_Bert 赵永坡宣布自己已被任命为魏牌CEO @哈弗赵永坡 以创始人魏建军姓氏命名的魏牌于2016年成立，承载着长城汽车向高端市场进军的雄心。然而，这个被寄予厚望的品牌自诞生以来，便陷入了高管频繁更替 的怪圈。从曾在奥迪工作30年的严思，到拥有多家龙头企业背景的冯复之，再到如今的赵永坡，魏牌CEO的位置此前从未有人坐热。 【文/观察者网 潘昱辰 编辑/高莘】"从今天开始，我就是魏牌的CEO了。"12月21日，原哈弗总经理赵永坡在社交媒体上宣布了自己的新职位，并为即将上市 的魏牌蓝山智能进阶版预热造势。这位在长城汽车体系内成长超过20年的技术干将，成为魏牌自2016年成立以来的第9位掌舵者。 而CEO的屡屡更迭，也是魏牌成立近10年来战略摇摆、定位失准、转型受困的一个缩影。 频繁换帅 品牌成立9年来，魏牌已经更换了8位CEO，任期最长的为初代CEO严思，长达两年；最短的只有两个月，为兼任魏牌CEO的坦克CEO刘艳钊。 梳理过去魏牌CEO的更换规律可以看出：除初代CEO严思外，外来的职业经理人任期往往较短，而长城系老将则常被委以"救火"任务。 魏牌的初代CEO严思，曾在奥迪效力30年。作为品牌的初创者，魏牌（当 ...

Core Viewpoint - The article discusses the potential dental health risks associated with consuming hot beverages during winter, emphasizing the importance of choosing the right drinks and maintaining oral hygiene to prevent tooth decay. Group 1: Risks of Hot Beverages - Hot drinks can create a sustained acidic environment in the mouth, leading to continuous acid production by bacteria, which can outpace the natural remineralization process of teeth [2] - Sticky ingredients in drinks like sesame paste and milk tea can adhere to teeth, providing a prolonged food source for bacteria [2] - Drinking excessively hot beverages (above 60°C) poses a risk of burns to the oral mucosa and has been classified as a potential carcinogen by the World Health Organization [2] Group 2: Healthier Drinking Habits - Recommended beverages include plain water, unsweetened tea, or black coffee, as they are less harmful to dental health compared to sugary drinks [3] - It is advised to keep the temperature of hot drinks below 50°C to avoid damage to teeth and oral tissues [3] - Consuming drinks quickly during meals and rinsing the mouth with water afterward can help minimize the time teeth are exposed to acidic environments [3] Group 3: Special Considerations for Different Age Groups - Children are particularly vulnerable to tooth decay from sugary drinks, and parents should limit their intake and ensure regular dental check-ups [3] - Elderly individuals may face increased dental challenges due to gum recession and reduced saliva production, necessitating diligent oral hygiene practices [3] - Individuals with braces should be especially careful to clean around orthodontic appliances to prevent food residue buildup [3]

后台有人发私信说自己刚拿了大厂的N+2，手里握着大几十万补偿，觉得打工没意思了，想加盟个奶茶店当老板，问我怎么看。 "你要是实在想做慈善，直接转账吧，别遭那个罪了。" 开奶茶店？ 图｜来源网络 02 为什么我劝你别动？ 因为你眼里的"生意"，在镰刀眼里，是一场精心编排的"杀猪盘"。 餐饮圈有一类公司，叫"快招公司"。 他们不生产奶茶，他们只生产"做梦素材"。 你以为你去考察的是门店？ 不，你去的是横店影视城。 你在CBD看到的那家排队排到大街上的网红店，那是他们花钱雇的"气氛组"。 01 在2025年，这不叫创业。 这叫中产阶级的大型自杀现场。 真的，上一秒我还在心疼他中年失业，下一秒我觉得他这也是凭实力遭劫。 这哪里是通往财富自由？ 这是通往负债自由。 别不信。 图｜来源网络 你问为什么？他说这是"品牌溢价，保证调性"。 图｜来源网络 队伍里这50个人，49个是领了50块钱劳务费的群演，剩下1个就是"大冤种"。 这不叫人气，这叫"钓鱼打窝"。 等你上了钩，招商经理会给你一张Excel表，上面写着：单杯成本3块，售价18块，毛利80%，3个月回本，半年买车，一年买房。 牛顿看了都要从棺材里跳出来给你鼓掌。 因 ...

