NO.1MUJI中国门店数量增至422家 近日，无印良品（上海）商业有限公司母公司株式会社良品计画（即MUJI）发布2025财年（2024年9月 至2025年8月）财报，报告期内营收7846亿日元、同比增长18.6%，营业利润738亿日元、同比增长 31.5%，均创历史新高。期内全球门店净增107家至1412家，中国门店数量净增24家至422家；中国电商 占比约两成，大型化门店与本地企划商品推动单店销售持续提升。 点评：中国门店"大店+电商"双轮驱动，既存店两位数增长验证客流与客单同步提升，利润率改善来自 成本优化及降价减少。短期看，同店增长仍具韧性，但高基数下需观察2026财年同店走势；中长期看， 大型化门店资本开支较高，若同店增速放缓，将对坪效与现金流形成考验。 NO.2上海：鼓励有条件的旅游景区等划出露营休闲功能区 ｜2025年10月13日星期一｜ 10月11日，上海市人民政府办公厅印发《上海市帐篷露营地管理办法》，其中提出，鼓励有条件的旅游 景区、旅游度假区、乡村振兴示范村、美丽乡村示范村、乡村旅游重点村、郊野公园、存量建设用地、 环城生态公园带、主题公园和开放休闲林地等，在符合相关规定的前提下，划出 ...

Group 1 - The Danish jewelry brand Pandora has expanded its plan to close stores in China from 50 to 100 due to declining sales and changing consumer preferences [1] - Pandora's sales in China peaked at 1.97 billion Danish Kroner (approximately 305.73 million USD) in 2019, but have significantly decreased since then, dropping to 564.2 million Swedish Kronor in 2023, which is less than a quarter of its peak [1] - The shift in consumer behavior in China prioritizes value retention over aesthetics, contrasting with Pandora's focus on beauty and multifunctionality [1] Group 2 - Foreign brands are increasingly withdrawing from the Chinese market, with local brands gaining market share, projected to reach 76% in 2024 compared to 66% in 2012 [2] - Several foreign companies, including fast fashion brands like GU and Zara, as well as beauty brands like Aesop and Decorte, have announced store closures in China [2] - Japanese brand Muji has also closed multiple stores in China, facing challenges due to perceived overpricing and lack of practical value compared to local competitors [2]

Core Viewpoint - The company Ryohin Keikaku, which operates the MUJI brand, has lost a legal battle in China regarding the use of the "MUJI" trademark for certain products, specifically those classified under "Class 24" such as towels and bed covers [2][4]. Group 1 - The Chinese local enterprise registered the "MUJI" trademark first, leading to Ryohin Keikaku's unsuccessful attempt to invalidate this registration [2][4]. - The Supreme People's Court rejected Ryohin Keikaku's request for retrial in June, confirming the company's defeat in the trademark dispute [4]. - Ryohin Keikaku had filed for the invalidation of the trademark in 2019, but their claims were not recognized in subsequent legal proceedings, including a lawsuit initiated in 2020 [4]. Group 2 - Ryohin Keikaku can still use the "MUJI" trademark for products outside of Class 24, but for Class 24 products, they will continue to use the "MUJI" brand [4]. - The company stated that the impact on sales is minimal due to the continued use of the "MUJI" trademark for these products [4].

Group 1 - MUJI is closing its Shimao Gong San store in Beijing due to decreased profitability and proximity to a newly opened store in Sanlitun [2][5] - The closure notice indicates that the store will cease operations on August 31, 2025, and customers are directed to the Beijing World Trade Center store for returns and exchanges [2] - MUJI has been closing stores in various cities including Jinan and Wuhan, citing operational efficiency adjustments in response to declining foot traffic [9] Group 2 - The company is currently offering discounts of 60% to 80% on seasonal items, along with additional discounts for members during the closing sale [5][8] - MUJI's parent company, Ryohin Keikaku, reported a 21.3% year-on-year increase in sales to 197.6 billion yen for the first quarter of the 2025 fiscal year, with a 58.2% increase in operating profit [11] - The strong performance in mainland China, particularly in e-commerce, has been a significant driver of growth, with existing stores and online sales increasing by 110% year-on-year [11]

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].