从行业视角看，Manner 的模式回应了咖啡市场从 "功能性消费" 向 "品质化消费" 的转型。消费者对咖啡品质的要求持续提升，全直营模式下的品质可控性 成为品牌突围的关键支撑，也为行业树立了规模化与品质兼顾的范本。 从单一产品到多元消费生态 面对中国咖啡行业竞争的同质化与消费者需求的多元化，单纯依靠咖啡饮品本身已难以构建持续的竞争优势。在这一行业背景下，Manner咖啡通过门店形 态与产品结构的创新，尝试增多消费触点，构建起覆盖不同场景的消费生态。 中国咖啡市场正以年复合增长率超 15% 的速度扩张，2025年市场规模预计突破 1.8 万亿元，成为全球咖啡消费增长的核心引擎。在此背景下，2015年成立 的 Manner 咖啡从 2 平米档口店起步，成长为拥有 2200 余家直营门店的独角兽企业，其发展路径既展现了本土品牌的突围逻辑，也折射出行业发展的共性 命题。 全直营体系下的品质坚守 近年来，咖饮行业快速扩容，品牌普遍面临几大共性挑战：产品同质化加剧、创新节奏滞后于消费需求、用户忠诚度难以维系，以及由资本与平台推动的激 烈外部竞争。这些因素共同构成了当前市场"内卷化"的典型特征。 面对更加复杂的竞争格局， ...

Core Viewpoint - Beijing has introduced measures to enhance park quality and stimulate urban development, focusing on public welfare and ecological priorities, transitioning parks into comprehensive urban green spaces that integrate leisure, culture, consumption, and ecology [1][3]. Group 1: Park Development and Integration - The new measures aim to promote the deep integration of parks with urban areas, breaking down spatial and functional barriers [3]. - Beijing currently has 1,136 parks, receiving over 500 million visitors annually, with a 93% coverage rate of park green space within a 500-meter radius [1][3]. - Over the next decade, Beijing plans to construct 200 new parks, enhancing the accessibility of green spaces for residents [1]. Group 2: Operational Mechanisms and Standards - The measures establish a multi-departmental coordination mechanism to enhance park services during peak visitor times, including temporary parking and mobile facilities [3]. - Parks will adopt a "one park, one policy" approach, focusing on different operational strategies based on park types, such as cultural heritage for historical parks and community services for neighborhood parks [3][5]. - A performance incentive mechanism will be implemented, with park revenues reinvested into management and services, promoting a sustainable development model [5]. Group 3: Supportive Policies and Community Involvement - The measures address policy bottlenecks related to park land and facilities, allowing for the regulated rental of park buildings and flexible use of space for activities [5]. - There will be a "citizen park manager" model to involve community members in park oversight and suggestions, fostering a collaborative management approach [5]. - The city will implement a regular evaluation system for parks to assess and optimize their quality and services [5].

Core Insights - The company is transitioning from an online-focused strategy to a physical retail model, driven by the saturation of online growth and internal challenges [2][9] - The company's gross merchandise value (GMV) from all sales channels dropped from 14.3 billion to 8.7 billion yuan in the 2025 fiscal year, with a significant decline in orders from Douyin [2][9] - The new flagship store in Beijing will feature a hybrid model combining retail and dining, aiming to enhance customer experience and brand recognition [3][10] Sales Performance - The company's GMV decreased from 143 billion yuan to 87 billion yuan year-on-year [2][9] - Orders from Douyin fell from 180 million to 91.6 million [2][9] - The company has launched 732 self-operated products, a 50% increase year-on-year, with self-operated products now accounting for 43.8% of GMV [2][9] Strategic Shift - The shift to physical stores is seen as a response to intense competition in online streaming and a need for new growth avenues [2][9] - The flagship store will not only sell groceries and daily necessities but also include a dining area, reflecting a new retail model [3][10] - The company aims to leverage its existing educational centers to create a membership system that converts foot traffic into loyal customers [11] Membership and Customer Engagement - As of the end of the 2025 fiscal year, the company had 264,300 paid members, a 33% increase [11] - The membership fee is set at 199 yuan, with a refund policy that aligns with consumer behavior in China [11] - The company has organized member events to enhance customer loyalty, including dinner gatherings [11] Competitive Landscape - The company faces significant competition from established players like Fudi, Hema, and Sam's Club in the physical retail space [12] - The shift to offline retail requires a different skill set, as consumer behavior in physical stores is more rational compared to impulsive online purchases [12] - Other live-streaming companies are also entering the offline market, indicating a broader industry trend [13] Industry Context - The company's move to physical retail aligns with a larger trend of integrating digital and physical commerce [14] - Instant retail GMV is growing at 19.5%, outpacing the overall online retail growth rate [14] - The rise of store broadcasting on platforms like Douyin is reshaping the retail landscape, with a significant increase in brand participation [14]

