美味的薯条也能ESG？在"双碳"目标与乡村振兴战略背景下，食品企业如何通过全产业链布局实现可持 续发展，正成为行业的关键议题。蓝顿旭美食品有限公司作为马铃薯领域的代表企业，多年来持续深耕 全产业链建设与绿色转型。 近日，蓝顿旭美食品有限公司执行董事郝昳雯在接受21世纪经济报道记者专访时表示，企业作为社会的 重要组成单元，实现可持续发展既需长期投入，也需坚定信念。蓝顿旭美以可持续发展为核心，布局马 铃薯全产业链，通过育种、种植到加工的全链条整合，实现"土豆吃干榨净"，并探索循环经济模式，利 用马铃薯废料制作塑料袋、纸张等。 郝昳雯表示，未来公司将聚焦碳平衡、零碳园区建设等，但同时也面临成本控制和技术突破等挑战，还 需要政策与产业支持。 全产业链实现协同增效 《21世纪》：蓝顿旭美如何定义自身的可持续发展理念？这项理念又如何具体融入种植、加工等全业务 链条中？ 郝昳雯：我们已建立起覆盖所有废料类型的全生命周期ESG管理台账。系统会详细记录土豆皮、废水等 不同废料从产生、分类到资源化转化的全过程，并追踪其中的能耗与碳排放数据。通过对这些数据的分 析，我们能够精确测算出每吨废料利用所带来的碳减排量，从而科学量化其对降 ...

Marketing Campaign - A giveaway campaign is being conducted, offering iPhone 17 Pro units in "沪橙风" color [1] - The campaign aims to reward active and familiar followers, excluding those primarily engaged in airdrop hunting ("撸毛的") [1] - Participation requires a "一键三连" action (likely a combination of liking, commenting, and sharing) [1] Promotional Activities - The giveaway is funded by converting airdrops from Boundless [1] - Multiple iPhones have already been distributed to community members ("群友") [1] - The campaign emphasizes fairness and transparency, with community members acting as supervisors [1]

宁夏固原马铃薯全链条发展 "薯"写乡村振兴新篇章 今年，中河乡丰堡村村民马玉梅经邻居介绍，来到家门口的马铃薯基地从事除草与采摘的工作，日收入 超过了170元。"家离得近，蹬着车子就能来，活也不累，还能每天回家看孩子，我挺满意的。"马玉梅 笑着表达对这份工作的认可。这个曾经被视作"救命蛋"的马铃薯，已然成为村民幸福生活的"金疙瘩"。 工人分拣马铃薯。 鲁治平 摄 现如今，固原市年建设马铃薯种薯繁育基地和标准化生产示范基地20个，种植马铃薯80万亩以上，年均 产量125万吨以上。产量增大了，村民的收入也提高了。而这背后，也离不开先进技术的有力支撑，种 薯脱毒技术宛如农业的"芯片"，解锁了马铃薯高效种植的密码。 中新网银川9月15日电 (李佩珊 鲁治平)九月秋风送爽，田野遍地"金"，六盘山下迎来马铃薯的收获季 节。在宁夏固原市原州区中河乡的雪川万亩马铃薯种植基地里，连片的马铃薯田褪去翠绿，伴随着农机 的轰鸣声，一颗颗饱满圆润的马铃薯被挖到地面，农户手持竹筐，快速将散落的马铃薯分拣装袋，一幅 丰收画卷跃然眼前。 村民展示新挖出来的马铃薯。 鲁治平 摄 固原种植马铃薯的历史可追溯至百年之前。早年间，当地农民在沟壑间摸索 ...

Core Insights - McDonald's is leveraging its sales of burgers and fries to reflect broader economic trends in the U.S. The CEO, Chris Kempczinski, is responding to what he calls a "dual economy" by lowering value meal prices to cater to different consumer spending behaviors [1][2] Group 1: Economic Trends - The economic landscape is characterized by a "dual structure," where high-income consumers continue to spend freely, while middle and low-income consumers are tightening their budgets [2][5] - McDonald's has seen a double-digit decline in customer traffic among middle and low-income groups, who are either skipping breakfast or eating at home [2][4] Group 2: Pricing Strategies - In response to rising menu prices, McDonald's is promoting a revamped $5 meal deal and increasing promotional activities to attract low-income consumers [4][6] - The company is focusing on a "value" theme in its advertising to appeal to cost-conscious families [4][6] Group 3: Labor and Wage Issues - McDonald's is open to discussions about raising the federal minimum wage, which has not been adjusted since 2009, and is currently at $7.25 per hour [3] - Proposed legislation aims to gradually increase the federal minimum wage to $17 by 2030, indicating a shift towards higher wage standards after years of stagnation [3] Group 4: Competitive Landscape - McDonald's ability to lower prices without severely impacting profitability is a competitive advantage that smaller rivals may not possess [4][6] - The broader retail environment reflects similar trends, with major retailers like Walmart and Target reporting that many customers can only afford basic necessities [5][6] Group 5: Future Outlook - The sustainability of McDonald's balanced strategy will largely depend on how long the dual economy persists in the U.S. [6]