解读新茶饮品牌 TOP50：拼口味 是幌子，供应链 才是真王牌？_ 南方+_南方plus 写字楼的取餐屏 飞速滚动，街角 的茶饮店永远排 着长队，店员3 分钟内递出一排 饮品，低糖、天 然成分成标配； 千里之外的贵州 遵义茶山，鲜茶 正通过冷链发往 全国门店；后台 系统里，AI已精 准预测出爆款销 量，误差率控制 在5%以内，库 存周转率提升 40%。这杯你随 手点的新茶饮， 从茶园到杯端， 串联着一条"看 不见"却至关重 要的供应链。 日前，2025 年"珠遵杯"中国 新茶饮（供应 链）企业品牌价 值50强榜单及专 项报告（下称 "榜单""报告"） 重磅发布。该榜 单及报告具有鲜 明的东西部协作 属性，由广东省 粤黔协作工作队 遵义工作组、南 方报业传媒集团 南方农村报社、 中国广告协会国 际传播工作委员 会、中央民族大 学新闻与传播学 院等权威机构联 合发起，突破以 往仅以门店数量 或营收为核心的 传统评价视角， 转而挖掘新茶饮 供应链企业在原 料品质、供应能 力、效率模型、 服务深度、品牌 协同、生态建设 等维度的核心评 价数据，立体呈 现2025年新茶饮 产业链的核心竞 争力格局。 当前，行业正从 高 ...

比星咖啡是36氪持续跟踪报道的一家公司，曾在2022年获得过顺为资本数千万元天使轮融资，2024年还获得正煊资本领投，顺为资本跟投的数千万元 A 轮融资。 36氪获悉，连锁精品加盟咖啡品牌「比星咖啡」于近期完成数千万元 B 轮融资，本轮由苏州市农发产业科创基金独家领投。 该基金是苏州市委、市政府 为加强农业科技创新，发展新质消费生产力而组建的科创投资基金。本轮融资将主要用于拓展线下门店、品牌推广。 2022年，比星咖啡在苏州开出第一家门店，截至目前，比星咖啡已开出300家门店，主要分布在华东和华南，完成了年初设下的目标。 自创立品牌起，创始人吴彬彬就明确要走"精品咖啡小店加盟"之路，他曾拥有丰富的连锁茶饮加盟品牌创业背景。2020年时，吴彬彬通过调研发现，全国 门店数量超过100家的咖啡连锁品牌仅有5个，而门店数量100家以上的茶饮连锁品牌多达200多个，这是一方面是需求决定的，另一方面与行业模式和品类 特性有关。奶茶相对平价、靠规模取胜，更适合加盟，而平价浪潮来袭前，咖啡要么是单体为主，要么是定位中高端、开大店的品牌居多。 比星咖啡创始人由此判断，随着咖啡消费逐渐旺盛，咖啡品牌的加盟赛道将有不小的机会。5年 ...

Core Viewpoint - The secondary market is closely monitoring the movements of new tea beverage giants, with Mixue Group's stock closing at HKD 413 per share on November 27, resulting in a market capitalization of HKD 156.8 billion. This performance is attributed to the company's low-key testing of new business growth points, including a "breakfast plan" currently trialed in select cities [1][3]. Group 1: Breakfast Strategy - The company has initiated a low-price strategy targeting the breakfast consumption scene, with a recent survey on consumer preferences for breakfast items like soy milk and coffee. A "breakfast series" has been launched in certain areas, featuring products priced at RMB 5 [3]. - The breakfast product lineup includes four types of milk, such as "breakfast coconut milk," with no large-scale promotional plans currently in place. This is not the first attempt by the brand to expand into the morning consumption period, as previous tests included a "coffee + baking" combo sold at RMB 10 [3]. Group 2: Store Network and Financial Performance - The new business trials are supported by the company's extensive offline network and solid financial data, with a reported revenue of RMB 14.87 billion for the first half of 2025, a year-on-year increase of 39.3%, and a net profit of RMB 2.72 billion, up 44.1% [4]. - As of June 30, 2025, Mixue Group has expanded its global store count to 53,014, while its coffee business, Luckin Coffee, has surpassed 10,000 stores, positioning itself as a significant player in the domestic coffee chain market [4]. Group 3: Multi-Category Expansion and Operational Efficiency - In addition to breakfast and coffee, the company is extending its product range through acquisitions, having invested approximately RMB 297 million to acquire a 53% stake in Fresh Beer Fulu, thereby entering the fresh beer market [5]. - The company's profitability remains relatively strong within the industry, with a net profit margin of 18.27% for the first half of 2025, outperforming competitors like Tea Baidao and Bawang Tea Ji. The low-price breakfast initiative is seen as a strategy to leverage existing supply chain advantages and enhance single-store value [5].

Core Insights - The company, Mixue Ice City, is conducting a survey to understand consumer preferences for breakfast items, including various traditional and modern options [1] - The company has introduced a "Breakfast Series" in its official mini-program, featuring products priced at 5 yuan each [3] - Currently, the "Breakfast Plan" is being trialed in select cities such as Dalian, Xi'an, Nanning, and Hangzhou, with no immediate plans for widespread rollout [5] Financial Performance - For the first half of 2025, Mixue Ice City reported a revenue of 14.87 billion yuan, representing a year-on-year growth of 39.3% [5] - The gross profit for the same period was 4.71 billion yuan, with a growth of 38.3% year-on-year [5] - The net profit reached 2.72 billion yuan, showing a significant increase of 44.1% compared to the previous year [5] Store Expansion - As of June 30, 2025, Mixue Ice City has expanded its global store count to 53,014, adding 9,796 new stores compared to the same period last year [5] - The company's store network now covers China and 12 other countries [5]

