这几年来，中国消费者越来越把"保值"排在首位，相比之下，潘多拉则更注重美观和多功能性，与中国 人的消费观"背道而驰"。此外，潘多拉的珠宝在泰国的两家工厂生产，受关税影响进行了多次涨价，进 一步降低了其吸引力。 潘多拉的关店并非在华外国品牌的例外。根据贝恩公司和消费者指数今年 6 月发布的《2025 年中国购 物者报告》，中国本土品牌稳步增长，而外国品牌的市场份额不断下滑。2024年，本土品牌占据 76% 的市场份额，而在2012年，这一比例仅为 66%。 随着消费者偏好转向更实用、更物有所值的产品，外国品牌正在更广泛地撤离中国市场，连全球销量最 大的珠宝公司潘多拉也不能幸免。 8月15日，以快速新品发布和全球年销量超过1亿件而闻名的丹麦珠宝品牌潘多拉宣布，将原定于今年在 中国关闭50家门店的计划扩大至100家。 根据潘多拉的年度财务报告，其在华销售额在2019年达到顶峰，达到19.7亿丹麦克朗(约合3.0573亿美 元)。但自全球疫情爆发以来，潘多拉在中国的销售额持续下滑，2021年降至11.26亿瑞典克朗，2022年 降至7.37亿瑞典克朗，2023年降至5.642亿瑞典克朗。去年，潘多拉在中国的收入暴跌至 ...

据良品计划介绍，最高人民法院6月驳回了该公司的再审请求，良品计划确定败诉。良品计划于2019年 就中国当地企业已注册的24类商标，向中国国家知识产权局提出宣告无效的申请但未获认可，2020年提 起了行政诉讼。 2021年的一审、2023年的二审均未认可良品计划方面的诉求，2024年7月申请了再审。在中国，良品计 划对于24类以外的商品可以使用无印良品商标。关于24类商品，由于目前也在使用MUJI商标，因此该 公司表示"对销售几乎没有影响"。 中国上 海市的无印良品店铺 中国企业率先注册了无印良品商标，杂货店"无印良品"的运营方良品计划公司向当局申请商标 无效的诉讼已经终结，良品计划确定败诉。良品计划对于毛巾、床罩等被称为"24类"的商品，只能使用 MUJI商标…… 日本经济新闻（中文版：日经中文网）获悉，经营生活杂货店"无印良品"的良品计划公司在中国销售的 部分商品不能使用"无印良品"商标。围绕中国当地企业率先注册的无印良品商标，良品计划公司向当局 申请商标无效的诉讼已经终结，良品计划确定败诉。良品计划对于毛巾、床罩等被称为"24类"的商品， 目前只能使用MUJI商标，今后也将继续使用MUJI商标。 版权声明 ...

Core Viewpoint - The article emphasizes the importance of understanding consumer behavior and market dynamics in the context of Japan's evolving consumer landscape, which serves as a model for Chinese brands to adapt and innovate in a low-growth environment [19][20]. Group 1: Investment Insights - The early investment in Xiaohongshu occurred when the founder had not yet solidified a business model, showcasing the potential of visionary entrepreneurs [3][4]. - The initial products launched by Xiaohongshu were basic PDF guides, which received positive feedback despite their simplicity, indicating a strong market interest [8][10]. - The article reflects on the skepticism faced by early-stage companies like Xiaohongshu, Didi, and Ele.me, highlighting the common challenges in gaining investor confidence [10][11]. Group 2: Japanese Market Analysis - Japan's consumer market is characterized by a unique blend of low growth, aging population, and innovative business models, providing valuable lessons for Chinese entrepreneurs [19][20]. - The article outlines three core philosophies of enduring Japanese brands: supply chain-driven private brand (PB) products, continuous iteration of key products, and the ability to define lifestyles that resonate emotionally with consumers [21][23]. - Companies like Kobe Bussan and 7-11 exemplify successful supply chain strategies that meet latent consumer needs through data-driven product development [21][22]. Group 3: Learning Opportunities - The article promotes a learning trip to Japan, aimed at exploring the innovative practices of leading Japanese companies, which can inspire new business opportunities in China [15][16]. - The program includes insights from industry leaders and visits to successful brands, focusing on how they navigate market challenges and consumer expectations [24][30]. - Participants will gain firsthand experience in understanding the emotional and functional needs of consumers, which is crucial for developing competitive products in the current market landscape [30][31].

