本文来自微信公众号：达尼漫步，作者：达尼，头图来自：AI生成 刷小红书时，有一个话题：喝美式太多，容易得胰腺癌，所以老外喝咖啡会加肉桂粉。 2003年几次，老友住在南京西路，我跟他每次去南西二号线边的星巴克碰头，他都不点，每次就拿着一个搪瓷杯进去倒免费的牛奶壶喝。当时真觉得星巴 克大方豪横啊，店员看你倒牛奶都不在意。想那年头，我们在面馆多放一点辣椒，面馆老板都诅咒我们多吃辣椒调料会长不高。 那几年，咖啡馆随着上海逐步建设散开的地铁沿线，也开得多了些。但即便上海人，也并没养成拿咖啡续命的习惯，大都当聚会空间。类似还有日式的真 锅，台式的上岛，取代了90年代的红茶坊，00年的仙踪林。星巴克与一茶一座都算是不错的会客点。大家都里面坐一下午就聊天，既不刷手机，又没气氛 组，更不会里面打牌。 这才想起来，现在国内愈演愈烈的咖啡文化，但好像所有的咖啡馆都不见自助肉桂粉了，只闻操作台后各种塑料桶装的"果浆"。可星巴克是一直有过肉桂 粉的。 现在各色中式特调里，啥都加，奶茶、八宝粥、黄酒、火锅料、水果都加在咖啡里，可传统肉桂呢？一面愈来愈便宜，越来越刚需，一面是消失。但如果 没刷到这篇小红书，我都相信历史上的星巴克不曾有过肉 ...

Group 1 - The core idea of the article is the launch of the "KFC Happy Coffee Bus," a collaboration between Changsha Public Transport Group and KFC, marking a significant step in cross-industry cooperation between public transport and the food service sector, enhancing urban service innovation [1][3][10] Group 2 - The "KFC Happy Coffee Bus" transforms idle buses into mobile food stations, showcasing efficient resource utilization by repurposing public transport assets and human resources, thus creating new business opportunities for both companies [3][5] - The operational model involves modifying the bus interiors to meet food safety standards while retaining the bus's original structure, allowing for a compliant and functional mobile dining space [5][10] Group 3 - The bus features a playful design with animal themes, appealing to families and children, and includes a spacious service window for customer interaction [5][7] - On the opening day, popular items included American coffee and spicy chicken wings, indicating strong consumer interest and engagement [7] Group 4 - A collaborative initiative called the "Park Passport" was launched, allowing customers to collect stamps at themed KFC restaurants and the mobile food station, enhancing the overall visitor experience [9] - The operational hours of the nearby shuttle service to the zoo were extended to accommodate visitors, further enriching the urban tourism experience [9] Group 5 - The partnership is seen as a model for resource complementarity, reducing operational costs while enhancing public service capabilities, thus promoting sustainable development and consumer engagement [10] - Future plans include expanding this model to other tourist attractions and commercial areas in Changsha, aiming to make the "KFC Happy Coffee Bus" a new urban service icon [10]

Core Insights - Luckin Coffee has opened two stores in New York, marking a significant step in its U.S. market entry, adopting a more cautious approach compared to its aggressive domestic expansion strategy [1][3] - The pricing strategy in the U.S. aligns closely with Starbucks, with drink prices ranging from $3.45 to $7.95, indicating a shift from the "high cost-performance" model familiar to domestic consumers [3][5] - The locations of the new stores are strategically chosen to attract Chinese students and international tourists, enhancing brand visibility and competition with local coffee giants [3][5] Pricing Strategy - The pricing of Luckin's beverages in the U.S. is comparable to Starbucks, with the most expensive item priced at $7.95 and the cheapest at $3.45, reflecting a new market positioning [3][5] - Compared to Dunkin', Luckin's prices exceed by 50% to 100%, which may complicate its market integration and slow down expansion efforts [6] Operational Strategy - The two stores serve as a "control experiment" for Luckin to test profitability and competitive strength against established brands like Starbucks [5] - The company aims to adapt its offerings based on local consumer preferences and feedback, enhancing its brand's local adaptability [5] Market Potential - The U.S. coffee market is projected to grow from $28 billion in 2024 to $39.2 billion by 2033, presenting a significant opportunity for Luckin if it can establish a foothold [5] - As of the end of Q1, Luckin had a total of 24,097 stores globally, with only 65 located outside China, primarily in Singapore, indicating room for international growth [5] Challenges - Initial entry into the U.S. market presents challenges such as high store and labor costs, as well as supply chain adaptation issues, which may lead to increased overall costs [5] - The company may consider promotional strategies similar to those used in China, such as distributing coupons and offering discounts, to accelerate market penetration [6]