Core Viewpoint - KFC's unconventional marketing strategy during the Ghost Festival has sparked significant online engagement and humor, contrasting with the traditional avoidance of ghost-related themes in Chinese culture [1][4][18]. Group 1: Marketing Strategy - KFC launched a "ghostly flavor" limited marketing campaign, which included a white cloth barrier resembling a funeral setting, leading to widespread social media reactions [1][2][4]. - The black-and-white barrier design, perceived as visually shocking, was quickly replaced with a more traditional red and white design after public backlash [16][18]. - This incident reflects KFC's long-standing approach of engaging consumers through dark humor and unconventional marketing tactics, which have previously included bizarre campaigns like the "finger" series and a mock funeral for soggy fries in Canada [19][21][30]. Group 2: Consumer Engagement - The humorous reactions from consumers included memes and jokes about the "death" of KFC chickens, showcasing the brand's ability to generate organic engagement through unexpected marketing [6][12][31]. - The incident has led to a broader discussion about how brands navigate cultural sensitivities, with some consumers questioning KFC's understanding of local customs [14][40]. - The spontaneous nature of the online discussions surrounding KFC's marketing highlights the effectiveness of creating controversy that encourages consumer participation, aligning with the current marketing trend of "black-red is still red" [39][40]. Group 3: Cultural Sensitivity - The juxtaposition of KFC's marketing with local cultural practices, especially during sensitive periods like the Ghost Festival, raises questions about brand awareness and cultural appropriateness [14][40]. - Similar to KFC, another brand, Heytea, faced unintended associations with ghostly themes due to its product packaging, demonstrating how brands can inadvertently tap into cultural narratives [32][39].

| 证券代码：601366 | 证券简称：利群股份 | 公告编号：2025-041 | | --- | --- | --- | | 债券代码：113033 | 债券简称：利群转债 | | 利群商业集团股份有限公司 2025 年半年度经营数据 （一）主营业务分业态情况 注：（1）表内物流供应链业务数据为合并抵消后数据。物流供应链合并抵消前主营业务 收入为 29.50 亿元，占合并抵消前公司主营收入的 56.48%。 本公司董事会及全体董事保证本公告内容不存在任何虚假记载、误导性陈述 或者重大遗漏，并对其内容的真实性、准确性和完整性承担个别及连带责任。 根据上海证券交易所的相关规定，现将公司 2025 年半年度主要经营数据（未 经审计）公告如下： 一、报告期内公司门店变动情况 报告期内，公司新开便利店及生鲜社区店 8 家，新开品类专营店 1 家，关闭 综合超市 9 家，关闭便利店及生鲜社区店 20 家，关闭品类专营店 7 家。关闭的 综合超市情况如下： | 序号 | 地区 | 门店名称 | 经营业态 | | 闭店时间 | | | 经营面积 （平方米） | 来源 | | --- | --- | --- | --- ...

新华社北京7月19日电 题："我们的餐厅总会让海外同行惊讶"——麦当劳中国CEO张家茵谈本土焕新之路 新华社记者邹多为、袁睿、黄安琪 "做中国市场，让我有一种很大的荣誉感，因为每次对外交流，我们的餐厅总会让海外同行惊讶。"第三届中国国际供应链促进博览会正在进 行，其间，麦当劳中国首席执行官张家茵在接受新华社记者专访时，谈起这一洋快餐加速中国本土化发展的历程，眼中闪烁着自豪。 这是7月17日在第三届中国国际供应链促进博览会拍摄的麦当劳展台。新华社记者 丁洪法 摄 走进第三届链博会绿色农业链展区，摆满汉堡、薯条的麦当劳展位人气爆棚，很多观众感叹"好欢乐""小时候记忆被唤醒"的同时，更直呼"意 想不到""原来它们的食材很多都来自中国农场"。 作为"链主"企业，张家茵此行携手肉类、乳品、酱料、土豆、物流等11家"麦链"上下游的供应商伙伴，联合搭建展台、首次"同框"互动，并 做出"深化协作共赢""建设数智链条"等承诺。 1990年，麦当劳进入中国内地，在深圳开设第一家门店。如今，中国内地麦当劳餐厅数量已超7000家，员工人数逾20万，2024年服务顾客超 过13亿人次。 7月19日，观众在第三届链博会绿色农业链展区麦当 ...

