肯德基方面表示，调整部分外送产品价格是为了更好地应对运营成本的变化，保持稳定健康的经 营。"疯狂星期四""周末疯狂拼" "OK餐三件套"等优惠套餐价格，保持不变。 "调价是正常的市场规律，也是行业保持良性运转的必要举措。我们将持续优化成本结构，最大程度为 消费者提供高品质与高性价比的产品和服务。"肯德基方面回应道。 库迪宣布取消9.9元咖啡活动。 1月31日，记者获悉，库迪咖啡"全场9.9元不限量"活动将于2026年1月31日24时正式结束。2026年2月1 日将开启特价专区，部分产品仍然延续9.9元不限量。2026年2月1日0时起，库迪自有平台内非特价活动 产品，均按零售价售卖。 对于库迪新店来说，首月8.8元活动自2月1日起调整，用户扫码可得券包由原先的3张6.9元饮品券（全场 饮品可用）调整为3张8.8元饮品券（全场饮品可用）。邀新有礼活动也有所调整，新用户奖品由原先的 3张8.8元全场任饮券调整为3张9.9元全场任饮券。 对此，库迪咖啡方面回复《每日经济新闻》记者称，部分产品延续特价9.9元不限量，全线产品持续参 与外卖平台各类补贴活动，库迪始终致力于为消费者提供高品质高性价比的咖啡产品，欢迎大家多多 ...

每经编辑｜何小桃 库迪宣布取消9.9元咖啡活动。 1月31日，记者获悉，库迪咖啡"全场9.9元不限量"活动将于2026年1月31日24时正式结束。2026年2月1日将开启特价专区，部分产品仍然延续9.9元不限 量。2026年2月1日0时起，库迪自有平台内非特价活动产品，均按零售价售卖。 对于库迪新店来说，首月8.8元活动自2月1日起调整，用户扫码可得券包由原先的3张6.9元饮品券（全场饮品可用）调整为3张8.8元饮品券（全场饮品可 用）。邀新有礼活动也有所调整，新用户奖品由原先的3张8.8元全场任饮券调整为3张9.9元全场任饮券。 图片来源：每日经济新闻 资料图 对此，库迪咖啡方面回复《每日经济新闻》记者称，部分产品延续特价9.9元不限量，全线产品持续参与外卖平台各类补贴活动，库迪始终致力于为消费 者提供高品质高性价比的咖啡产品，欢迎大家多多体验。 消费末端涨价，最容易让人联想的理由就是上游成本上升，而这的确是这波涨价潮最直接的原因之一。记者询问了多个供应链环节的商家，他们都表示， 近年来，水果、茶叶这类原材料的价格都在上涨。某茶饮品牌供应链的负责人举例称："比如这两年很火的椰子水、椰浆一类的原料，价格涨幅高 ...

记者丨 易佳颖 编辑丨陶力 | | 活动规则 | | --- | --- | | 调整前 | 新用户奖品:8.8元全场任饮券*3 | | 调整后 | 新用户奖品: 9.9元全场任饮券*3 | 对于上述通知内容，1月3 0日，库迪咖啡方面向澎湃新闻回应称，属实。库迪咖啡相关负责人表 示，部分产品延续特价9 . 9元不限量，全线产品持续参与外卖平台各类补贴活动。 而此次肯德基中国的调价，就是直接针对外卖。1月26日，肯德基中国宣布对旗下外送产品价 格进行小幅调整，平均上涨0.8元，堂食价格保持不变。 肯德基、麦当劳接连涨价的同时， 萨莉亚以及多家咖啡茶饮品牌都在或明或暗地调整价格。1 月31日，据澎湃消息，库迪咖啡也将收缩全场9块9补贴。 多家餐饮集体调价 具体来看， 肯德基 汉堡品类中，汁汁和牛堡外送价36.5元，较堂食32.5元高出4元；经典单品 吮指原味鸡1块装外送与堂食价差2.5元，6块装规格价差则放大至15元。 如此针对性的调价策略，或与肯德基的外卖业务占比颇高有关。百胜中国2025年三季报显示， 肯德基当季外卖销售同比增长33%，约占肯德基公司餐厅收入的51%，而2024年全年该占比约 40%，9个月 ...

