（来源：法治日报） 除了套餐内容"变脸"，虚假标价制造优惠假象也成为团购乱象的"重灾区"。 前不久，北京消费者马女 士在某平台购买煎饼单人餐团购券，平台显示原价15元，打六折后9元。马女士到店后，发现该煎饼价 目表原价仅8元，"本以为捡了便宜，没想到竟是商家的套路"。 陈音江解释，"原价"一般是指经营者在 本次促销活动前七日内在本交易场所成交，有交易票据的最低交易价格；如果前七日内没有交易，以本 次促销活动前最后一次交易价格作为原价。商家不可以随意标注原价，如虚标商品原价后再以"折扣"形 式销售，属于通过虚假价格手段虚构事实、隐瞒真实情况，欺骗、诱导消费者进行交易的行为，已构成 价格欺诈，违反消费者权益保护法相关规定。消费者可以依据消费者权益保护法，主张商家行为构成欺 诈，要求价款三倍的赔偿，赔偿金额不足500元的，按500元计算。 值得注意的是，标注"随时退、过期 自动退"的团购券，在实际退款中却往往遇到退款失败的情况。 湖南消费者黄女士此前购买了某景区一 张"随时可退"的门票，后因计划有变，申请退款却遭商家拒绝。次日，她发现券码被标注"已使用"。此 后她多次联系商家无果，与平台争执一周后才成功退款。 记者 ...

消费者在团购平台对商家差评 预售券规则突变，消费者怒斥"言而无信" 据多位消费者在社交媒体上爆料，他们此前通过网络平台购买了即将于12月29日开业的苏州万象天地内某知名冰淇淋品牌的团购券。购买时页面明确显示 为"开业预售·买一赠一"活动，消费者可凭此券兑换任意口味的双球冰淇淋。 然而近日，当消费者再次查看电子券时发现，原本的优惠条款被悄然更改。新的规则显示："此券为开业尝鲜活动！到指定门店可选香草口味冰淇淋一 份……" 面对这一突如其来的变更，消费者们纷纷表示无法接受。"商家玩不起就不要做活动""第一次见券都团购好了规则还能变更的"，类似的吐槽声在社交平台 上此起彼伏。大家普遍认为，既然团购券已经成交，商家就应该信守承诺，单方面更改合同条款是对消费者权益的严重侵害。 "明明买的时候说是买一送一，怎么快开业了突然变成只能选一个产品？这简直是把消费者当'韭菜'割！"近日，多位计划前往苏州新地标——万象天地打 卡的消费者反映称，他们在社交平台上提前团购的冰淇淋优惠券遭遇"规则突变"，原本诱人的"买一赠一"活动，被商家单方面更改为"指定口味一份"。这 一变动迅速引发了消费者的强烈不满，也让这家尚未正式开业的店铺，在点 ...

Core Insights - The rise of short videos and live streaming has led many businesses to explore online platforms to enhance brand exposure and attract customers [1][2] - Traditional brands like Beijing Daoxiangcun are successfully leveraging platforms like Douyin to innovate and reach younger demographics, achieving significant sales growth [1][5] - The integration of online and offline strategies is becoming essential for the restaurant industry, with businesses utilizing Douyin for effective customer engagement and sales conversion [7][8] Group 1: Business Strategies - Many restaurants are packaging products into group-buying vouchers and using short videos and live streaming to attract local customers, addressing issues of exposure and customer retention [2][7] - Brands like Chushi Seafood Hotpot are employing a comprehensive approach with live streaming and short video promotions to enhance visibility and sales conversion [2][5] - The historical brand Beijing Daoxiangcun is embracing new platforms while maintaining its traditional values, successfully reaching younger consumers through innovative marketing strategies [2][5] Group 2: Market Trends - The trend of restaurants utilizing short video platforms reflects a broader industry consensus that online presence is crucial for survival and growth in the digital age [1][7] - The ability to create engaging content and maintain product quality is essential for businesses to thrive in the increasingly competitive online landscape [8] - The success of brands like Yeren Xiansheng in leveraging Douyin for customer engagement and sales demonstrates the effectiveness of content-driven marketing strategies [5][6] Group 3: Consumer Engagement - The interactive features of short videos and live streaming allow brands to gather user feedback and quickly adapt their offerings, driving data-driven development [5][7] - The shift towards online content management is seen as a necessary evolution for restaurants, transforming their approach from traditional store management to user-centric engagement [7][8] - Brands that effectively combine quality products with engaging online content are more likely to achieve sustained success in both online visibility and offline sales [8]

Core Insights - The "Double Eleven" shopping festival has seen a shift in consumer behavior, with younger consumers becoming more strategic and practical in their purchasing decisions, often prioritizing the use of coupons before making purchases [1][9] - The trend of "coupon hoarding" has emerged among local youth, reflecting their approach to uncertainty and desire for immediate benefits while retaining the option to change their minds [2][4] - Local businesses are adapting to the competitive landscape by integrating online and offline strategies, utilizing promotional activities to attract customers and increase sales [5][7] Consumer Behavior - Young consumers are increasingly purchasing multiple coupons during the "Double Eleven" period, with some spending thousands of yuan on local dining and service vouchers [2][4] - The practice of "coupon hoarding" has become popular in local social groups, with many sharing their coupon acquisitions, indicating a community-driven approach to savings [4] - The emotional aspect of shopping is highlighted, as consumers find satisfaction in securing discounts and offers, which has become a lifestyle choice [1][4] Business Strategies - Local merchants are leveraging promotional strategies such as government-subsidized coupons and online-offline activities to drive traffic and sales, with some reporting a 5% increase in average transaction value during the season [5][7] - Businesses are aligning their pricing and promotional strategies with online platforms to remain competitive, offering similar prices and additional incentives to attract customers [7] - The shift from price competition to service-oriented strategies is evident, as businesses focus on enhancing customer experience through value-added services rather than solely relying on discounts [8] Market Trends - The rising international gold prices have led some consumers to view gold as a safe-haven asset, with significant interest during the "Double Eleven" period, including the rapid sell-out of promotional gold coupons [8] - The demand for smaller gold items has increased, prompting retailers to adjust their marketing strategies to focus on customer service and added value rather than traditional price cuts [8] - The evolving consumer mindset reflects a broader trend towards rational and emotional purchasing decisions, with a focus on maximizing value in the face of changing market conditions [9]