Core Viewpoint - In-N-Out has established a unique position in the fast-food industry by maintaining a commitment to quality, fresh ingredients, and a simplified menu, while resisting pressures to expand rapidly or compromise on its values [4][10][50]. Group 1: Business Model and Strategy - In-N-Out is a family-owned business that refuses to franchise or go public, prioritizing its independence over financial offers [4][19]. - The company has a limited menu with fewer than 15 items, focusing on three main burgers, fries, and shakes, which has contributed to its brand identity and operational efficiency [8][10]. - In-N-Out's average store sales were reported to be nearly double that of McDonald's in 2018, with an estimated profit margin of 20%, surpassing competitors like Shake Shack and Chipotle [10][13]. Group 2: Supply Chain and Quality Control - The company emphasizes a vertical supply chain, sourcing fresh ingredients locally and maintaining control over every aspect of production, from meat processing to distribution [24][27]. - In-N-Out has established its own meat processing facilities and delivery fleet to ensure the freshness of its products, avoiding frozen ingredients entirely [30][32]. - The pricing strategy has allowed In-N-Out to keep its burger prices lower than competitors, with only a 25% increase since 2020, the lowest among nine burger chains studied [34][36]. Group 3: Brand Identity and Customer Loyalty - In-N-Out aims to be a beloved brand rather than the largest fast-food chain, fostering a unique identity that resonates with customers [37][48]. - The brand has cultivated a loyal customer base, evidenced by long lines during new store openings and its presence at high-profile events like the Oscars [38][39]. - Employee satisfaction is prioritized, with higher-than-average salaries and a dedicated training program, contributing to lower turnover rates and better customer service [43][45]. Group 4: Challenges and Future Outlook - Despite its success, In-N-Out faces challenges in a competitive market, including concerns about its ability to adapt to changing consumer preferences and the implications of its slow expansion strategy [50]. - The company has announced plans to open a new office in Tennessee, although it reassured that it will not relocate its headquarters from California [19][20].

Core Viewpoint - Global packaged food and beverage companies are shifting their focus to developing countries with weaker public health awareness as they face regulatory scrutiny and health consciousness challenges in Western markets [1][2] Group 1: Market Dynamics - The $30 billion market gap in the junk food industry is igniting a health crisis in India, where ultra-processed foods are still relatively novel and marketing restrictions for children are minimal [2] - In Indonesia, the consumption of ultra-processed foods is rising significantly, while the intake of leafy greens and fresh legumes is declining, particularly in urban areas [5][6] - Mexico has implemented a ban on the sale and promotion of junk food in schools as part of its "healthy living" initiative, targeting high-sugar, high-fat, and high-salt processed foods [7] Group 2: Health Implications - A global study published by The Lancet and WHO indicates that the obesity rate among children and adolescents has increased fivefold from 1990 to 2022, with excessive consumption of ultra-processed foods linked to chronic diseases [3] - In India, the prevalence of obesity is notably high among the middle class, particularly among women, due to cultural perceptions associating weight with prosperity [9][10] Group 3: Regulatory Responses - Indonesia's Ministry of Health has mandated labeling of sugar, salt, and fat content on food packaging and has initiated a free nutrition meal program aimed at improving nutrition among students and pregnant women [6] - India's food regulatory authorities plan to enhance labeling standards to include clear information on sugar, salt, and saturated fat content, responding to the need for better consumer awareness [8] Group 4: Socioeconomic Factors - Economic inequality in India contributes to a dual health crisis, where both affluent and impoverished populations face health challenges related to junk food consumption and malnutrition [10] - Approximately 129 million people in India are projected to live in extreme poverty by 2024, limiting their access to nutritious food and exacerbating health issues [9][10]

Group 1: Financial Support and Growth - The Industrial and Commercial Bank of China (ICBC) Gansu Branch has focused on integrating into Gansu's development layout, aiming for high-quality local economic growth, with total loan balances expected to exceed 250 billion yuan by May 2025 [1] - The bank has provided loans totaling 2.88 billion yuan to 169 specialized and innovative enterprises in Gansu, with a year-on-year growth of 11.82% in loans to science and technology enterprises, and loans to strategic emerging industries surpassing 30 billion yuan [2] - Agricultural loans from ICBC Gansu Branch reached 32.818 billion yuan, reflecting a year-on-year increase of 14.12%, benefiting over 40,838 households [3] Group 2: Industry Upgrades and Innovations - ICBC Gansu Branch has established a "loan + scene ecology" service system to support the upgrading of industries and the cultivation of new production capacities in Gansu [2] - The bank has tailored financial solutions for companies like Gansu Blue Science and Technology Petrochemical High-tech Equipment Co., providing 50 million yuan in working capital loans to support technological upgrades and expansion [2] - The bank's support for Hualing Dairy Products Co. has included a financing balance of 98 million yuan, facilitating the company's growth in high-value-added yak milk products [3] Group 3: Community and Social Impact - ICBC Gansu Branch has implemented the "smart catering" system in local businesses, enhancing operational efficiency and customer experience in the food industry, exemplified by the Zhang Guoren Beef Noodle Restaurant [4] - The bank has contributed to community welfare through financial support for infrastructure, education, and seasonal assistance, promoting common prosperity in regions like Gongjing Town [4]