Core Viewpoint - Entrepreneurs in the "Di Pai" sector should actively seek investment to enhance business growth, as competitors will pursue funding, and appropriate capital can significantly accelerate development [1]. Group 1: Japanese Market Insights - The Japanese consumer market serves as a "future laboratory" for Chinese brands, providing predictive insights into the evolution of consumption over the next decade [6]. - Understanding the product survival wisdom derived from Japan's "lost thirty years" is crucial for Chinese brands to win over consumers [6]. - Key strategies from successful Japanese brands include supply chain-driven private label (PB) products, continuous iteration of major products, and defining lifestyles that resonate emotionally with consumers [7][8]. Group 2: Successful Japanese Brands - Kobe Bussan utilizes a supply chain-driven model with over 350 factories globally, achieving a sales scale of 200 billion RMB through its PB products [7][13]. - 7-11 leverages data from its extensive network of stores to develop PB products that meet latent consumer needs, enhancing store performance by 120% through single product development [7][11]. - Nitori, known as the "king of furniture" in Japan, applies automotive supply chain standards to achieve continuous revenue growth for 36 years [7][15]. - Kikkoman has expanded from soy sauce to over 2000 SKUs, demonstrating successful product diversification [7][16]. Group 3: Emotional Engagement and Lifestyle Definition - Brands like Bandai focus on developing products that tap into fundamental human desires, creating items that are both entertaining and addictive [9]. - Muji redefines user experience with its no-logo, affordable products, reflecting a shift in consumer lifestyle post-economic bubble [9]. - The concept of "loneliness economy" is explored, emphasizing the importance of emotional resonance in product development [9]. Group 4: Learning and Networking Opportunities - The event features prominent figures from the consumer sector, providing insights into retail strategies and product development [10][11]. - Participants will engage in hands-on learning experiences, including visits to successful Japanese retail stores and discussions on innovative supply chain practices [10][12]. Group 5: Event Details - The study tour is scheduled from September 21 to 26, 2025, in Tokyo, with a focus on understanding the evolution of Japanese consumer brands [20]. - The program is limited to 35 participants, specifically targeting company founders, with a fee of ¥ 59,800 per person [20].

Core Insights - The article draws parallels between Japan's past economic stagnation and China's current economic challenges, suggesting that China can learn from Japan's experiences [2][3] - It highlights the significant wealth held by the elderly population in Japan and the implications for consumer spending, indicating a similar trend in China [4][5] Group 1: Economic Insights - Japan's national wealth has increased significantly over the past 25 years, despite low economic growth, with elderly individuals holding substantial assets [3] - In Japan, over 60% of national wealth is owned by individuals aged 60 and above, a trend that is mirrored in China, where the elderly population is projected to reach 30% by 2035 [4] Group 2: Consumer Behavior - The article emphasizes the emergence of a wealthy, leisure-oriented consumer demographic in Japan, which presents opportunities for businesses to cater to their needs [5] - Companies like NIKKO TRAVEL have successfully targeted this demographic, achieving annual sales of 2 billion yen with a high customer retention rate [5] Group 3: Tourism and Leisure Industry - Japan's tourism sector, particularly theme parks like Tokyo Disneyland and Universal Studios Japan, has thrived, with significant visitor numbers pre-pandemic [8][9] - The article notes the success of Japan's rural tourism and cultural experiences, which have effectively combined various industries to meet consumer demand for "micro-vacations" [9][10] Group 4: Cultural and Entertainment Industry - Japan has leveraged its traditional culture and modern IPs to create successful tourism products, with events and festivals attracting large crowds [10] - The integration of popular culture, such as anime and music festivals, has positioned Japan as a global leader in entertainment, enhancing its tourism appeal [10]

