对虎嗅感叹。 连亚马逊深山老林里都曾闪现身影的中国人，竟鲜少涉足这个全球超20亿人（占总人口四分之一）的市场，着实令这位马来西亚华人感到惊讶。 这个市场究竟有多大？ 据数据，2024年，全球伊斯兰金融市场规模已达3.18万亿美元；2021年，全球清真食品和饮料市场规模已达2.09万亿美元；2024年清真化妆品市场也达477亿 美元。穆斯林市场总产值已数万亿美元。 但这仍像一块未被中国企业系统开垦的蓝海地，而在另一边，许多中企早已在欧美市场内卷到白热化。 这片充满诱惑的"新大陆"布满了文化、宗教、商业规则的壁垒和盲区。 "有人一口气做了5个Halal认证，但重点穆斯林国家仍是进不去。"郑翰庭告诉虎嗅，作为马来西亚Jakim（马来西亚伊斯兰教发展局）国际清真认证机构赫 拉多希班的执行董事，他看到了无数中企在认证上踩的坑。 印尼86%人口为穆斯林人群，约2.29亿人。沙特、阿联酋等中东国家自不必说，消费水平高，财力雄厚。 马来西亚虽然人口仅3598万，但穆斯林人 ...

光是想一想，这样的工程就足够诱人。 然而，要真正实现这一体系，并不容易。它需要极其庞大的消费数据沉淀，这在以往的线下零售时代 几乎不可想象。 过去，经济学界衡量消费主要依赖两类指标：社会消费品零售总额和消费者价格指数 （CPI） 。前 者揭示消费规模的增长，后者刻画价格的变化，但它们都无法回答"消费者到底买得更好，还是更 假设有这样一项"超级工程"：它能为中国市场上每天销售的每一件商品，按照品牌与品质自动打分， 并且实时记录，比如手机行业，苹果 iPhone 算 100 分，华为 95 分，荣耀 90 分，而某些山寨手机 可能只有 50 分。 接下来，再把全国亿万消费者每个季度购买的所有手机的分数汇总，算一个"平均分"——这"平均 分"就是一个消费品质指数。它能清晰地告诉我们：过去一段时间，中国人买的手机整体是越来越高 分、越来越多优质品牌，还是更偏向低分、低价的产品。 如果把这个办法推广到所有行业，比如服饰、家电、日用品、食品、酒水，把所有消费行为的"平均 分"都算出来，我们就能得到一个覆盖全行业的消费品质指数。它能回答很多关键问题： 中国消费者整体是在消费升级，还是在被低价竞争"拉低"品质？ 哪些地区的人 ...

服饰行业 周度市场观察 行业环境 头部品牌动态 投资运营 产品技术 营销活动 01 行业趋势 Industry Trends 本周看点： 奢侈品牌，谁在大手笔升级中国门店？ 运动户外品牌如何分走奢侈品牌的"蛋糕"？ 安踏李宁特步，集体撞上"中年墙"。 行业环境： 1. 亚瑟士和lv，抢着卖高价香水 关键词：香水生意,时尚品牌,生活方式,美妆领域,奢侈品 概要：香水生意正成为时尚品牌拓展生活方式的重要领域，运动品牌鬼塚虎和轻奢品牌珑骧近 期纷纷进军香水市场。全球香水市场规模预计从2025年的530亿美元增长至2032年的775.3亿 美元，高端细分市场增长最快。奢侈品集团如香奈儿、开云集团在主营业务下滑时，美妆业务 表现强劲，促使更多品牌布局香水领域。鬼塚虎与知名香水设计师合作推出系列香水，强调品 牌调性而非急于变现；珑骧则选择与专业香水企业合作。高端小众香水成为行业趋势，如PUIG 集团旗下品牌表现突出，但整体增速放缓。时尚品牌跨界香水旨在提升品牌价值，未来能否成 为业绩助力取决于市场发展。 原文链接：https://news.cfw.cn/v382194-1.htm 2. 奢侈品牌，谁在大手笔升级中国门店？ ...

