Summary of Key Points Core Viewpoint - 康师傅 is experiencing significant growth pressure, with a decline in revenue despite an increase in net profit, indicating a shift in consumer preferences and market dynamics [1][2]. Revenue Performance - 康师傅 reported a revenue of approximately 400.92 billion yuan for the first half of 2025, a year-on-year decrease of 2.7%, with sales dropping by over 1.1 billion yuan [1]. - The company's net profit attributable to shareholders was 22.71 billion yuan, reflecting a year-on-year increase of 20.5% [1]. Segment Analysis - The sales of 康师傅's main product categories are declining: - Instant noodles sales decreased by 2.5% to 134.65 billion yuan, with container noodles down 1.3% to 67.71 billion yuan, high-priced bag noodles down 7.2% to 50.92 billion yuan, and mid-priced bag noodles up 8.0% to 13.72 billion yuan [2]. - The beverage segment saw a revenue decline of 2.6% to 263.59 billion yuan, with tea drinks down 6.3%, water down 6.0%, and fruit juice down 13.0%, while carbonated and other beverages increased by 6.3% [3]. Market Strategy - 康师傅 is reducing its distribution network in response to market pressures, with the number of marketing agents decreasing from 67,215 to 63,806 and direct retailers from 220,623 to 219,124 [4]. Competitive Landscape - In contrast, the food business of 统一企业 is performing well, with a revenue increase of 8.8% to 53.8 billion yuan, highlighting a trend towards "consumption upgrade" in the market [2][3].

Core Concept - The article emphasizes the necessity for brands to adopt agile design thinking to respond quickly to changing market dynamics and consumer trends [1][3][33] Group 1: Agile Design Thinking - Agile design thinking is presented as a transformative approach that integrates real-world cases, strategies, insights, creativity, and technology to facilitate systematic innovation for brands [3][10] - The core principles of agile design thinking include proactive strategic planning, combining divergent and convergent thinking, and building systems rather than executing one-off projects [10][33] Group 2: Flexibility and Adaptability - Brands must learn to be flexible and adaptable, allowing for localization while maintaining their core mission and identity [4][5] - The concept of "one size fits all" is deemed outdated, highlighting the need for brands to adjust strategies based on local market demands and cultural contexts [4][6] Group 3: Importance of Agility - Agility is described as essential for brands, especially as international brands enter Eastern markets and Chinese brands seek to expand globally [7][33] - The agile design system allows brands to maintain consistency while respecting and embracing local cultures [8][27] Group 4: Case Studies - A case study on Coca-Cola's unified marketing campaign during the COVID-19 pandemic illustrates the successful application of agile design thinking, requiring the production of 320 design materials across 11 countries within six weeks [13][16] - Another case study focuses on Coca-Cola's approach to celebrating diverse cultural festivals in Southeast Asia, where a modular design system was created to unify brand messaging while allowing for local adaptations [17][19][22] Group 5: Sustainable Design - The article discusses the development of a unified, agile design system for Coca-Cola's sustainability initiatives, emphasizing the importance of preemptive planning to address complex challenges [28][30] - This system is designed to be applicable across Coca-Cola's 400+ brands, showcasing its scalability and adaptability to various markets [32][34]

Core Viewpoint - Burger King China has faced significant operational challenges since its return to its parent company, Restaurant Brands International (RBI), after being managed by a Turkish company for over a decade. Franchisees are preparing legal actions due to poor management and food safety issues [1]. Group 1: Operational Challenges - Burger King China has expanded to nearly 1,500 stores through franchising but is now encountering numerous operational issues [1]. - Franchisees report serious problems with food quality, including vegetables with live insects and spoiled produce, as well as inadequate cold chain logistics [1][15]. - Franchisees have expressed dissatisfaction with the support from Burger King's management, citing unqualified personnel and lack of timely problem resolution [7][8]. Group 2: Franchisee Experiences - Franchisee Mr. Ma experienced significant discrepancies between Burger King's promotional claims and actual operational support, leading to financial losses [5][6]. - Mr. Ma reported multiple food safety incidents, including expired products and unsafe kitchen conditions, which were inadequately addressed by the company [10][11][15]. - Franchisee Ms. Sun faced similar issues, including unreturned funds from promotional activities and significant losses due to aggressive discounting strategies imposed by the company [29][32]. Group 3: Legal Actions and Franchisee Unity - Multiple franchisees, including Mr. Ma and Ms. Sun, are uniting to pursue legal action against Burger King for the operational failures and financial losses they have incurred [27][40]. - The franchisees have documented their grievances and are seeking accountability from Burger King for the alleged negligence in food safety and operational support [40].