Core Viewpoint - The rapid expansion of Luckin Coffee, a brand under Mixue Ice City, indicates a strategic shift towards the high-end market, aiming to establish a significant presence in first- and second-tier cities while maintaining its stronghold in lower-tier markets [1][3]. Group 1: Expansion Strategy - Luckin Coffee has set an ambitious target to exceed 10,000 stores by 2025, with nearly 7,000 stores currently operational across over 300 cities [1]. - The number of new store openings in the second quarter has surged by 164% year-on-year, showcasing remarkable growth [1]. - The brand's previous focus on lower-tier markets is shifting as it adapts to the growing demand for quality beverages in more developed urban areas [1][3]. Group 2: Competitive Landscape - The entry into first- and second-tier cities signifies a more competitive environment for Luckin Coffee, as it will face established brands and higher consumer expectations regarding product quality and brand experience [3][4]. - To meet the demands of urban consumers, Luckin Coffee is enhancing its store image and optimizing its product offerings, including a price adjustment for American coffee in first-tier cities [3]. Group 3: Supply Chain and Cost Advantage - The strong supply chain of Mixue Ice City supports Luckin Coffee by streamlining procurement, production, and logistics, which lowers costs and increases efficiency [3]. - This cost advantage allows Luckin Coffee to offer high-quality coffee products at competitive prices, particularly appealing to consumers in lower-tier markets [3]. Group 4: Market Trends - The strategic moves of various brands, including Luckin Coffee's urban expansion and competitors' rural penetration, reflect a significant transformation in the coffee market, emphasizing the need for continuous innovation and brand development [4]. - The evolving landscape necessitates that coffee companies enhance their capabilities to thrive in an increasingly competitive environment [4].

Core Viewpoint - Peet's Coffee, a well-known global coffee chain, has closed its first store in South China, located in Shenzhen, due to the expiration of its lease, reflecting a broader trend of store closures amid strategic adjustments in the competitive coffee market [1][4][6]. Company Summary - Peet's Coffee opened its first store in South China in September 2021 and has operated for nearly four years before closing [4]. - The company has recently closed several other locations, including its first store in Guangzhou and others in Hangzhou and Beijing, primarily due to lease expirations [4][6]. - Peet's Coffee has approximately 270 stores across 20 provinces and 35 core cities in China, with plans to continue expanding its store count in the second half of the year [4][6]. - The parent company, JDE Peet's, reported a strong organic sales growth of 23.8% for Peet's Coffee in China, contributing to a global sales increase of 7.9% [4]. Industry Summary - The coffee market in China is experiencing intense competition, with various brands engaging in price wars, leading to a shift in strategies among coffee retailers [6][7]. - Analysts suggest that the restaurant industry is entering a phase of consolidation, where companies are closing underperforming stores while opening new ones in more strategic locations [7]. - Peet's Coffee has adopted a more cautious growth strategy, focusing on operational efficiency and quality rather than engaging in price wars [6][9]. - The introduction of the Ora Coffee brand, which offers more affordable products, indicates a response to changing consumer preferences and market dynamics [9].

