□ 本报记者 王梦然 流量要"接住"，更要"留住"。为让"苏超"流量转化为"苏品苏货"的长期竞争力，省商务厅同步推出四大 政策举措，构建"销全国、卖全球"的支撑体系。在"走出去"方面，将依托进博会、消博会等平台，结 合"苏新消费"四季活动，在重点城市举办"苏品苏货"推介会，推动品牌与头部平台、连锁超市合作；内 外贸一体化上，组织企业参加国内外展会，畅通线上线下（300959）双渠道；电商赋能层面，深化与头 部平台合作，优化入驻流程、降低门槛，还将举办"苏品苏货直播节"，邀请知名主播助力企业数字化转 型；线下则建立商业综合体与本地品牌的协同机制，优先支持"苏品苏货"品牌入驻，鼓励设专区、办展 销会，发放消费券激活线下消费。 从体育赛事IP到消费品牌IP，"苏超"正在改写江苏消费的叙事方式。当"为球而来"的体育迷变身消费参 与者，当979个"苏品苏货"品牌借助赛事流量打开新市场，"苏品苏货超级购物车"不仅装满了江苏好 物，更装着江苏消费高质量发展的新路径。接下来，随着"苏超嘉年华"1800余场促消费活动的推进，以 及"一市一主题"城市品牌矩阵的构建，江苏制造与新型消费的融合将更加深入，为服务双循环新发展格 局提供 ...

企业更是主动"蹭流量"，把"赛场热度"变成"品牌热度"。7月5日"苏超"赛事当天，南京老字号桂花鸭电商团队直 接在现场架起抖音直播间，"南京队进球送桂花鸭""鸭腿10元 / 袋""入会领10元券"的福利不断，当晚吸引超10万网 友涌入，最高4300人同时在线；与此同时，门店部在奥体西门对面的银杏里街区设摊，200 多盒盐水鸭、鸭棒骨 迅速售罄。7月19日傍晚6点，苏州综合健身馆西广场化身"万人观赛厅"，"时味苏州"专区上，老字号采芝斋的摊 位前更是香气扑鼻，师傅们现场支起平底锅，热油滋滋作响，刚出锅的肉月饼冒着热气，队伍排了近10米长，其 中三成订单来自上海、无锡等周边城市的球迷。 流量要"接住"，更要"留住"。为让"苏超"流量转化为"苏品苏货"的长期竞争力，省商务厅同步推出四大政策举 措，构建"销全国、卖全球"的支撑体系。在"走出去"方面，将依托进博会、消博会等平台，结合"苏新消费"四季 活动，在重点城市举办"苏品苏货"推介会，推动品牌与头部平台、连锁超市合作；内外贸一体化上，组织企业参 加国内外展会，畅通线上线下双渠道；电商赋能层面，深化与头部平台合作，优化入驻流程、降低门槛，还将举 办"苏品苏货直播节" ...

光是想一想，这样的工程就足够诱人。 然而，要真正实现这一体系，并不容易。它需要极其庞大的消费数据沉淀，这在以往的线下零售时代 几乎不可想象。 过去，经济学界衡量消费主要依赖两类指标：社会消费品零售总额和消费者价格指数 （CPI） 。前 者揭示消费规模的增长，后者刻画价格的变化，但它们都无法回答"消费者到底买得更好，还是更 假设有这样一项"超级工程"：它能为中国市场上每天销售的每一件商品，按照品牌与品质自动打分， 并且实时记录，比如手机行业，苹果 iPhone 算 100 分，华为 95 分，荣耀 90 分，而某些山寨手机 可能只有 50 分。 接下来，再把全国亿万消费者每个季度购买的所有手机的分数汇总，算一个"平均分"——这"平均 分"就是一个消费品质指数。它能清晰地告诉我们：过去一段时间，中国人买的手机整体是越来越高 分、越来越多优质品牌，还是更偏向低分、低价的产品。 如果把这个办法推广到所有行业，比如服饰、家电、日用品、食品、酒水，把所有消费行为的"平均 分"都算出来，我们就能得到一个覆盖全行业的消费品质指数。它能回答很多关键问题： 中国消费者整体是在消费升级，还是在被低价竞争"拉低"品质？ 哪些地区的人 ...