Core Viewpoint - The foreign dining industry in China is undergoing significant changes, with many foreign brands either rebranding or being acquired by local companies due to shifts in consumer preferences and market dynamics [1][5]. Consumer Perspective - In the past, foreign dining brands were seen as high-end and desirable, with long queues and a strong market presence. However, the current landscape has changed, with local brands offering better value, taste, and service that resonate more with Chinese consumers [3][4]. - The variety of local dining options has increased, leading to a decline in the novelty and appeal of foreign dining brands. Consumers now prefer local flavors and experiences, such as traditional breakfast items and spicy hot pot, over standardized foreign offerings [3][4]. Operational Challenges - Many foreign dining brands have struggled with localization, sticking to their global models without adapting to local tastes and preferences. This has resulted in menu stagnation and high operational costs due to reliance on imported ingredients [4]. - Rising costs in rent and labor, combined with rigid management structures, have hindered the ability of foreign brands to respond quickly to market changes, allowing local competitors to capture market share [4]. Market Dynamics - The shift from "incremental competition" to "stock competition" in the Chinese consumer market means that success now depends on understanding consumer needs and managing costs effectively. Brands that fail to adapt are likely to be acquired by local companies that better understand the market [5]. - The survival of foreign brands in China hinges on their ability to localize their offerings or leverage their core strengths, such as quality ingredients and unique dining experiences [4][5].

Core Viewpoint - Starbucks has announced a strategic partnership with Boyu Capital to establish a joint venture, with Boyu holding 60% and a transaction valuation of approximately 4 billion USD. The plan is to expand the number of stores in China from 8,000 to 20,000, focusing on smaller cities and emerging regions [2]. Group 1: Market Challenges - Over the past 26 years, Starbucks has witnessed significant growth in the Chinese coffee market, but it now faces challenges from local competitors that have diluted its unique value propositions, such as the "third space" concept [3][4]. - The "third space" value, which provided a comfortable environment for socializing and working, has become a standard offering among competitors, reducing Starbucks' ability to command a premium price [3][4]. - The brand's symbolic value has also diminished as younger consumers have more choices, with local tea brands capturing attention through cultural symbols and collaborations [4]. Group 2: Competitive Landscape - The entry of local players like Luckin Coffee and Koolearn has shifted consumer perceptions of coffee, introducing sweeter and more accessible options that challenge Starbucks' traditional offerings [4]. - As Starbucks expands its store presence, its scarcity and symbolic value have decreased, further exacerbated by ongoing price wars that lower overall brand premiums in the coffee market [4][5]. Group 3: Strategic Initiatives - In response to these challenges, Starbucks has initiated several actions to reinforce its value, including creating unique store concepts and collaborating with popular cultural figures to enhance brand resonance [5][6]. - The introduction of a joint membership program with Eastern Airlines aims to provide exclusive benefits to high-value customers, enhancing the perceived value of the Starbucks membership system [6]. - Product innovation, such as the introduction of a no-sugar series and non-coffee offerings, aims to attract new customer segments and extend consumption periods [6]. Group 4: Financial Performance - Starbucks' recent financial results indicate a successful recovery, with consecutive quarters of growth in same-store sales and transaction volume, alongside maintaining double-digit operating profit margins [11]. - The simultaneous growth in transaction volume and profit margins suggests that Starbucks has effectively retained or regained customers, demonstrating the success of its value-driven strategy amidst a competitive pricing environment [11][12].

Core Insights - Starbucks has announced a strategic partnership with Boyu Capital to establish a joint venture for its retail operations in China, marking a new chapter in its 26-year history in the market [1][10] - The collaboration reflects a trend of deep integration between international brands and local capital to expand in the Chinese consumer market [1][14] Joint Venture Structure - Boyu Capital will hold up to 60% of the joint venture, while Starbucks retains 40%, ensuring that Starbucks remains the owner of the brand and related intellectual property [2][4] - The enterprise value for this equity transaction is based on approximately $4 billion, excluding cash and debt [2] Market Value and Growth Potential - Starbucks anticipates that its retail business in China will exceed $13 billion, which includes revenue from the joint venture and the value of its retained equity [4] - The joint venture aims to enhance Starbucks' market position and accelerate growth in emerging markets, providing innovative and localized coffee experiences for Chinese consumers [1][5] Operational Focus - The joint venture will be headquartered in Shanghai and will manage the daily operations of Starbucks' existing 8,000 stores, ensuring employee retention and supply chain optimization [7][9] - The partnership will focus on improving customer experience, accelerating product innovation, and expanding into new cities and regions [7][14] Market Dynamics - The Chinese coffee market is experiencing a dual opportunity of quality upgrades and channel expansion, particularly in lower-tier cities where coffee consumption is growing rapidly [14][16] - Starbucks aims to leverage Boyu's understanding of local markets to enhance its presence in third and fourth-tier cities, tapping into the potential of younger consumer demographics [14][16] Strategic Vision - The collaboration is seen as a fusion of Starbucks' global brand strength and coffee expertise with Boyu's local market knowledge and resource integration capabilities [10][16] - This partnership is expected to reshape Starbucks' development path in China and set a precedent for the integration of multinational brands with local capital [16]