COSTA咖啡深圳门店仅剩一家 深圳商报·读创客户端记者 李佳佳 近日，瑞幸咖啡大股东大钲资本考虑竞购COSTA咖啡的消息引发关注，彭博消息称，其持有者可口可 乐正考虑出售，目前讨论处初步阶段。 在COSTA咖啡收购传闻之前，另一咖啡头部品牌星巴克已完成中国业务的架构调整。11月4日，星巴克 宣布与博裕资本达成战略合作，以40亿美元估值成立合资企业。 快餐领域的并购整合同样活跃。11月10日，CPE源峰宣布向汉堡王中国注资3.5亿美元（约合人民币25.2 亿元），交易完成后将持有其约83%股权，原股东RBI保留约17%。 餐饮圈的"热闹"从来不在灶台，当下，一场围绕品牌、渠道与资源的并购大战正席卷咖啡、洋快餐、中 式餐饮全赛道。 餐饮行业并购呈现三个显著特征 上海证券交易所副总经理王泊近日指出，并购市场是"投资中国未来的黄金通道"。这一判断在餐饮行业 的整合浪潮中得到深刻印证。 除了咖啡赛道，快餐领域的并购同样令人关注。其中，CPE源峰宣布向汉堡王中国注资3.5亿美元。据 悉，该交易预计于2026年第一季度完成，双方计划到2035年将汉堡王中国门店从1250家扩张至4000家以 上，实现可持续的年度增长。 不 ...

Core Viewpoint - The trend of foreign brands seeking "Chinese partners" is becoming popular, with companies like Starbucks and Burger King exemplifying different motivations behind such partnerships [6][7][8]. Group 1: Starbucks and Burger King - Starbucks announced a strategic partnership with Boyu Capital to sell 60% of its Chinese business for a total of $4 billion, forming a new joint venture, despite achieving a 6% year-on-year revenue growth in Q4 [7]. - In contrast, Burger King is seen as "selling out" by partnering with CPE Yuanfeng, which will inject $350 million into Burger King China, resulting in an 83% ownership stake [8][10]. - Burger King's performance in China is significantly lagging, with only about 1,300 stores compared to competitors like McDonald's and KFC, and an average annual sales per store of approximately $40,000, which is among the lowest in the industry [8][12][16]. Group 2: Häagen-Dazs - Häagen-Dazs is rumored to be selling its Chinese stores, having closed nearly 20% of its locations and experiencing a double-digit decline in customer traffic [20][22]. - The brand's previous high-end positioning has been challenged by increased competition and price discrepancies, with Häagen-Dazs products being 30% cheaper in the U.S. compared to China [22][23]. - The emergence of local brands offering competitive pricing and appealing flavors has further eroded Häagen-Dazs' market share, necessitating a search for new selling points [25][27]. Group 3: Ingka Group and IKEA - Ingka Group is reportedly planning to sell 10 of its shopping centers in China, with the first three expected to fetch around 16 billion yuan, despite the popularity of its shopping centers [28][29]. - IKEA's declining performance in China, with a nearly 30% revenue drop compared to 2019, has prompted the need for Ingka to focus on core business areas [33][34][36]. - The high maintenance costs of the shopping centers and the need for cash flow improvements are driving the decision to seek partners [36][37]. Group 4: Decathlon - Decathlon is considering selling 30% of its shares in China for an estimated €1-1.5 billion due to a 15.5% decline in net profit, marking its lowest in four years [39][40]. - The brand's shift towards higher-end products has alienated its traditional customer base, leading to criticism for becoming unaffordable [44][46]. - Decathlon's need for a "Chinese partner" is seen as a way to upgrade its offerings and better align with the evolving market demands [47].