Core Viewpoint - The article discusses the evolving consumer behavior amidst economic pressures, highlighting a shift from impulsive spending to more intentional and selective purchasing decisions. Consumers are adapting to uncertainties and maintaining a sense of control over their spending choices [2][6][21]. Group 1: Consumer Pressure Index - The latest Consumer Pressure Index report from Kearney indicates that while economic pressures persist, they have not significantly increased in most regions [2][4]. - Inflation and housing costs are identified as the two main sources of anxiety for global consumers, with rising expenses in food and energy contributing to ongoing stress [4][5]. Group 2: Changing Consumer Behavior - Consumers are transitioning from a mindset of "buying everything" to "selectively choosing," reflecting a return to a sense of control over their purchases [7][8]. - The concept of "revenge spending" has evolved into a more restrained yet powerful form of consumer expression, where individuals make conscious choices to assert their preferences in a volatile market [8][21]. Group 3: Consumer Mindsets - Consumers can be categorized into three psychological states: "Enjoyment Tribe," "Scarcity Tribe," and "Neutral Tribe," each exhibiting different spending behaviors based on external circumstances [16][11]. - The article suggests that consumers are not merely reacting to pressure but are also seeking novelty and meaningful experiences in their purchases [17][19]. Group 4: Trends and Implications for Brands - The market is entering a phase of brand consolidation, where established brands may struggle if they do not adapt to changing consumer values that prioritize relevance over mere recognition [22][23]. - Brands that focus on delivering emotional value and joy, rather than amplifying consumer anxiety, are more likely to succeed in the current environment [21][26]. - The article highlights three emerging trends: the rise of selective purchasing, the importance of emotional engagement in branding, and the redefinition of everyday value through smarter consumption [22][25][26].

Core Viewpoint - The company's mid-year earnings fell short of market expectations due to declining revenue, rigid expenses, and increased asset impairment, with a significant year-on-year profit drop of 71% in the second quarter [1] Revenue Performance - The revenue decline in the second quarter was similar to the first quarter, but the profit drop was more pronounced, indicating increasing short-term performance pressure from weak retail demand and rising costs [1] - The Haggis brand showed resilient growth with an 8.37% increase despite only two new store openings, largely driven by online sales [1] - The Baoniao brand faced significant pressure, with a 9.6% year-on-year revenue decline and four store closures in the first half of the year [1] - The Baoniao group buying business experienced a 22.53% revenue decline, exceeding previous market estimates [1] - The smaller outdoor brand Lefeiye performed well, maintaining around 20% revenue growth, indicating that outdoor apparel remains a strong segment [1] Expense Trends - Despite a challenging retail environment, the company continued to increase its expenditure for long-term development, leading to expected short-term performance challenges [2] - The acquisition of the American outdoor brand Woolrich resulted in increased expenses and intangible asset amortization, contributing to a rise in sales and management expense ratios by 3.66 and 2.27 percentage points, respectively [2] - While expenses may be slightly controlled in the second half of the year, they are still expected to pose challenges to short-term performance [2] Future Outlook - The company is one of the more mature multi-brand apparel firms in China and is expected to recover growth as consumer demand gradually improves [2] - There is optimism regarding the sustainable growth of the Haggis and Lefeiye brands, as well as positive expectations for the mid-term development of the newly acquired Woolrich brand [2] - The Baoniao brand is undergoing a transformation towards a younger and more fashionable image, which may benefit from a potential consumer recovery [2] Earnings Forecast and Investment Recommendation - Based on the mid-year report, the company's earnings forecast has been revised downwards, with expected earnings per share of 0.28, 0.34, and 0.41 yuan for 2025-2027 [3] - A target price of 4.20 yuan has been set, based on a 15 times PE valuation for 2025, while maintaining a "buy" rating for the company [3]