Core Insights - The six-year anniversary celebration of Shenzhen Zhongguan Times Square Yitian Holiday successfully engaged consumers and showcased the mall's brand vitality and customer loyalty through diverse shopping experiences and interactive activities [1][4][5]. Group 1: Sales Performance - The anniversary celebration featured unprecedented promotional activities, resulting in significant increases in foot traffic and sales. Notably, the sales of brands like Zhou Dafu and Zhou Xingfu ranked first in their respective areas, highlighting the mall's strong commercial appeal [4]. Group 2: Interactive Experiences - The event served as a platform for emotional connections, featuring a themed exhibition and various interactive activities that attracted consumers of all ages, transforming the commercial space into a vibrant social and entertainment hub [5]. Group 3: Membership Operations - The mall implemented exclusive benefits for core members, leading to a substantial increase in member activity and new memberships, surpassing 300,000 members, which reflects the success of its refined membership strategy [7]. Group 4: Brand Optimization - The anniversary provided an opportunity to enhance the brand mix, with several highly anticipated first stores opening or expressing intent to enter, thereby refreshing the project's fashion appeal and offering consumers a wider range of quality choices [8]. Group 5: Future Development Strategy - Looking ahead, the mall plans to continuously upgrade its internal and external environments, incorporating more art, greenery, and technology to transform from a "shopping place" to a "lifestyle aesthetic space" [10]. Group 6: Brand Iteration and Upgrades - The mall will follow consumer trends by deepening its "first store economy" strategy and introducing more high-quality retail, dining, and lifestyle brands while empowering existing brands to explore innovative business models [11]. Group 7: Membership and Digitalization - The mall aims to enhance its online and offline channels, utilizing big data to provide personalized and convenient services, transitioning from "traffic operation" to "user operation" [12]. Group 8: Community Engagement - As an important commercial complex in the region, the mall will continue to strengthen its role as a "community neighbor" by hosting more culturally rich and community-oriented events, fostering emotional connections with local residents [13].

Core Insights - The article highlights the innovative retail model of 361° called "Super Products," which integrates online and offline shopping through Douyin's local life services, creating a high-density marketing network [1][2][10] Group 1: Retail Model and Performance - The first Super Products store opened in Shijiazhuang on December 27, 2022, attracting over 6,000 visitors and generating sales exceeding 250,000 yuan on its opening day [4][6] - The store's success was attributed to a strategic marketing campaign on Douyin, utilizing live streaming and influencer promotions to effectively reach target customers [5][6] - As of June 2023, the number of Super Products stores has expanded to 49, with a focus on creating a one-stop shopping experience for sports equipment [6][12] Group 2: Customer Acquisition and Engagement - The Super Products model emphasizes proactive customer engagement, transforming traditional retail from a passive "sitting merchant" to an active "walking merchant" by leveraging online platforms [8][10] - Over 30% of new customers were acquired through Douyin's local life services, showcasing the effectiveness of this approach in attracting a fresh customer base [6][12] - The company employs a combination of national promotions and localized marketing strategies to maintain high customer interest and engagement [9][11] Group 3: Operational Efficiency and Cost Management - The operational model allows for efficient management of large stores with a small team, significantly reducing labor costs while enhancing service quality [12] - The introduction of a "zero commission" policy by Douyin for quality retailers has further incentivized brands like 361° to expand their presence on the platform, leading to a 118% increase in the number of apparel brands joining [12] - The combination of high product quality and competitive pricing has positioned 361° favorably in the market, creating a positive feedback loop for the new retail model [11][12]

Core Viewpoint - The article discusses the competitive landscape of the food delivery industry, particularly focusing on the dominance of a specific company in the market and the challenges faced by new entrants. Group 1: Market Dynamics - The leading company in the food delivery sector holds a market share of approximately 70%, making it difficult for competitors to challenge its position [7][17]. - The industry has evolved from a "hundred groups war" to a near monopoly, with significant barriers to entry for new players due to high operational costs and the need for substantial subsidies to gain market share [17][34]. Group 2: Financial Insights - The leading company has historically struggled to achieve profitability, with reports indicating that it only began to turn a profit in 2020 after seven years of losses [14][22]. - In 2024, the company reportedly earned a total profit of 35.8 billion, with only 15.8 billion (44%) coming from its food delivery services, indicating that its primary revenue source is from other business segments like group buying [22][23]. Group 3: Competitive Challenges - New entrants face significant challenges, including the need for extensive hardware and software investments, as well as the necessity to subsidize operations until they can achieve scale [29][30]. - The competitive landscape is further complicated by the fact that even large companies with substantial resources have failed to establish a foothold in the food delivery market due to the high costs and low margins [19][34]. Group 4: Social Responsibility and Market Trends - The article suggests that the leading company has a moral advantage due to its investments in social responsibility, which may influence its long-term sustainability [6][40]. - There is a potential trend towards companies prioritizing social impact alongside profitability, as excessive profit-seeking can lead to negative public perception and long-term viability issues [40].