20万平方米展览面积，国内外4027家企业参展，超30万件创新产品，其中3万件是首次发布——9月 20日至10月20日，第113届全国糖酒商品交易会与南京深度合作，打造了一个甜甜蜜蜜的"秋糖季"。一 个月举办260多场活动，超千万人次参与，累计产生直接经济收益106.816亿元…… 作为长三角特大城市和区域中心城市，南京区位优势得天独厚，拥有深厚的商业基础与活跃的消费 氛围，是消费品行业举办展会的首选地之一。本届糖酒会还首创"展省联动"，江苏省联合打造5000平方 米投资促进洽谈区，长三角企业参展占比达25%，并利用南京"一带一路"枢纽优势，组织多场贸易洽谈 会，推动"国货出海"与"海外优品引进"。 全国糖酒会是全球食品酒类行业最具影响力的综合性展会之一，这是相隔十年，与南京的二度牵 手。本届全国糖酒会超越了传统的糖酒副食展览，是一场企业新产品、行业新理念、发展新趋势的集中 发布会。 展览最后几天南京国际博览中心依然人潮如织。在中粮集团展馆，中粮集团公开征集D-阿洛酮糖 的品牌名，讲解员将用这款代糖制作的糖醋排骨分发给观众品尝："它的卡路里极低，甜度口感却与蔗 糖十分相近，还可以像蔗糖一样炒出糖色！" 来到南 ...

Core Viewpoint - Sally's has managed to grow and expand rapidly in a challenging consumer environment by offering affordable yet quality dining options, akin to the "Uniqlo" of the restaurant industry [1][3]. Group 1: Pricing Strategy - From the 1990s to 2020, the price of baked rice decreased from ¥30 to ¥18, and Italian ham dropped from ¥36 to ¥18, showcasing a significant reduction in menu prices [2]. - Despite lower prices, Sally's has increased its net profit to 8.1 billion yen in 2024, a 58% year-on-year growth, with annual customer traffic reaching 200 million [3]. Group 2: Product Quality and Localization - The concept of "quality" at Sally's refers to being a value-for-money restaurant rather than gourmet dining, offering dishes that are enjoyable but not overly rich or small in portion [4][5]. - The company adapts its menu to local tastes, such as introducing spicy pasta dishes unique to China [7]. Group 3: Supply Chain and Cost Control - Sally's maintains control over its supply chain by producing its own ingredients, such as lettuce, corn, and rice, ensuring quality and cost efficiency [8]. - Innovations like the "Sally's No. 18" lettuce allow for more servings per head of lettuce, and strategic farming practices have reduced rice costs by 5,000 yen per bag [9]. - The integration of logistics, cold chain transport, and central kitchens minimizes logistics costs and reduces the need for extensive kitchen staff training [9][10]. Group 4: Operational Efficiency - The company has streamlined operations, reducing the preparation time for opening a store from one hour to 45 minutes, saving significant costs across its numerous locations [11]. - Instead of using traditional KPI metrics, Sally's employs a flexible reward system that encourages employees to focus on beneficial operational practices [12]. Group 5: Lessons for Other Companies - Key takeaways for Chinese companies from Sally's success include the importance of extreme cost-performance ratios, effective offline store strategies, and high execution efficiency to maintain low prices [13].