时代要抛弃你，招呼都不打， 以前都觉得，颠覆行业的是同行，可现在呢？往往颠覆行业的却是局外人。 很多人觉得外卖大战就是几大平台在价格补贴上进行竞争，大家争的是市场份额。 实际上，背后还隐藏着餐饮行业的大变革，不仅影响3000万从业者，而且还将影响至少七亿客户，甚至可能改变中国人的流向，年轻人的生活习惯，不动 产的价值趋势。 比如大家还没有关注到的"美团的浣熊食堂和京东的七鲜小厨"。这两种模式的探索，可能给餐饮业带来颠覆性影响。 .01两大餐饮模式 ①美团的浣熊食堂："无堂食外卖店"。 平台先根据大数据算出哪个地点订餐比较集中，适合开店，然后租店，完成合规认证。 因为只是外卖，所以不需要租金太贵的商铺，成本这一块可以降低不少，20到30个品牌商家汇聚在一起，消费者可以跨店点餐。 消费者可以通过APP提供的直播实时观看商家的制作过程，监督食品安全， 平台则通过"动态信用评级"分配流量，就倒逼商家更重视口碑。 而且食材由平台集中采购，成本更低，实现数字化追溯，也能确保食材新鲜度和安全性。 这种模式下，美团可以通过固定租金、流水抽佣、供应链分成、流量赋能等方式，获得收入。 目前，浣熊食堂在北京等地已经有十几家门店，未 ...

证券时报记者 吴少龙 吴瞬 陈霞昌 巨头亲自下场。 北京的京东自营外卖门店七鲜小厨里，厨师李师傅正按照标准化流程炒制宫保鸡丁，锅铲碰撞的清脆声响中，一份份售价10元的盖饭被迅速打包，等待骑手取餐。 与此同时，同城的美团浣熊食堂内，商户张老板在午高峰后完成了一次清洁，现场图片被记录在"食安日记"，并上传到美团外卖APP，后台显示已有超过千位用户 在一小时内点击查阅。 这两个看似寻常的场景，勾勒出互联网巨头重塑餐饮行业的新轮廓。 巨头亲自下场 7月22日，京东七鲜小厨首日营业便实现"爆单"，现场和外卖订单都很多，用户反馈味道非常好，价格很实惠。"开业首周日均突破1000单，复购率比行业平均水平 高出220%。"七鲜小厨业务负责人刘斌告诉记者。 这份成绩单背后，是京东投入百亿元打造的"合营厨房+菜品合伙人"模式。今年6月，京东集团创始人、董事局主席刘强东提到，京东外卖将很快出来一个跟美团完 全不同的商业模式。随后，京东接连启动七鲜小厨项目和"菜品合伙人"招募计划，并计划3年内投入超百亿元资金，在全国范围建设超1万家七鲜小厨。 美团浣熊食堂的数字化大屏上，实时跳动着多家门店的运营数据。美团从2024年开始筹建浣熊食堂 ...

北京的京东自营外卖门店七鲜小厨里，厨师李师傅正按照标准化流程炒制宫保鸡丁，锅铲碰撞的清脆声 响中，一份份售价10元的盖饭被迅速打包，等待骑手取餐。与此同时，同城的美团浣熊食堂内，商户张 老板在午高峰后完成了一次清洁，现场图片被记录在"食安日记"，并上传到美团外卖APP，后台显示已 有超过千位用户在一小时内点击查阅。 这两个看似寻常的场景，勾勒出互联网巨头重塑餐饮行业的新轮廓。 巨头亲自下场 7月22日，京东七鲜小厨首日营业便实现"爆单"，现场和外卖订单都很多，用户反馈味道非常好，价格 很实惠。"开业首周日均突破1000单，复购率比行业平均水平高出220%。"七鲜小厨业务负责人刘斌告 诉记者。 这份成绩单背后，是京东投入百亿元打造的"合营厨房+菜品合伙人"模式。今年6月，京东集团创始人、 董事局主席刘强东提到，京东外卖将很快出来一个跟美团完全不同的商业模式。随后，京东接连启动七 鲜小厨项目和"菜品合伙人"招募计划，并计划3年内投入超百亿元资金，在全国范围建设超1万家七鲜小 厨。 美团浣熊食堂的数字化大屏上，实时跳动着多家门店的运营数据。美团从2024年开始筹建浣熊食堂，向 所有类型的餐饮商家开放。只要符合美团的 ...