Core Viewpoint - Peet's Coffee, a well-known global coffee chain, has closed its first store in South China, located in Shenzhen, due to the expiration of its lease, reflecting a strategic adjustment in its operations amid a competitive market [1][4][6]. Company Summary - Peet's Coffee opened its first store in South China in September 2021 and has operated for nearly four years before closing [4]. - The company has been closing several stores in China, including locations in Guangzhou, Hangzhou, and Beijing, primarily due to lease expirations [4][6]. - Peet's Coffee has approximately 270 stores across 20 provinces and 35 core cities in China, with plans to continue expanding its store count in the second half of the year [4][6]. - The parent company, JDE Peet's, reported a strong organic sales growth of 23.8% for Peet's Coffee in China, contributing to a global sales increase of 7.9% to €8.837 billion [4]. Industry Summary - The coffee market in China is experiencing intense competition, with various brands engaging in price wars, leading to a dilution of the premium coffee image [7][9]. - Analysts suggest that the restaurant industry is entering a phase of consolidation, where companies are closing underperforming stores while opening new ones in more strategic locations [7]. - Peet's Coffee is adapting to market changes by testing a more affordable product line with its Ora Coffee brand, offering products priced between 15 to 25 yuan, and implementing a "small and refined" store model to enhance operational efficiency [9].

Group 1 - Peet's Coffee has closed its first store in South China, located in Shenzhen, after four years of operation, due to the expiration of its lease [4][12][16] - The closure of Peet's Coffee reflects a broader trend in the specialty coffee market in China, where several brands, including Seesaw and M Stand, have also reduced their store counts significantly [6][17] - Local coffee chains like Luckin Coffee and Kudi Coffee are rapidly expanding and capturing market share, driven by competitive pricing strategies [18][22] Group 2 - The coffee market in China is undergoing a transformation, with a shift in consumer perception towards coffee as an everyday beverage rather than a luxury item [20][26] - The price war initiated by Kudi Coffee and Luckin Coffee, offering products at 9.9 yuan, has reshaped the competitive landscape, forcing established brands like Starbucks to adapt their pricing strategies [18][20] - New entrants from the tea beverage sector, such as Lucky Coffee and Guming, are entering the coffee market, leveraging existing supply chains and networks to offer competitively priced products [23][25][26]

01、精品咖啡关店潮，行业洗牌加速 皮爷咖啡华南首店的关闭，无疑给精品咖啡市场投下了一颗重磅炸弹。这家位于深圳万象天地、开业近4年的门店，曾是皮爷咖啡在华南市场的标杆之 作。然而，随着租约到期，皮爷咖啡选择撤店，将位置让给了新茶饮品牌OT另茶。这一变动，不仅标志着皮爷咖啡在华南市场的收缩，也折射出精品咖 啡行业当前的困境。 近日，被誉为"星巴克祖师爷"的皮爷咖啡华南首店关闭，引发行业热议。在咖啡市场内卷加剧、价格战持续升级的背景下，精品咖啡品牌正面临前所未有 的挑战。从关店潮到战略调整，从高端定位到下沉市场探索，精品咖啡的未来究竟路在何方？ 事实上，皮爷咖啡的关店并非个例。根据窄门餐眼数据显示，截至7月15日，全国咖啡门店数量为22.8万家，近一年新开业6.8万家，同时也有5.2万家咖啡 店悄然关门。这一数据背后，是咖啡市场日益激烈的内卷竞争。 以精品咖啡代表SeeSaw为例，该品牌曾一度风光无限，门店数量达到160家。然而，近年来，SeeSaw却深陷关店、裁员、欠薪的泥沼，门店数量锐减至不 到50家。同样，M Stand也面临多家门店关闭的困境，武汉武商Mall的首店被网红茶饮品牌裕莲茶楼取代，武汉光谷大悦 ...