肯德基、麦当劳接连涨价的同时，萨莉亚以及多家咖啡茶饮品牌都在或明或暗地调整价格。1月31日， 据澎湃消息，库迪咖啡也将收缩全场9块9补贴。 而此次肯德基中国的调价，就是直接针对外卖。1月26日，肯德基中国宣布对旗下外送产品价格进行小 幅调整，平均上涨0.8元，堂食价格保持不变。 对于上述通知内容，1月30日，库迪咖啡方面向智通财经回应称，属实。库迪咖啡相关负责人表示，部 分产品延续特价9.9元不限量，全线产品持续参与外卖平台各类补贴活动。 如此针对性的调价策略，或与肯德基的外卖业务占比颇高有关。百胜中国2025年三季报显示，肯德基当 季外卖销售同比增长33%，约占肯德基公司餐厅收入的51%，而2024年全年该占比约40%，9个月内得到 快速提升。 麦当劳也在去年底宣布部分餐品涨价0.5元至1元，外卖同步调价；一直以"平价"著称的西餐品牌萨莉亚 在2025年也上调了部分菜品价格，幅度在1—2元。对此，麦当劳方面表示，"麦当劳致力于持续为消费 者提供高品质的餐食和超值的选择。2025年12月15日起，部分餐品的价格增加0.5到1元。" 不完全统计，2025年5月，奈雪的茶上调了广深地区门店的早餐价格，价格从原本的 ...

1月26日，肯德基中国对旗下外送产品价格进行小幅调整，平均上涨0.8元，堂食价格保持不变。 仅外送产品涨价 与过往调价不同，肯德基本次涨价范围限定在外送渠道。 继麦当劳之后，另一快餐巨头肯德基也官宣涨价。 2028年经营利润目标100亿元 此番肯德基选择单独在外送渠道涨价，背后或与该渠道日益提升的业绩贡献度有关。 百胜中国2025年三季报显示，肯德基当季外卖销售同比增长33%，约占肯德基公司餐厅收入的51%，而 2024年全年该占比约40%，9个月内得到快速提升。同时，当季肯德基公司总收入仅同比增长4%至24.04 亿美元，外卖已然成为拉动增长的主要驱动力。 具体来看，汉堡品类中，汁汁和牛堡外送价36.5元，较堂食32.5元高出4元；老北京鸡肉卷价差同样为4 元；香辣鸡腿堡、劲脆鸡腿堡价差则在3元。 炸鸡小食板块中，经典单品吮指原味鸡1块装外送与堂食价差2.5元，6块装规格价差则放大至15元；新 品金枕榴莲椰耶蛋挞6只装外送需57元，较堂食价差达5元；黄金脆皮鸡、新奥尔良烤翅、劲爆鸡米花、 薯条等热门小食，外送价较堂食上涨1.5至3元。若叠加6元配送费及若干打包费，消费者单点一份单品 外送，较堂食需多花约10 ...

1月26日，智通财经获悉，当日肯德基对部分外送产品价格做出小幅上调，平均调整金额为0.8元，堂食价格保持不变。 肯德基方面表示，为了更好地应对运营成本的变化，保持稳定健康的经营，公司在充分评估后，对部分外送产品的价格进行了调整。"疯狂星期四"、"周末 疯狂拼"、"OK餐三件套"等优惠套餐价格保持不变。 同日，智通财经就涨价情况致电肯德基一家门店，工作人员表示，"价钱以菜单为准"。随后，智通财经在大众点评查询肯德基北京东单店菜单，其香辣鸡腿 堡目前为17元，新奥尔良烤翅(2块)为13元，吮指原味鸡(1块)34.5元。 据肯德基中国内地连锁店运营商百胜中国控股有限公司(纽交所代码：YUMC，港交所代码：09987.HK)财报数据，截至2025年9月，肯德基中国的门店数量 达到12640家。 肯德基中国目前经营业绩较好。百胜中国财报显示，2025年第三季度，肯德基经营利润同比增长6%至3.84亿美元，创第三季度新高。经营利润率为16%，同 比增长30个基点；餐厅利润率为18.5%，同比增长20个基点，主要得益于营运方面的精简和有利的原材料价格，部分被因外卖占比提升而增加的骑手成本， 以及高性价比产品的增加所抵销等。 ...