Core Viewpoint - The major food delivery platforms in China, including Meituan, Ele.me, and JD, have collectively announced an end to the "zero yuan purchase" and other forms of vicious competition, signaling a shift towards healthy competition focused on brand value [1][2]. Group 1: Market Reaction - Following the announcement, the stock prices of Meituan, Alibaba, and JD rose, with increases exceeding 3%, indicating market confidence in the cessation of price wars and a return to brand value competition [2]. - The intervention by the State Administration for Market Regulation on July 18, which called for an end to vicious price wars, has played a significant role in this shift [2]. Group 2: Industry Dynamics - The ongoing price wars have been characterized as a "no-win game," leading to a cycle of "subsidy-burning-monopoly-backlash" that has harmed the industry, including reduced merchant profits, compromised rider rights, and degraded consumer experience [3]. - The rise in daily food delivery orders from 100 million to 220 million has primarily benefited large chain brands, while small merchants have been pushed out due to their inability to compete with subsidies [3]. Group 3: Shift in Competition Strategy - The collective pivot of these platforms marks a new phase in the Chinese internet sector, transitioning from "capital-driven" competition to "rule co-construction" [4]. - The focus on brand value signifies a correction in business logic, reconstruction of industry ecology, and a redefinition of corporate competitiveness [4]. Group 4: Innovations and Improvements - The new competition landscape emphasizes quality over quantity, with initiatives like Meituan's "Raccoon Canteen" and JD's "Seven Fresh Kitchen" focusing on quality control and transparency in food preparation [4]. - Technological advancements are being prioritized, such as Meituan's smart helmets for riders and JD's logistics collaboration to enhance delivery efficiency [4]. Group 5: Ecosystem Reconstruction - The platforms are moving towards a win-win ecosystem, with commitments to not force merchants into subsidies and to protect their pricing autonomy, aligning with regulatory expectations for fair competition [5]. - This strategic shift reflects a broader awakening to long-termism in the industry, moving from "traffic thinking" to "brand thinking," where the focus is on creating value for consumers and empowering merchants [5][6].

Core Viewpoint - The major food delivery platforms in China, including Meituan, Ele.me, and JD.com, have collectively announced an end to "zero-yuan purchase" and other forms of vicious competition, signaling a shift towards healthy competition focused on brand value [1][3][5]. Group 1: Market Reaction - Following the announcement, the stock prices of Meituan, Alibaba, and JD.com rose significantly, with increases exceeding 3% [2]. - The capital market's positive response indicates a strong endorsement of the shift away from price wars towards brand value competition [3][5]. Group 2: Impact of Price Wars - The price wars have been detrimental to the industry, leading to a "three losses" scenario where no party benefits [3][4]. - The vicious cycle of subsidies and price cuts has harmed merchants' profits, riders' rights, and consumer experiences, resulting in a distorted ecosystem [4]. - The surge in daily food delivery orders from 100 million to 220 million has primarily benefited large chain brands, while small merchants have been pushed out [4]. Group 3: Transition to Brand Value Competition - The collective shift by the three platforms marks a new phase in the Chinese internet sector, moving from "capital-driven" to "rule co-construction" [5][6]. - Emphasizing brand value signifies a correction in business logic, reconstruction of industry ecology, and re-establishment of corporate competitiveness [5]. - The new competition will prioritize quality over scale, with initiatives like Meituan's "Raccoon Canteen" and JD.com's "Seven Fresh Kitchen" focusing on quality control and customer experience [5]. Group 4: Technological and Ecological Advancements - The evolution towards efficiency involves leveraging technology, such as Meituan's smart helmets and JD.com's logistics collaboration, to enhance delivery speed and service quality [5][6]. - The platforms are also restructuring their ecosystems to promote mutual benefits, including providing social security for riders and ensuring merchants' pricing autonomy [6]. - This strategic upgrade reflects a shift from "traffic thinking" to "brand thinking," focusing on long-term value creation and social contributions [6][7].