Core Viewpoint - Bosideng has established itself as the leading down jacket brand in China, but it struggles to find a second growth curve, leading to concerns about diversification strategies [4][5][6]. Group 1: Historical Diversification Attempts - Bosideng's previous diversification efforts have largely failed, with a significant portion of its revenue from non-core businesses leading to value destruction [9][10]. - The company has faced challenges due to the seasonal nature of down jackets, which limits revenue generation to a few months each year [9]. - Past acquisitions and expansions into various clothing categories have not yielded the expected results, with non-core revenue still accounting for 4% of total income [9][12]. Group 2: Current Diversification Efforts - The company is currently focusing on two new areas: outdoor apparel and luxury down jackets, aiming to leverage its existing strengths in down materials [14][15]. - Bosideng's outdoor product line, particularly in sun protection, initially saw rapid growth but has since stagnated due to high pricing and lack of differentiation [15][19]. - The competitive landscape in the outdoor apparel market is intense, with many brands vying for market share, making it difficult for Bosideng to maintain its premium positioning [16][17]. Group 3: Comparison with Moncler - Unlike Moncler, which successfully diversified into luxury segments while maintaining a strong brand identity, Bosideng's attempts at diversification have diluted its core brand focus [20][22]. - Moncler's success is attributed to its strong ties to the fashion industry and a focus on high-end design, which Bosideng lacks [20][22]. Group 4: Focus on Core Business - Bosideng's recent strategic shift emphasizes returning to its core brand and enhancing its high-end market presence through improved supply chain management and direct sales [24][26]. - The company has reduced its number of stores significantly, focusing on efficiency and higher-quality retail experiences [24][26]. - There is potential for growth in the mid-range market, where Bosideng's other brands have not performed as well as expected, indicating room for improvement [30][31]. Group 5: Future Strategies - The company should consider a "down + other" strategy, combining down materials with other outerwear to strengthen its market position [32][33]. - Acquisitions of high-end niche brands within the same sector could enhance Bosideng's operational capabilities and market reach [32][33]. - The focus should remain on the down jacket segment, as the company has not fully capitalized on its existing market share and brand strength [33].

Group 1 - The resurgence of inbound tourism in China is attributed to visa-free policies and the country's growing global appeal, as highlighted by a recent Pew Research Center report showing an increase in positive perceptions of China worldwide [1] - The cultural richness of China, exemplified by cities like Beijing, Jinggangshan, and Shanghai, reflects a blend of historical depth, revolutionary heritage, and modern vitality, showcasing the integration of hard and soft power [1] - The ongoing cultural revival in China is characterized by the successful fusion of ancient traditions with modern innovations, emphasizing the importance of preserving historical cultural foundations while adapting them for contemporary life [2] Group 2 - China's economic stability amidst external challenges is supported by continuous upgrades in manufacturing, rapid advancements in research and development, and effective macroeconomic policies that bolster both domestic and international trade [3] - Recent adjustments by multiple institutions to increase China's economic growth forecasts indicate a positive outlook for the country's economic vitality and resilience [3] - Understanding China's modernization requires a deep exploration of its historical roots, revolutionary memories, and active practices, positioning China as a "stabilizing anchor" for the world and a contributor to a multipolar future [3]

Group 1 - The resurgence of inbound tourism in China has made it a preferred destination for German tourists, attributed to visa-free policies and the country's "charm" [1] - A report from the Pew Research Center indicates a rising global positive perception of China, reflecting an increasing recognition of its image worldwide [1] - The experiences of Brazilian journalist Moniz Lavena in cities like Beijing, Jinggangshan, and Shanghai highlight China's historical depth, revolutionary culture, and modern vitality, showcasing the integration of hard and soft power [1] Group 2 - China's cultural heritage, represented by its millennia-old traditions, is being revitalized through innovative applications, merging historical culture with modern life [2] - The "red" cultural influence, exemplified by the spirit of the Red Boat in Jiaxing, is driving economic vitality and innovation, leading to significant industrial achievements despite limited resources [2] - China's manufacturing sector is undergoing continuous upgrades, supported by strong research and development, with a notable presence in artificial intelligence, holding over 40% of global AI models [3] Group 3 - The Chinese economy is showing resilience against external shocks, with improved macroeconomic policies and support for enterprises, leading to an optimistic outlook for economic growth [3] - Understanding China's modernization requires a deep exploration of its historical roots, red memories, and active practices, contributing to its role as a "stabilizing anchor" for the world [3] - The confidence in China's cultural identity and development trajectory suggests that the future will continue to be shaped by its unique characteristics and strengths [3]