Core Insights - The article emphasizes the importance of maximizing the value of every part of a chicken in the restaurant industry, particularly for companies like Yum China, which operates KFC and Pizza Hut [3][20][43] - Yum China's strategy focuses on maintaining competitive pricing while enhancing supply chain efficiency and product innovation, allowing the company to thrive in a competitive market [8][10][18] Group 1: Company Strategy - Yum China's CEO, Joey Wat, highlighted that since 2016, the Consumer Price Index (CPI) in China has risen by 13%, yet the company has not passed these costs onto consumers, focusing instead on value for money [8] - The company employs a strategy called "拼出一只鸡" (拼出一只鸡), which emphasizes flexible procurement and a diverse supplier base to enhance supply chain efficiency [10] - Yum China has introduced over 1,600 innovative or upgraded products in the past three years, with more than 100 products generating annual sales exceeding 100 million [24] Group 2: Market Potential - The article notes that China's restaurant chain penetration is only about 20%, significantly lower than over 50% in mature markets, indicating substantial growth potential [16] - By 2030, the frequency of dining out in China is expected to increase from 3.5 times to 5.5 times per week, suggesting a rising consumer demand [16] - Yum China's growth strategy includes expanding its brand portfolio to cover a larger portion of the population, aiming to increase its customer base from one-third to one-half of China's population [34][42] Group 3: Operational Efficiency - The company has streamlined its supply chain by eliminating unnecessary complexities, allowing for a more efficient use of resources and better product innovation [23][26] - The role of Restaurant General Managers (RGM) is crucial in connecting the operational front with the underlying supply chain and innovation processes, ensuring effective execution of strategies [30][31] - Yum China's focus on digital infrastructure and AI technologies has reduced trial and error costs, enabling more efficient store operations and better inventory management [26] Group 4: Future Goals - Yum China aims to have over 17,000 KFC outlets by 2028, with a projected operating profit exceeding 10 billion yuan [37][43] - The company plans to double the operating profit of Pizza Hut by 2029 compared to 2024, with a target of over 6,000 Pizza Hut locations by 2028 [39][43] - The multi-brand strategy is designed to create layered offerings that cater to different consumer needs, enhancing market penetration and brand reach [42]

Core Insights - The article emphasizes the importance of maximizing the value of chicken in the restaurant industry, particularly for Yum China, the parent company of KFC, highlighting that effective utilization of chicken can reflect a company's operational capabilities [3][12][29] Group 1: Company Strategy - Yum China's CEO, Joey Wat, stated that the company has not passed on rising costs to consumers despite a 13% increase in the Consumer Price Index (CPI) since 2016, focusing instead on value for money [6][12] - The company has adopted a strategy of "pricing as management," ensuring higher utilization rates of raw materials and innovative product offerings, such as the "Golden SPA Chicken Fillet" and "Spicy Chicken Wings," which have become significant revenue contributors [12][24] - Yum China aims to expand its KFC brand to over 17,000 stores by 2028, targeting a broader consumer base and innovative dining experiences [24][29] Group 2: Supply Chain and Innovation - The company employs a flexible supply chain strategy, referred to as "拼出一只鸡" (拼出一只鸡), which emphasizes efficient procurement and product innovation centered around consumer needs [8][10] - Over the past three years, Yum China has launched more than 1,600 innovative or upgraded products, with over 100 products achieving annual sales exceeding 100 million [15][29] - The integration of digital technology in supply chain management has allowed for real-time price monitoring and product development, enhancing the efficiency of resource utilization [17][18] Group 3: Market Potential - The restaurant chain industry in China has a low chain penetration rate of around 20%, indicating significant growth potential compared to over 50% in mature markets [11] - By 2030, the frequency of dining out in China is expected to increase from 3.5 to 5.5 times per week, suggesting a rising consumer demand [11] - Yum China's strategy focuses on expanding its market presence in lower-tier cities and new consumption scenarios, positioning itself for future growth [11][21] Group 4: Organizational Structure - The role of Restaurant General Managers (RGM) is crucial in connecting the company's operational capabilities with front-line execution, ensuring that supply chain efficiency and innovation translate into stable business results [18][19] - The company has streamlined operations by centralizing complex tasks, allowing front-line managers to focus on customer service and operational efficiency [19] - Yum China's organizational strategy emphasizes a multi-store model, enabling experienced RGMs to manage multiple locations, thereby enhancing operational scalability [19][21]