Core Viewpoint - The competition in the food delivery industry is evolving from a price war to a more sustainable model that emphasizes technology, supply chain capabilities, and user experience rather than solely relying on subsidies and discounts [1][2][4]. Group 1: Regulatory Environment - Following discussions with the State Administration for Market Regulation, local market regulators are urging food delivery platforms to rectify their practices, particularly targeting chaotic price wars, such as the complete removal of "0 yuan purchase" promotions in Shanghai [1]. - The shift in focus from aggressive subsidies to more reasonable pricing strategies is necessary for the industry's long-term health [2]. Group 2: Competitive Strategies - The competition is expected to transition towards a systematic approach that integrates technology, supply chain efficiency, delivery effectiveness, and enhanced user experience [2]. - Platforms are encouraged to utilize data and AI to create differentiated subsidy strategies that consider the operational costs and capabilities of various merchants [2]. Group 3: Innovations and New Models - New initiatives like Meituan's "Raccoon Canteen" and JD's "Seven Fresh Kitchen" are emerging, leveraging their supply chain resources to connect high-quality dining brands with consumers, thus ensuring quality in food delivery [3]. - The industry is witnessing a resurgence in competition, with a focus on innovative solutions rather than just price reductions, as the market for instant retail in China expands [4].

New Energy Vehicles Delivery Overview - BYD delivered 383,000 vehicles in June, a year-on-year increase of 11.98% [2] - NIO delivered 24,925 vehicles in June, a year-on-year increase of 17.5% [2] - Leap Motor delivered 48,000 vehicles, a year-on-year increase of 138.65% [2] - Li Auto delivered 36,000 vehicles, a year-on-year decrease of 24.06% [2] - Xpeng delivered 35,000 vehicles, a year-on-year increase of 224.44% [2] - Xiaomi delivered over 25,000 units, maintaining over 20,000 units for eight consecutive months [2] - Seres sold 46,086 new energy vehicles in June, a year-on-year increase of 4.44% [2] - Great Wall Motors sold 110,700 units in June, a year-on-year increase of 12.86% [2] - Zeekr sold 16,702 units, a year-on-year decrease of 17% [2] - Lynk & Co sold 26,310 units, a year-on-year increase of 8% [2] - GAC Aion sold 27,848 units in June [2] - Deep Blue delivered 29,893 vehicles in June, a year-on-year increase of 79% [2] - Avita sold 10,153 vehicles in June, a year-on-year increase of 117% [3] - Lantu delivered 10,053 vehicles in June, a year-on-year increase of 83% [3] Xiaomi's New Initiatives - Xiaomi launched youth apartments in Beijing and Nanjing with a monthly rent of 1,999 yuan, prioritizing fresh graduates [3] - Xiaomi's YU7 model received high demand, prompting other car manufacturers to offer compensation for customers who switch to their brands [6] Tesla Management Restructuring - Tesla adjusted its management structure, with Elon Musk taking over sales in Europe and North America, while Zhu Xiaotong oversees global manufacturing [6] NIO's Chip Development - NIO's self-developed 5nm automotive-grade chip, NX9031, has reached its design performance targets, marking a significant milestone in its chip development efforts [6] New Company Establishments - Chongqing Qianli Zhijia Technology Co., Ltd. was established with a registered capital of 10.5 million yuan, focusing on smart vehicle equipment and AI hardware [9] Investment and Financing Activities - Tianyan Pharmaceutical announced a strategic investment of up to $25 million from Sanofi to support the development of its SAFEbody® antibody projects [18] - Figma filed for an IPO in the US, seeking to trade under the ticker "FIG" [18] - Lingchuan Technology completed a multi-hundred million yuan Series A financing round to expand its AI chip development [18]