Core Insights - The article discusses the shift of leading players in live-streaming e-commerce towards offline retail as the online traffic dividend reaches its peak. Oriental Selection is initiating a nationwide expansion with a flagship store in Beijing, combining dining and retail in a 400 square meter space to enhance online and offline integration [1][7]. Group 1: Company Strategy - Oriental Selection is actively recruiting for store managers with high expectations for offline operations, emphasizing the need for extensive retail experience and management skills, particularly from candidates with backgrounds in chain brands like Convenience Bee and 7-11 [1]. - The flagship store's design includes a dining and coffee area, reflecting a strategic pivot towards food services and delivery, aiming to control the entire supply chain from warehousing to delivery, thus improving fulfillment efficiency [2]. - The company aims to replicate the success of "Fat Donglai," known for its high-quality products and customer loyalty, as a strategy to differentiate itself in a competitive e-commerce landscape [2]. Group 2: Market Trends - The trend of offline expansion is becoming essential for e-commerce players as competition intensifies online, with companies like "Jiao Ge Peng You" and "Mei Wan" also increasing their offline presence to leverage the experiential advantages of physical retail [4]. - The successful case of a merchant who transitioned from a high-return online store to a hybrid model of online and offline sales illustrates the potential of integrating both channels [4]. Group 3: Operational Challenges - The complexity of offline retail operations, including inventory management and service standards, poses significant challenges for Oriental Selection, which must develop a replicable standard operating procedure (SOP) for nationwide expansion [5]. - Balancing online traffic generation with offline customer acquisition while maintaining quality will be a core challenge for the company as it transitions from live-streaming to physical retail [6].

Core Insights - The core focus of the article is on Oriental Selection's strategic shift towards offline retail, highlighting the challenges and opportunities associated with this transition, particularly in the context of its recent leadership changes and financial performance [1][7]. Group 1: Company Strategy - Oriental Selection is actively seeking to establish its first flagship store in Beijing, with a monthly salary range of 15,000 to 30,000 RMB for the store manager, indicating a serious commitment to its offline retail strategy [1][2]. - The flagship store will cover approximately 400 square meters and will feature a combination of fresh food, snacks, daily necessities, and a dining area, aiming for a "restaurant + retail" hybrid model [3][4]. - The company is looking for store managers with at least five years of retail experience and a background in managing hybrid business models, indicating a focus on leveraging experienced talent to build its offline operations [3][4]. Group 2: Financial Performance - For the fiscal year 2025, Oriental Selection reported total revenue of 4.4 billion RMB, a decrease of 32.7% from the previous year, with a net profit of only 620,000 RMB, down 97.5% year-on-year [8]. - The financial implications of opening physical stores include significant operational costs such as rent, which could exceed 100,000 RMB per month for a prime location, alongside high salaries for staff, creating pressure on profitability [4][6]. Group 3: Market Competition - The offline retail market is highly competitive, with established players like 7-ELEVEn and Hema already having strong supply chains and operational efficiencies, posing a challenge for Oriental Selection as it enters this space [6][9]. - Competitors are leveraging unique business models and customer engagement strategies, such as integrating online and offline sales, which Oriental Selection must consider to differentiate itself [6][9]. Group 4: Operational Challenges - Oriental Selection faces significant operational challenges due to its lack of experience in offline retail, particularly in areas such as store location selection, layout design, and customer service [9][12]. - Previous quality control issues in its product offerings have raised concerns about its ability to maintain standards in a retail environment, where product quality is critical to brand reputation [9][12]. Group 5: Strategic Recommendations - It is suggested that Oriental Selection should initially focus on pilot stores in areas with high overlap with its existing educational centers to minimize costs and competition [13]. - The company should emphasize its strengths in self-operated products and create a unique shopping experience that differentiates it from traditional supermarkets, while also enhancing its supply chain efficiency [13].

Core Insights - Oriental Selection, led by CEO Yu Minhong, is taking steps to open its first flagship store in Beijing, with a focus on hiring experienced managers in the "food and retail" sector [1][2] - The company aims to leverage its existing educational resources and customer flow from New Oriental's teaching points to establish a low-cost offline presence [5] - Recent financial reports indicate a significant revenue decline, attributed to increased competition in the live e-commerce sector and strategic business adjustments [6][7] Recruitment and Store Details - The flagship store will be located in a prime area of Beijing, covering approximately 400 square meters and offering a mix of convenience store products, fresh food, and a dining area [2] - The recruitment for the store manager position offers a salary range of 15,000 to 30,000 yuan, with specific experience requirements in retail and new retail management [1] Financial Performance - For the fiscal year ending May 31, 2025, Oriental Selection reported total revenue of 4.4 billion yuan, a year-on-year decrease of 32.7% [6] - The company achieved a net profit of 6.2 million yuan, a drastic drop of 97.5% compared to the previous year's profit of 249 million yuan, indicating ongoing challenges following strategic shifts [6][7] Strategic Developments - The recent appointment of Yu Minhong as the legal representative and manager of the company reflects a strategic shift, with an expansion into food service and delivery sectors [8] - The opening of the flagship store is seen as a critical move for Oriental Selection to enhance its offline presence and attract new customer traffic [7]