Core Insights - The fast fashion industry in Guangzhou relies heavily on the unique ecosystem of urban villages, enabling a rapid response to market demands through a small-batch, quick-turnaround production model [1][21] - The high efficiency of the supply chain is supported by the geographical proximity of suppliers and manufacturers, allowing for minimal time costs and rapid order fulfillment [2][15] - The embedded distribution of support services within urban villages significantly reduces the time required for production processes, enhancing overall operational efficiency [3][10] Supply Chain Efficiency - Urban villages create a high-density supply chain cluster that minimizes time costs, ensuring swift conversion of production orders into physical products [2] - The proximity of fabric and accessory suppliers allows for near-instantaneous procurement, exemplified by a case where a dress order was completed in just 23 hours [2] - The spatial organization within urban villages allows for a 60% reduction in response costs for urgent orders compared to more traditional industrial parks [3] Cost Structure and Business Viability - The structure of the Guangzhou garment industry is pyramid-shaped, with a significant proportion of small enterprises benefiting from low-cost operational environments in urban villages [7] - The low entry barriers and flexible space utilization in urban villages enable small businesses to thrive, with rental costs significantly lower than those in formal industrial parks [8][20] - The ability to adjust production spaces flexibly allows for high utilization rates and reduced idle costs, enhancing the survival of small enterprises [9] Labor Flexibility - The seasonal nature of the garment industry necessitates a flexible labor system, which urban villages provide through a combination of informal labor markets and community networks [12] - Daily labor markets and familiar networks facilitate quick recruitment, allowing factories to adapt labor needs based on order fluctuations [12][13] - The implementation of flexible working hours and piece-rate pay incentivizes productivity while maintaining stable income for workers [14] Collaborative Efficiency - The close proximity of production stages within urban villages enhances collaboration and reduces logistical costs, significantly improving overall efficiency [15][16] - Informal information networks among stakeholders accelerate the flow of market signals, allowing for rapid adaptation to consumer demands [17] - Specialized production areas within urban villages foster expertise and resource sharing, leading to enhanced collective productivity [18] Inclusive Economic Environment - The presence of informal economic structures in urban villages lowers barriers to entry for new market participants, fostering a competitive and dynamic industry ecosystem [18][19] - Flexible governance strategies allow small enterprises to operate within regulatory frameworks while maintaining production continuity [19] - The active second-hand machinery market significantly reduces equipment costs for small businesses, facilitating their operational sustainability [20]

Core Viewpoint - Canada Goose, once a symbol of luxury and status in China, is now facing significant challenges, with its market value plummeting over 85% since its peak in 2018, leading to potential divestment by Bain Capital, the controlling shareholder [5][12]. Group 1: Company History and Transformation - Canada Goose was founded in 1957 and initially operated as a small factory producing cold-weather clothing, gaining recognition for its high-quality products [7]. - The brand underwent a significant transformation after Bain Capital acquired a majority stake in 2013, expanding its product range from 20 SKUs to over 200, including urban lightweight collections and accessories [9]. - Bain Capital's strategies included global retail expansion, with the number of direct stores increasing to 50 within three years, and cultural marketing efforts that positioned the brand as a luxury symbol [10][11]. Group 2: Market Performance and Challenges - Canada Goose's revenue surged by 46.4% in the 2018 fiscal year, with its stock price reaching a peak of $72.3 per share, resulting in a market capitalization of $7.8 billion [12]. - However, by the 2025 fiscal year, revenue growth had stagnated, with a mere 1.1% increase to CAD 1.3484 billion, and a significant slowdown in the Greater China market, where revenue growth was only 1% [15][16]. - The shift in consumer behavior towards practicality and value has diminished the brand's status as a luxury item, leading to a decline in sales [16]. Group 3: Competitive Landscape - Increased competition from domestic brands like Bosideng and Gao Fan has intensified, with Bosideng targeting the mid-to-high-end market and Gao Fan capturing 18% of the high-end down jacket market [17]. - Canada Goose's strategic missteps, such as over-reliance on first-tier cities and a limited product range, have further exacerbated its challenges [18]. Group 4: Future Prospects - Following Bain Capital's exit, Canada Goose faces three potential paths: acquisition by a strategic investor, takeover by another private equity firm, or a return to founder leadership [26][27]. - The brand must address three core issues: diversifying beyond down jackets, restoring brand premium, and regaining consumer favor in China [29].

