Core Viewpoint - Luckin Coffee has established a systematic capability for generating hit products, achieving over 50% year-on-year revenue growth and a monthly active user base exceeding 110 million, with nearly 30,000 stores [5][6][12]. Product Structure - In 2023, Luckin Coffee launched 102 new products, with 8 of them achieving sales exceeding 100 million cups. The company plans to introduce 114 new products in 2024 and 119-140 in 2025, indicating a consistent high frequency of new product launches [6][12]. - The product development process is based on a modular system, allowing for efficient combination and testing of various components, which increases the likelihood of creating successful products [11][17]. Supply Chain - Luckin's supply chain is highly standardized, allowing for low-cost experimentation with new products. This structure enables the company to absorb failures without significant financial impact, contrasting with traditional brands that face high costs for product failures [15][18]. - The centralized production of key flavors and liquid structures reduces the complexity at the store level, streamlining the product launch process [15][18]. Organizational Structure - The organizational structure of Luckin Coffee is flat and project-based, facilitating parallel collaboration across departments. This contrasts with traditional beverage brands that have hierarchical structures, which slow down the product development process [12][13]. - Decision-making is driven by data rather than individual judgment, allowing for rapid adjustments based on real-time sales feedback [13][21]. Data System - Luckin Coffee employs a data-driven approach to identify consumer preferences and trends, using metrics such as repurchase rates and customer feedback to guide product development [10][21]. - The company views new products as experiments rather than expressions of brand identity, focusing on market validation rather than brand storytelling [19][22]. Trend Identification - Trends are defined by quantifiable variables that can be monitored in real-time, allowing Luckin to adapt quickly to changing consumer preferences [21][22]. - The company’s approach to product development is iterative, relying on continuous testing and feedback to refine offerings and align with consumer demand [22][24].

Core Insights - The article discusses the rising trend of collaboration between coffee brands and anime/game IPs, highlighting the marketing strategies and consumer engagement involved in this phenomenon [3][4][5]. Group 1: Collaboration Trends - The collaboration trend in the beverage industry has shifted from occasional marketing tactics to a daily operational norm, particularly in coffee brands, with Luckin Coffee leading the charge with approximately 90 collaborations this year [4][5]. - Luckin Coffee has engaged in over 50 collaborations with anime, game, or cartoon characters, accounting for at least 40% of their total collaborations [4]. Group 2: Market Dynamics - The increase in store density among coffee chains has diluted customer traffic, making it challenging for brands to attract consumers solely through new product launches [5][6]. - The competition has intensified, leading brands to seek innovative ways to increase customer visit frequency, as traditional new product strategies have become less effective [6]. Group 3: Marketing Effectiveness - Collaborating with established anime or game IPs offers a cost-effective marketing strategy compared to traditional celebrity endorsements, as these collaborations can drive customer traffic and sales more directly [7][8]. - For instance, a collaboration with the game "Black Myth: Wukong" resulted in over 100,000 sales on the first day, showcasing the potential impact of such partnerships [7][8]. Group 4: Consumer Engagement - The emotional value associated with anime and game characters drives consumer purchases, as young consumers are motivated by the emotional connections they have with these characters [11]. - The Z generation, being the primary consumers of anime content, aligns well with the target demographic of coffee chains, enhancing the effectiveness of these collaborations [11]. Group 5: Challenges and Concerns - Rising marketing costs are a significant concern, with collaboration fees for top IPs exceeding millions, leading to increased financial pressure on brands [12]. - The frequency of collaborations with the same IP can dilute their effectiveness, causing consumer fatigue and reducing the overall impact of marketing efforts [12][13]. - There are higher expectations for the quality and creativity of the products associated with anime IPs, and failure to meet these expectations can lead to negative perceptions among fans [13].

遍布全国的咖啡零售网络正在成型。 随着咖啡越来越成为中国居民的消费日常，咖啡市场的竞争也正在步入一个新阶段：头部品牌加速跑马圈 地、争抢点位不断拓店；价格战越打越热，主流竞争价位下探到 10-15 元。 内卷加速的竞争红海里，瑞幸始终保持了增长态势。 从咖啡的消费场景来看，瑞幸以到店自提和外带居多；而瑞幸大量的点位通常以写字楼、商圈、社区等人 流密集的地方为主，不一定在非常显眼的位置，但却能够覆盖周边的外卖和自提需求，为用户营造一种 "人在哪里，咖啡店就在哪里" 的便于购买的消费环境。 门店网络持续扩张，背后依托的是瑞幸的数字化能力。这让瑞幸能以极低单店成本逆势跑出规模加速度， 反过来摊薄门店成本，实现每一杯咖啡的极致性价比。 优衣库也有类似的做法，将线上线下打通之后，线下门店也成了线上销售的提货点。优衣库在中国线上销 售约占区域营收的四分之一，是全球范围内线上成交占比最大的市场。优衣库希望通过将顾客从门店引导 至电商，再从电商引导至门店，帮助扩大整体销售额。 瑞幸咖啡 CEO 郭谨一曾多次说，数字化能力是瑞幸的核心优势之一，也是瑞幸与传统餐饮企业最显著的 区别。有了后端的数字化系统作为依托，瑞幸的门店也是一 ...