Core Viewpoint - Dongfang Zhenxuan is expanding its offline presence by opening its first flagship store in Beijing, with a focus on hiring a store manager with a salary range of 15,000 to 30,000 yuan, indicating a strategic shift towards physical retail to capture new growth opportunities in a competitive online environment [1][1][1] Group 1: Company Expansion - Dongfang Zhenxuan plans to open its first flagship store in Beijing, located in Zhongguancun, covering an area of approximately 400 square meters [1][1][1] - The flagship store will offer a variety of products, including fresh food, snacks, daily necessities, as well as a casual dining and coffee area [1][1][1] Group 2: Industry Context - The company is responding to the challenges of intense competition in online live streaming, where profit margins are declining due to high traffic acquisition costs [1][1][1] - Other live streaming organizations, such as San Zhi Yang, Jiao Ge Peng You, and Mei Wan, are also exploring offline scenarios to enhance brand recognition and capture additional market share [1][1][1]

Core Insights - Dongfang Zhenxuan, led by CEO Yu Minhong, plans to open its first offline flagship store in Beijing as part of a broader strategy to establish a nationwide presence with 100 stores [1] Group 1: Store Details - The flagship store will be located in Zhongguancun, Beijing, covering an area of approximately 400 square meters [1] - The store will offer a variety of products including fresh food, snacks, daily necessities, as well as a casual dining and coffee beverage area [1] Group 2: Recruitment Strategy - Dongfang Zhenxuan is looking to hire a store manager with a salary range of 15,000 to 30,000 yuan, prioritizing candidates with experience in both the restaurant and retail sectors [1]

Core Insights - The rise of "mix-and-match" consumption trends is breaking traditional category boundaries and reshaping consumer experiences, providing new opportunities for businesses in a competitive market [1][7][9] Group 1: Business Strategies - The "mix-and-match" approach allows businesses to explore diverse combinations of products and services, enhancing customer engagement and creating new revenue streams [6][9][14] - Successful examples include the integration of different culinary offerings, such as combining noodles with roasted duck, which has proven to attract customers and increase sales significantly [3][6] - Businesses are encouraged to innovate by blending various operational models, such as retail with dining or cultural experiences, to enrich consumer experiences and meet evolving demands [7][9][14] Group 2: Consumer Behavior - The shift from "purposeful purchasing" to "random enjoyment" reflects changing consumer preferences, where shoppers seek immersive experiences rather than just transactional interactions [8][9] - The modern consumer is drawn to environments that offer a blend of shopping, dining, and entertainment, transforming commercial spaces into multi-functional social hubs [8][9] Group 3: Market Trends - The trend of mixed business models is supported by government initiatives aimed at fostering new consumption scenarios and encouraging diverse commercial developments [9][10] - Successful case studies highlight the importance of breaking traditional operational boundaries, showcasing innovative combinations that enhance consumer engagement and satisfaction [9][10][14] Group 4: Challenges and Considerations - Not all mix-and-match strategies succeed; businesses must ensure that complementary elements align with their core offerings to avoid alienating their target audience [10][12] - Continuous adaptation and optimization of mixed business models are essential to maintain relevance and appeal in a dynamic market environment [14][15]

Core Insights - The closure of Naixue Life's first store in Shenzhen marks a significant shift in the new tea beverage industry, highlighting the challenges of innovation and transformation within the sector [1][9][11] Company Overview - Naixue Life's first store, which opened in August 2022, was a multi-brand platform that aimed to create a shared operational model but has now closed after three years of operation [1][4] - The brand has faced ongoing financial difficulties since its IPO, with a cumulative net loss of nearly 1.5 billion yuan over four years, and has closed 132 stores in the first half of 2023 [8][9] Strategic Shifts - Naixue has shifted from a fully direct-operated model to a franchise model in response to rising costs and inefficiencies, aiming to penetrate lower-tier cities [10] - The company has also attempted to adapt its product strategy to align with health trends, launching new product lines and opening 30 "Naixue Green" stores [10][11] Industry Context - The closure of Naixue Life's flagship store reflects broader challenges in the new tea beverage industry, where brands are grappling with the dual pressures of scaling and achieving profitability [9][11] - The industry is moving towards a phase of "precision cultivation" rather than mere conceptual innovation, emphasizing the need for deeper integration of core products with specific consumer scenarios [11] International Expansion - Naixue has made strides in international markets, with its first U.S. store opening in October 2025 in New York, which generated significant initial revenue [3][10]