Group 1: Dairy Industry - French dairy giant Lactalis has been granted exclusivity in acquisition negotiations with Fonterra, indicating a significant strategic decision to divest its consumer brands business [3] - This exclusivity suggests that Lactalis is likely to become the final buyer of Fonterra's consumer brands [3] Group 2: Retail Industry - Seven & i Holdings announced a growth strategy for fiscal year 2030, planning to invest 300 billion yen to add 1,000 new convenience stores in Japan and renovate 5,000 existing stores [5] - The initiatives include store renovations, introduction of the "Seven Cafe" series, and expansion of the delivery service "7NOW," aiming to increase sales from 12 billion yen in fiscal year 2024 to 120 billion yen by fiscal year 2030 [5] Group 3: Food Delivery Industry - Meituan has launched a "Dine-in Boost" plan, distributing in-store consumption vouchers to all members, aiming to support struggling small restaurants amid ongoing competition in the food delivery sector [7] - The initiative currently covers 100,000 physical stores, with plans for further expansion [7] Group 4: Fashion Industry - S&P Global has downgraded the credit outlook for French luxury group Kering from "stable" to "negative," citing a significant sales decline expected in the first half of 2025, particularly in the Asia-Pacific and Chinese markets [17] - Kering's revenue in the Asia-Pacific region fell by 22% year-on-year, with core brand Gucci's sales decreasing by approximately 25% [17] Group 5: Corporate Governance - Tims Coffee announced the resignation of board member Meizi Zhu, who was the only Tencent representative on the board, following Tencent's investment in the company [20] - The company does not plan to fill Zhu's vacancy on the board [20] Group 6: Corporate Leadership Changes - Julee Co., a New Third Board listed company, announced that Chairman Tong Enwen is temporarily unable to fulfill his duties due to health reasons, with Gao Zhaohui appointed as acting chairman [22] - This change occurs against the backdrop of the founder's advanced age and the company's critical IPO period [22] Group 7: Corporate Restructuring - La Chapelle appointed Wang Guoliang as the new chairman following the resignation of Zhao Jinwen, with Wang controlling 65% of the company's shares [25] - This appointment aims to ensure the synchronization of restructuring negotiations, asset disposal, and delisting processes [25]

Core Insights - The apparel industry is undergoing a transformation where consumers are willing to pay for emotions, scenarios, and identities rather than just clothing itself [3][4] - Although the market appears to be recovering, growth rates are slowing down, with retail sales of apparel and footwear only increasing by 3.1% year-on-year in the first half of 2025, compared to a high growth of 15.5% in 2023 [3][4] - The industry is entering a new phase focused on "mind penetration efficiency," where understanding consumer preferences and establishing long-term brand memory through content is crucial for success [3][4] Market Trends - The online content consumption is becoming the core entry point for apparel transactions, with over 60% of consumers relying on content for their purchasing decisions [7] - Douyin (TikTok) contributed 74% of the online retail growth in apparel in 2024, indicating its role as a primary growth engine for the industry [7] - AI is reshaping the supply-demand system, enhancing both consumer experiences with virtual try-ons and accelerating product development on the supply side [9][11] Seasonal Strategies - The extended autumn-winter sales window in 2025, lasting 194 days, provides retailers with more opportunities to control sales rhythms and consumer decision-making [9][11] - New products account for nearly 40% of GMV during the autumn-winter season, emphasizing the importance of identifying trends and launching popular items early [11][13] - A dual inventory strategy focusing on seasonal and all-season products is emerging as a more reliable growth tactic [13] Consumer Behavior - Consumers are now looking for versatile clothing solutions that can serve multiple purposes, with over 90% considering two or more usage scenarios when purchasing autumn-winter apparel [16][18] - Three major growth tracks have been identified: quality warmth, outdoor lifestyle, and emotional dressing, reflecting the evolving consumer expectations [18][19][22] Target Demographics - Six key consumer segments have been identified, each representing distinct lifestyles and aesthetic preferences, including practical users, cultural enthusiasts, and style innovators [25][40] - Understanding these segments allows brands to tailor their offerings and marketing strategies effectively [40] Content Strategy - In the content-driven e-commerce era, brands must focus on creating meaningful content that resonates with consumers and builds brand recognition [41][45] - Effective content should not only drive sales but also establish a unique brand identity and emotional connection with consumers [47][48] Product Lifecycle Management - Brands should adopt a three-phase strategy for new product launches: rapid testing during the cold start phase, targeted content during the potential breakout phase, and aggressive marketing during the mature phase [50][58] - The 2025 autumn-winter season presents a unique opportunity for brands to leverage the longest sales window and maximize their market impact [59][60]