Core Points - KFC has officially surpassed 1,500 stores in Jiangsu, marking a significant milestone since its entry into the province in 1992 [1][5][7] - The opening of the "KFC 1500 Theme Restaurant" and the "KFC New Street Center Restaurant" in Nanjing highlights KFC's commitment to community engagement and cultural integration [1][5][6] - KFC's innovative service models, such as the "Speedy Takeaway" service, aim to enhance convenience for consumers in Jiangsu's fast-paced lifestyle [7][10] Group 1 - KFC celebrated the opening of its 1,500th store in Jiangsu with a themed event titled "Su Yun Tong Xing, Gong Fu Xin Cheng" [5] - The new restaurants are designed to reflect local culture, with the New Street Center Restaurant emphasizing a literary atmosphere in line with Nanjing's designation as a UNESCO "City of Literature" [6][7] - KFC's journey from its first store in Nanjing's Confucius Temple to its current expansion illustrates its adaptation to urban development and consumer preferences over 33 years [5][6] Group 2 - The "Speedy Takeaway" service has been implemented in 800 KFC locations across Jiangsu, allowing customers to pick up orders without leaving their vehicles [7][10] - KFC has introduced various product lines tailored to local tastes, including "KFC Grandpa's Tea" and "KPRO" healthy food options, to cater to diverse consumer preferences [9][10] - The company has established nearly 100 "Food Stations" in Jiangsu to provide surplus food to those in need, demonstrating its commitment to social responsibility [15]

Core Viewpoint - The article discusses the pervasive influence of AI in advertising and consumer experiences, highlighting the disconnect between brand perceptions and consumer realities, leading to a decline in brand trust and authenticity [5][32][35]. Group 1: AI in Advertising - AI-generated content is increasingly replacing traditional advertising methods, with costs reduced to about one-fourth of traditional production processes [32]. - Brands are adopting AI for marketing, with examples like VOGUE and H&M using AI models to create content without human involvement, aiming for efficiency and cost savings [23]. - Despite the cost savings, the effectiveness of AI-generated ads is questioned, as consumers perceive them as lower quality, impacting brand image negatively [35]. Group 2: Consumer Experience and Perception - Consumers are becoming wary of AI-generated images and advertisements, leading to a demand for authenticity in marketing [24][25]. - The article highlights instances where AI misrepresents products, such as the "peanut tree" advertisement by a brand, which led to public ridicule and a subsequent apology [8][11]. - The rise of AI in consumer interactions, such as in KTVs where AI judges singing performances, adds to the frustration of consumers who feel overwhelmed by AI's presence in leisure activities [28]. Group 3: The Impact of AI on Employment and Creativity - The article notes that while AI can enhance efficiency, it also raises concerns about job displacement and the quality of creative work, as artists fear being overshadowed by AI-generated content [41]. - There is a growing sentiment that human creativity and expertise are essential in leveraging AI effectively, as the nuances of human experience cannot be replicated by AI [40]. - The introduction of regulations requiring AI-generated content to be clearly labeled reflects the industry's recognition of the need for transparency and accountability [41].