Core Insights - Bosideng has transformed from a domestic brand to a global leader in down jackets, maintaining market leadership for 30 consecutive years and achieving a revenue increase of 11.6% to approximately RMB 25.902 billion in the 2024/25 fiscal year [6][7]. Group 1: Brand and Market Strategy - The collaboration between Bosideng and Harbin to launch the "Harbin × Bosideng" co-branded down jacket exemplifies a new model of city and brand cooperation, integrating deeply into the ice and snow economy [2][3]. - Bosideng's dual focus strategy emphasizes both down jackets and fashionable functional apparel, optimizing its business layout to meet diverse consumer demands [6][7]. Group 2: Innovation and Technology - Bosideng has developed various innovative product lines, such as the Extreme Cold Series and the Puff Series, expanding its offerings to include functional outerwear and outdoor apparel [3]. - The company reported 466 patent applications and 527 granted patents in the 2024/25 fiscal year, with a total of 1,498 patents by March 31, 2025, reinforcing its image as a "down jacket expert" [3]. Group 3: Sustainability and ESG Initiatives - Bosideng has set a goal to achieve net-zero emissions in its operations by 2038, integrating sustainable development principles throughout its business processes [5]. - The company is focusing on green production, intelligent manufacturing, and waste management to reduce carbon emissions and promote sustainable practices [5]. Group 4: International Expansion - Bosideng has registered its international trademark in 68 countries and regions, and has made significant strides in global markets, including opening a flagship store in London before the 2012 Olympics [7]. - The brand aims to enhance its global influence by integrating various resources and promoting its professional capabilities and fashion creativity internationally [7].

Core Viewpoint - In a challenging business cycle, many companies are struggling with profit tightening and slowing growth, leading to a questioning of the quality of growth. However, some companies are managing to grow against the trend by rediscovering the importance of making the right strategic decisions [2][3]. Group 1: Opportunities in Value Blind Spots - Companies like Bosideng and Gongniu have shown remarkable growth despite market saturation, with Bosideng reporting a revenue increase of 11.6% to 25.9 billion and a net profit increase of 14.3% to 3.51 billion [4][5]. - Bosideng, once perceived as nearing market saturation, found new growth opportunities by shifting its focus back to its core competency in down jackets, which allowed it to redefine its market position [6][7]. - The concept of "value blind spots" is highlighted, where companies often overlook potential opportunities due to internal biases or traditional industry perspectives [9][11]. Group 2: The Need for a Central Axis in Value Consumption Era - The current competitive landscape is characterized by internal competition and price wars, leading to a misinterpretation of what constitutes true customer value [13]. - Customer value is defined as the perceived benefits that customers expect from a brand, which is dynamic and requires continuous strategic adaptation [13][30]. - The "Seven Laws" developed by Junzhi Consulting serve as a foundational framework for companies to navigate complex market conditions and create sustainable customer value [15][30]. Group 3: Strategic Implementation and Dynamic Adaptation - Junzhi Consulting emphasizes the importance of a dynamic strategy that adapts to changing market conditions, as demonstrated by Gongniu's successful launch of strategic products like the track socket [20][21]. - The "Dynamic Law" focuses on establishing a flexible system that can respond to rapid changes in the market, ensuring that companies can maintain a competitive edge [24][30]. - The "Force Law" highlights the importance of concentrating resources on the most promising opportunities, as seen in the case of Bai Xiang, which successfully pivoted to online sales to overcome market challenges [25][28]. Group 4: Long-term Value Creation and Collaboration - Successful companies are characterized by their commitment to long-term value, deep market understanding, and a collaborative approach with external resources [33][34]. - Junzhi Consulting positions itself as a partner in the strategic process, working alongside companies to co-create value rather than merely providing solutions [33][34]. - The ongoing evolution of Junzhi's organizational structure and talent pool aims to enhance its ability to support companies in achieving sustainable high-quality growth [34][35].