曾以 "爱她，就请她吃哈根达斯" 风靡中国的高端冰淇淋品牌，如今却频频被传出售。 11月13日，通用磨坊官方就"哈根达斯中国业务是否在出售中"回复21世纪经济报道记者称，"对此谣传 不予置评"。 实际上，早在今年6月，哈根达斯要出售中国门店的传闻传得沸沸扬扬，通用磨坊就已回应过"对谣传不 予置评"。两次回应只字不差。 不仅是通用磨坊，哈根达斯的另一个运营方 Froneri，也被传出被高盛筹备以约1200亿人民币收购。 哈根达斯曾凭借 "纯天然" 品质打造高端形象。1996 年进入中国后，在那个国内冰棍、雪糕多为0.5元、 1元的年代，哈根达斯以单球25元的高价切入市场，黄金地段的门店选址和高端的门店装修，成功在中 国消费者心中塑造了高端品牌形象。 但时过境迁，近年来，哈根达斯在全国多座城市接连关闭线下门店，曾经的消费者再想到这个品牌只剩 下社交平台上的集体怀旧。四五十元的单价及二百多元豪华产品受到了 DQ、蜜雪冰城及新茶饮的强烈 冲击。 实际上，哈根达斯在定价早已因国内外价差大被诟病已久，在英国、美国、荷兰等地，哈根达斯的售价 不到国内三分之一。但这样的价差并非由运输、物料等制作成本带来，而是由其在中国的品牌 ...

曾以"爱她，就请她吃哈根达斯"风靡中国的高端冰淇淋品牌，如今却频频被传出售。 11月13日，通用磨坊官方就"哈根达斯中国业务是否在出售中"回复21世纪经济报道记者称，"对此谣传 不予置评"。 "这主要归功于我们推出的手持产品。"通用磨坊国际业务总裁Ricardo Fernandez直言，在华面临更具挑 战性的宏观环境，"那里的消费者压力较大，特别是影响了我们的（哈根达斯）门店业务。" 更进一步的，通用磨坊全球首席执行官Jeff Harmening介绍，哈根达斯已将手持产品的生产转移到中 国。据介绍，在中国市场，哈根达斯手持冰淇淋的分销网络扩大至原来的两倍以上。 实际上，早在今年6月，哈根达斯要出售中国门店的传闻传得沸沸扬扬，通用磨坊就已回应过"对谣传不 予置评"。两次回应只字不差。 不仅是通用磨坊，哈根达斯的另一个运营方 Froneri，也被传出被高盛筹备以约1200亿人民币收购。 哈根达斯曾凭借 "纯天然" 品质打造高端形象。1996 年进入中国后，在那个国内冰棍、雪糕多为0.5元、 1元的年代，哈根达斯以单球25元的高价切入市场，黄金地段的门店选址和高端的门店装修，成功在中 国消费者心中塑造了高端品牌形象 ...

Core Insights - Recent trends indicate a shift in foreign brands' operational strategies in China, with companies like Starbucks and Burger King selling significant stakes to local investors, raising concerns about foreign brands' future in the Chinese market [1][2][6] Group 1: Foreign Brands' Strategic Adjustments - Starbucks announced the sale of 60% of its Chinese operations to local capital, while Burger King followed suit by selling a majority stake to a Chinese entity [1][2] - The ongoing rumors about potential sales of other foreign brands, including Haagen-Dazs and Decathlon, reflect a broader trend of foreign brands reassessing their positions in the Chinese market [2][3] - Industry experts suggest that these moves are part of a localization strategy, driven by increased competition and declining performance of some foreign brands in China [3][4] Group 2: Performance Challenges - Haagen-Dazs has experienced a double-digit decline in traffic in China, while Decathlon's growth has slowed significantly, prompting a shift towards higher-end products [4] - IKEA's sales in China dropped from 12.07 billion yuan to 11.15 billion yuan, a nearly 10 billion yuan decrease year-on-year, highlighting the pressures faced by foreign retailers [4] - Burger King's store count in China has been in decline, contrasting with competitors like McDonald's, which have adapted more effectively to the local market [4] Group 3: Market Dynamics and Consumer Preferences - A report by Accenture indicates that by 2025, domestic brands will surpass international brands in consumer preference across various sectors, including beauty and electronics [7] - The competitive landscape is shifting, with local brands gaining ground due to better pricing and product offerings, forcing foreign brands to adapt to changing consumer demands [7][8] - Experts emphasize that foreign brands are not exiting the Chinese market but are instead adjusting their operational models to better align with local market conditions [8] Group 4: Investment and Future Outlook - The recent transaction involving Burger King China includes a $350 million investment from CPE Yuanfeng to support expansion and operational improvements, indicating a commitment to growth in the local market [8] - Shanghai continues to attract foreign investment, with a notable increase in the number of foreign enterprises, particularly in high-tech and financial sectors, suggesting a robust environment for foreign brands [9]