Core Viewpoint - The emergence of the -86℃ coffee trend, initiated by the "三立方丨Mahlkönig Dirty" store, highlights a shift in consumer behavior where the experience and social media appeal of the product outweigh its taste [1][21]. Group 1: Product and Experience - The -86℃ coffee is created using laboratory-grade freezing technology, which enhances the visual appeal and creates a unique drinking experience [3][14]. - The optimal tasting period for the coffee is limited to 30-40 seconds after the milk is poured, emphasizing the urgency and experiential aspect of consumption [4][21]. - Consumers are primarily drawn to the experience of taking photos and sharing on social media rather than the taste itself, indicating a shift towards experiential consumption [12][49]. Group 2: Market Response and Competition - Following the popularity of the -86℃ coffee, various coffee shops across China have introduced similar products, indicating a trend towards unique and experiential offerings in the coffee market [7][20]. - Pricing for the -86℃ coffee varies by region, with Shanghai's "三立方" offering it at 26 yuan, while other cities like Beijing and Chengdu have higher prices, reflecting regional market dynamics [11][12]. - The -86℃ coffee trend is not unique to "三立方," as similar products were previously introduced by other brands, but they did not gain significant traction until now [8][20]. Group 3: Brand Strategy and Positioning - "三立方" was established in 2021 with a focus on affordable coffee, successfully capturing market share through low pricing strategies [23][26]. - The brand differentiates itself through unique design elements and a strong product line, including over 100 merchandise items that enhance customer engagement [30][32]. - The operational model of "三立方" relies on a low-cost structure and a small store footprint, allowing for rapid expansion and competitive pricing against larger chains [35][38]. Group 4: Consumer Behavior and Trends - The trend indicates that coffee is becoming a secondary product in the experience-driven market, where consumers prioritize unique experiences over traditional product attributes [20][49]. - The rise of experiential coffee shops suggests a broader shift in consumer preferences towards niche markets and personalized experiences, as seen in various themed coffee shops [52][69]. - The success of coffee shops is increasingly tied to their ability to create memorable experiences and social media-worthy moments, rather than just the quality of the coffee itself [69].

Core Viewpoint - The domestic coffee market is expected to welcome new members to the "10,000 store club," with the brand Lucky Coffee aiming for 10,000 stores by 2025, currently nearing 7,000 stores across over 300 cities [2][4]. Expansion Strategy - Lucky Coffee plans to open approximately 4,500 new stores in 2024, averaging about 357 new stores per month [2]. - The brand's rapid expansion is supported by its parent company, Mixue Group, which has increased resource allocation to Lucky Coffee since 2025 [4]. Market Positioning - Lucky Coffee adopts a "high quality, low price" strategy, with product prices ranging from 6 to 8 yuan [4]. - The brand's new store openings in Q2 2025 saw a year-on-year increase of 164% [4]. Supply Chain and Cost Efficiency - Lucky Coffee benefits from Mixue Group's extensive supply chain, allowing for superior cost control and operational efficiency [4]. - The company sources high-quality Arabica coffee beans directly from Brazil, Ethiopia, and Indonesia, with a procurement price of less than 70 yuan per kilogram compared to the industry average of over 120 yuan [4]. Product Development - Lucky Coffee has significantly increased its product development speed, launching 32 new products in the first half of the year, an 88% increase from the previous year [5]. - The "True Fruit Coffee" series launched in May achieved over 100 million yuan in sales within a month [5]. Market Growth Potential - The Chinese coffee market is projected to reach 313.3 billion yuan in 2024, with an 18.1% year-on-year growth [5]. - Current per capita annual coffee consumption in China is 22.24 cups, with significant room for growth compared to over 300 cups in mature markets like the U.S. and South Korea [5]. Impact of Delivery Services - Recent competition in the delivery service sector has led to a 258% increase in delivery orders for Lucky Coffee, with average daily revenue reaching 5,732 yuan [6][7]. - The delivery service competition has altered consumer price perceptions, benefiting Lucky Coffee's pricing strategy [7]. Targeting Urban Markets - Lucky Coffee is shifting its focus to first- and second-tier cities, offering a two-year fee waiver for franchisees in major cities [9]. - Despite the challenges of high rental and labor costs in first-tier cities, the brand aims to establish a stable profit model beyond just low pricing [9]. Competitive Landscape - As of Q1 2025, Luckin Coffee has over 24,000 stores in China, while Kudidi Coffee has 10,045 stores [9]. - If Lucky Coffee maintains its current growth rate, it is projected to become the third coffee brand to reach 10,000 stores by the end of 2025 [9].