Core Viewpoint - The long-standing trademark dispute between MUJI and Beijing Cotton Field has seen a recent development, with the Supreme Court ruling to uphold the validity of the "MUJI" trademark in Class 24, which includes textiles and bedding products, thus rejecting MUJI's request for retrial [1][3]. Group 1: Trademark Dispute Overview - The Supreme Court's ruling on June 23, 2024, maintains the legal status of the "MUJI" trademark held by Beijing Cotton Field, which has been a point of contention for 24 years [1][3]. - MUJI stated that the court's decision only affects a limited range of products in China and does not impact its overall operations or brand development in the market [1][5]. - Beijing Cotton Field's chairman expressed that this ruling may lead to a new phase of commercial competition, emphasizing the significant cultural and business interests at stake [1][3]. Group 2: Business Operations and Market Presence - Beijing Cotton Field operates nearly 300 online stores and over 200 physical stores, with a projected scale of 4 billion in the home textile sector by 2024 [1][3]. - The "MUJI" trademark in Class 24 was originally registered by Hainan Nanhua Industrial Trade Company in April 2000 and later transferred to Beijing Cotton Field in 2004 [3][5]. - MUJI has established multiple official online sales channels, including its own website and various e-commerce platforms, to ensure consumers can identify and purchase authentic products [5][6]. Group 3: Consumer Confusion and Brand Differentiation - Consumers have reported confusion due to the presence of multiple stores with similar branding, including "MUJI" and "Natural Mill," which may mislead them regarding product quality and origin [1][2]. - Beijing Cotton Field has taken steps to differentiate its offerings by using additional branding, such as "Natural Mill," to clarify its identity in the market [4][5].

Core Viewpoint - The article discusses how Japan managed to avoid a significant decline in the middle class during its "lost three decades" despite economic stagnation and rising inequality, providing insights for other societies facing similar challenges [1][2]. Economic Context - Japan's average annual income decreased from approximately 4.63 million yen in 1990 to 4.33 million yen in 2018, indicating stagnation in nominal wages and a decline in real income due to inflation [1][3]. - The relative poverty rate rose from about 10% in the 1980s to 16% in 2012, ranking Japan second among G7 countries in terms of income inequality [3][4]. Consumption Patterns - The Engel coefficient, which measures the proportion of food expenditure in total consumption, increased from around 20% in the late 1980s to 26.6% in 2022, reflecting a decline in disposable income and a shift towards essential spending [3][4]. - The perception of being middle class in Japan remained relatively stable, with self-identification as middle class only slightly declining from 90% in 1990 to 89% in 2024 [4][5]. Social Stability - Despite economic challenges, Japan maintained a stable social structure, with the net Gini coefficient remaining around 0.38 over 30 years due to effective social redistribution mechanisms [7][8]. - Social security spending accounted for 25.12% of GDP in 2023, supporting a comprehensive welfare system that includes various insurance programs and cash subsidies [8][9]. Consumer Behavior - The rise of affordable brands like Uniqlo and Muji during Japan's economic downturn exemplifies "defensive consumption," allowing families to maintain a decent standard of living despite reduced spending power [11][12]. - Japanese companies focus on efficiency through management philosophies like Kaizen and Just-in-Time, which emphasize waste reduction and responsive production without compromising quality [12][13]. Cultural Factors - Japan's societal norms emphasize reputation and reliability, leading to a culture where businesses prioritize quality and service over merely competing on price [15][16]. - The concept of "cooperative fulfillment" reflects a societal commitment to maintaining standards and mutual respect, which has helped Japan navigate economic difficulties without severe social fragmentation [15][17].