Core Viewpoint - In a challenging business cycle, many companies are struggling with profit tightening and slowing growth, leading to a questioning of the quality of growth. However, some companies are managing to grow against the trend by rediscovering the importance of making the right strategic decisions [2][3]. Group 1: Opportunities in Value Blind Spots - Companies like Bosideng and Gongniu have shown remarkable growth despite market saturation, with Bosideng reporting a revenue increase of 11.6% to 25.9 billion and a net profit increase of 14.3% to 3.51 billion [4][5]. - Bosideng, once perceived as nearing market saturation, found new growth opportunities by shifting its focus back to its core competency in down jackets, which allowed it to redefine its market position [6][7]. - The concept of "value blind spots" is highlighted, where companies often overlook potential opportunities due to internal biases or traditional industry perspectives [9][11]. Group 2: The Need for a Central Axis in Value Consumption Era - The current competitive landscape is characterized by internal competition and price wars, leading to a misinterpretation of what constitutes true customer value [13]. - Customer value is defined as the perceived benefits that customers expect from a brand, which is dynamic and requires continuous strategic adaptation [13][30]. - The "Seven Laws" developed by Junzhi Consulting serve as a foundational framework for companies to navigate complex market conditions and create sustainable customer value [15][30]. Group 3: Strategic Implementation and Dynamic Adaptation - Junzhi Consulting emphasizes the importance of a dynamic strategy that adapts to changing market conditions, as demonstrated by Gongniu's successful launch of strategic products like the track socket [20][21]. - The "Dynamic Law" focuses on establishing a flexible system that can respond to rapid changes in the market, ensuring that companies can maintain a competitive edge [24][30]. - The "Force Law" highlights the importance of concentrating resources on the most promising opportunities, as seen in the case of Bai Xiang, which successfully pivoted to online sales to overcome market challenges [25][28]. Group 4: Long-term Value Creation and Collaboration - Successful companies are characterized by their commitment to long-term value, deep market understanding, and a collaborative approach with external resources [33][34]. - Junzhi Consulting positions itself as a partner in the strategic process, working alongside companies to co-create value rather than merely providing solutions [33][34]. - The ongoing evolution of Junzhi's organizational structure and talent pool aims to enhance its ability to support companies in achieving sustainable high-quality growth [34][35].

Core Insights - The county market demonstrates strong consumer potential, with significant growth in both dining and non-dining orders on Taobao Flash Purchase [1][3] - Small and medium-sized businesses are seeing steady income increases, with over 57,000 non-dining small shops achieving record order volumes [1][3] - Recent policy directions emphasize the need to effectively unleash domestic demand potential, focusing on expanding goods consumption and nurturing new growth points in service consumption [1] Group 1: County Market Growth - In July, dining orders in counties like Hunan and Shandong saw over 10-fold growth compared to June, while non-dining orders in counties such as Xinjiang and Shanxi also experienced similar surges [3] - The number of "ten-thousand order stores" in counties increased by 274% in July, indicating a robust demand for local services [3] - Nighttime orders in county markets grew by an average of 70% compared to June, showcasing the vibrancy of these areas [3] Group 2: Consumer Preferences and Trends - County residents show a preference for leisure snacks, beverages, and cooling foods, with snack orders increasing by 126% and outdoor sports products by 114% in July [4] - The platform economy plays a crucial role in activating demand in lower-tier markets, contributing to a diversified consumption landscape [4] Group 3: Expansion of Non-Dining Categories - Brands like VERO MODA and ONLY have seen significant order increases after joining Taobao Flash Purchase, with daily orders growing by 5 times and 3 times respectively [5] - Over 12,000 non-dining physical stores joined Taobao Flash Purchase, leading to record daily orders [5] - Research indicates that for every 1 yuan spent on service consumption vouchers, an additional 6.76 yuan in consumption is generated, highlighting the potential for substantial market growth [5] Group 4: Digital Transformation of Retail - The "Aoxiang" digital management platform helps retailers streamline operations, addressing common pain points such as multi-channel management and inventory chaos [7][8] - The number of stores using the "Aoxiang" system has increased by 17.6% since May, covering over 400 cities and various retail formats [8] - The integration of Alibaba's supply chain resources into Taobao Flash Purchase enhances procurement efficiency and reduces stockouts [8]