Core Viewpoint - The ice cream brand "Mr. Wildman" faces scrutiny over its claim of "made on the same day," as consumers have spotted frozen milk base packets with a shelf life of up to six months, leading to allegations of using pre-made ice cream [1][4]. Company Overview - Mr. Wildman, founded in 2015, has recently experienced rapid growth, with plans to expand from over 100 stores in 2023 to more than 1,000 by the end of the year [6][7]. - The brand operates on a "central factory pre-processing + store terminal production" model, where frozen milk bases are prepared centrally and then finished at the store level [1][8]. Product and Production Process - The ice cream is made using natural ingredients like fresh milk, nuts, and seasonal fruits, with a focus on a healthier product that has lower fat and sugar content compared to competitors [8][10]. - The production process involves the use of frozen milk bases, which are thawed and mixed with fresh ingredients at the store, ensuring a fresh product for customers [1][8]. Market Position and Competition - The ice cream market in China is becoming increasingly competitive, with Mr. Wildman positioned as a stable local brand amidst declining interest in international brands like Häagen-Dazs [6][10]. - The average customer price for Mr. Wildman's ice cream is around 30 yuan, and the brand primarily targets core commercial areas, which may limit its ability to expand to a larger scale like other beverage chains [10]. Future Plans and Challenges - Mr. Wildman is cautious about its expansion pace, focusing on selecting franchise partners with strong operational capabilities and values [7][8]. - The company has not pursued external financing, preferring to maintain control over its growth trajectory, and has not disclosed its current profitability [7][8].

Core Viewpoint - The article discusses the competitive dynamics between Sam's Club and a discount supermarket called "好特卖" (Hao Te Mai), highlighting how the latter has begun to offer similar products at lower prices, leading to dissatisfaction among Sam's Club members who pay for membership fees [7][10][12]. Group 1: Market Dynamics - Sam's Club has faced backlash after the introduction of a low-sugar version of a popular snack, which subsequently appeared at Hao Te Mai, leading to a perception of betrayal among its members [7][8][12]. - Hao Te Mai has been noted for selling products that are similar to those found at Sam's Club but at significantly lower prices, creating a shift in consumer trust and loyalty [10][18]. - The article suggests that Hao Te Mai is effectively leveraging Sam's Club's brand recognition to attract customers, positioning itself as a discount alternative [11][30]. Group 2: Product Strategy - Hao Te Mai's pricing strategy includes offering products at nearly half the price of Sam's Club, which has led to increased foot traffic and sales [17][18]. - The supermarket's inventory is primarily composed of unsold or near-expiry products, which allows it to maintain lower prices while appealing to cost-conscious consumers [40][60]. - The article notes that approximately 60% of Hao Te Mai's products are sourced from brand excess inventory, with a significant portion being near-expiry items [60][64]. Group 3: Consumer Behavior - Consumers are drawn to Hao Te Mai for the thrill of finding discounted products, often treating shopping there as a treasure hunt experience [64][65]. - The perception of buying near-expiry products has shifted towards a more sustainable lifestyle choice, appealing to environmentally conscious consumers [66][70]. - The article highlights that Hao Te Mai has successfully tapped into the male consumer market for beauty and personal care products, which is a relatively untapped demographic in this sector [56][58].

Core Viewpoint - The article discusses the rising popularity of Gelato in the ice cream market, particularly in urban areas, and questions whether brands like Gelato can sustain their growth amidst increasing competition and changing consumer preferences [2][4][12]. Market Trends - Gelato, an Italian-style ice cream, is gaining traction in major cities like Beijing, Shanghai, Guangzhou, and Shenzhen, with a notable increase in the number of artisanal Gelato shops [4][6]. - The consumer trend is shifting towards premium products, with Gelato brands like "野人先生" (Mr. Wild) rapidly expanding their store count, reportedly reaching around 850 locations, with over 1000 signed contracts [6][12]. Consumer Behavior - Consumers are increasingly price-sensitive, often waiting for discounts before purchasing Gelato, indicating that high prices may limit frequency of purchase [6][10]. - The perception of Gelato as a luxury item is challenged by the availability of cheaper alternatives through community group buying platforms, where well-known brands like Haagen-Dazs are also offering significant discounts [10][12]. Competitive Landscape - The ice cream market is seeing a return to normalcy, with consumers less inclined to impulsively purchase high-priced items, leading to a decline in foot traffic for premium brands [12][13]. - Brands that offer a balance of quality and price are becoming more favored, with the 5 to 8 yuan price range emerging as the mainstream segment [12][13]. Ingredient Transparency - There is a growing consumer focus on ingredient safety, with many scrutinizing the components of ice cream products, leading to a demand for clearer ingredient labeling [15][17]. - The upcoming national standard GB/T 31114-2024 will enforce stricter regulations on ice cream ingredients, potentially reshaping the market by promoting transparency and quality [18][20]. Future Outlook - The seasonal nature of ice cream sales poses challenges, as the industry may experience a slowdown post-summer, raising questions about the sustainability of premium Gelato brands during off-peak seasons [20][21]. - The ability of brands like "野人先生" to maintain consumer interest and foot traffic in the fall and winter months will be critical for their long-term success [20].

Core Insights - The rise of Gelato in the ice cream market is notable, with brands like 野人先生 (Mr. Wildman) gaining popularity in urban core business districts, while traditional brands like Häagen-Dazs are entering discount zones [1][2][8] - The ice cream market is shifting towards more affordable options, with community group buying platforms offering significant discounts, impacting the sales of premium brands [9][11] - Consumer preferences are evolving, with a focus on ingredient transparency and health considerations, leading to a decline in impulse purchases of high-priced ice creams [13][14] Brand Performance - 野人先生 has rapidly expanded its store count, reportedly reaching around 850 locations, competing closely with established brands like DQ and 波比艾斯 (Bobby Ice) [5][11] - The brand's promotional strategies, such as buy-one-get-one-free offers, are attracting consumers, although there are concerns about the sustainability of such high pricing in the long term [5][11] - The market is seeing a trend where premium brands like Häagen-Dazs are experiencing a decline in foot traffic, with a reported double-digit percentage drop in customer visits [11][12] Market Trends - The ice cream market is returning to normalcy, with a focus on value and quality rather than excessive marketing, as consumers prioritize cost-effectiveness [11][12] - The introduction of new national standards for ice cream quality in 2026 is expected to enhance ingredient transparency and consumer trust [16] - The competitive landscape is shifting, with mid-range and low-cost ice creams gaining popularity, while high-end brands face challenges in maintaining their market share [12][14] Consumer Behavior - Consumers are increasingly scrutinizing the ingredients in ice cream products, leading to a demand for healthier options and clearer labeling [13][14] - The perception of ice cream as a social currency is diminishing, with consumers focusing more on the product's cooling function rather than its status [11][12] - Seasonal fluctuations in ice cream sales are expected, with brands needing to adapt to maintain consumer interest during off-peak seasons [19]

Core Insights - The article discusses the decline of Häagen-Dazs, a once-premium ice cream brand, which is now struggling to survive by selling low-priced coffee at 9.9 yuan [1] Group 1 - Häagen-Dazs was previously known for selling high-end ice cream at prices around several dozen yuan per unit [1] - The brand's current strategy involves offering low-priced coffee as a means to attract customers and generate revenue [1] - The article raises questions about the reasons behind Häagen-Dazs' fall from industry leader to a struggling brand [1]