从长沙出发，最终还是回到长沙。 当文和友的市井烟火气在北上广深沦为"文化赝品"，当墨茉点心局的现烤麻薯因供应链断裂失去灵魂。 这座城市的网红品牌似乎被下了"围城魔咒"：在长沙是现象级顶流，在外地却成了"温室花朵"。 日前，墨茉点心局官方发布公告称，自9月1日起，暂时关闭邵阳、株洲、常德、衡阳外区门店，仅保留衡阳蒸湘万达店。 这似乎成为众多长沙发家的网红新消费门店的魔咒。 至此，这个曾以"国潮+现烤"席卷全国的新中式烘焙品牌，全国门店仅剩29家，其中28家集中在长沙。 从资本热捧的"单店估值破亿"到区域收缩的"战略聚焦"，墨茉的轨迹折射出整个中式烘焙行业的集体阵痛与转型。 从退守湖南到回到起点 从2021年"全国跑马圈地"到2023年"困守湖南大本营"，墨茉点心局的收缩轨迹，仅用两年多时间便画出了一条陡峭的抛物线。 图源：新京报 而到了2025年，又迎来了第二次收缩。 当时第一次收缩的时候，品牌负责人表示 "收缩是暂时的，关店的城市'会再回去'"。 可打脸的是，墨茉点心局没能再"回去"，随之而来的是第二次收缩。 毕竟，数字是最现实的，就像墨茉点心局官方说的，"自6月聚焦品质与服务以来，长沙门店业绩回归良性增长， ...

Core Viewpoint - The article discusses the evolution of the new Chinese baking industry over the past decade, highlighting the challenges in creating new "blockbuster" products like the "Meat Floss Little Cake" that once captivated the market. It emphasizes the need for a shift from short-lived trends to sustainable, long-term products that resonate with consumers' memories and experiences [5][38]. Group 1: Historical Context and Market Dynamics - The "Meat Floss Little Cake," developed by Bao Caisheng in 2004, became a nationwide sensation in 2014, marking a significant moment in the Chinese baking industry [3][4]. - This product represented a fusion of Chinese and Western flavors, breaking traditional boundaries and creating a new taste experience that appealed to consumers [6][11]. - The rapid expansion of bakery stores and the maturation of supply chain logistics in 2015 facilitated the widespread distribution of the "Meat Floss Little Cake," which was easy to standardize and replicate [8][9]. Group 2: Evolution of Product Categories - The new Chinese baking industry has undergone a transformation from "blockbuster" products to "evergreen" and "daily" products over the past decade [14]. - The "blockbuster phase" (2016-2018) was characterized by products that gained popularity through novelty and rapid social media sharing, such as salted egg yolk pastries and mochi [15]. - The "evergreen phase" saw products like egg yolk pastries become stable choices for consumers, focusing on long-term repeat purchases rather than short-term spikes in sales [17][20]. - The "daily phase" post-2020 integrated new Chinese baked goods into everyday consumer life, making them standard offerings in bakeries [22][23]. Group 3: Challenges and Market Saturation - The article notes that the market for new Chinese baked goods has become saturated, with the emergence of numerous similar products leading to intense competition and reduced profit margins [31][32]. - The rise of short video platforms has changed consumer behavior, making it difficult for any single product to achieve the same level of widespread attention as the "Meat Floss Little Cake" did in its heyday [26][29]. - Consumers are experiencing "taste fatigue," as the novelty of new flavors diminishes, leading to higher expectations for unique and memorable taste experiences [35][37]. Group 4: Future Directions - The industry must transition from a focus on one-time blockbusters to creating products that foster long-term consumer loyalty and repeat purchases [38]. - Emphasizing "scene economy" will be crucial, integrating baked goods into everyday life scenarios such as breakfast and celebrations to build consumer attachment [39]. - Establishing a "taste memory" rather than relying solely on trendy symbols will be essential for creating enduring products that resonate with consumers [42]. - A shift from "single product logic" to a "systematic logic" that combines product matrices and brand value is necessary for sustainable growth [44]. - Brands must develop self-sustaining cycles that focus on community engagement and long-term reputation rather than short-term viral marketing [45].

二、线上全域渗透捕捉流量，线下广泛布局深化体验 渠道布局的广度与深度，直接影响品牌的市场覆盖与消费者触达效率。比比赞采取"线上深耕+线下拓展"的双 轨策略，逐步构建起覆盖多元消费场景的渠道网络。 线上方面，比比赞不仅持续运营天猫、京东、拼多多等传统电商平台，更积极布局抖音、快手等内容电商渠 道，通过直播带货、短视频种草等方式与消费者建立直接互动，推动品销合一。其产品频繁出现在各平台畅销 榜与口碑榜，印证了线上运营的有效性。 在休闲零食行业，践行长期主义离不开两项核心能力：一是精准洞察需求、持续迭代产品的创新力，二是高效 触达消费者、广泛布局渠道的渗透力。国民休闲零食品牌比比赞聚焦于"质价比"战略核心，通过敏捷的研发体 系与全渠道融合的零售布局，深扎根系、繁盛枝叶，逐步在行业红海中走出一条依托系统化运营的差异化增长 路径。 一、敏捷研发驱动产品创新，爆品矩阵构筑品牌基石 休闲零食消费具有高频、感性且高度场景化的特征，持续推出契合消费者需求的产品，是维系品牌活力与市场 声量的关键。比比赞将研发能力置于品牌发展的核心，通过专业团队对消费偏好与市场热点的持续追踪，构建 起行业领先的快速产品迭代机制，能够以平均每3至5 ...

Group 1: Overview of Beijing's Tourism and Culinary Scene - Beijing's tourism market is being revitalized through the establishment of new leisure districts, with six new areas announced by the Beijing Municipal Bureau of Culture and Tourism [1] - These districts are characterized by unique cultural heritage, diverse business models, and innovative leisure experiences, providing rich urban exploration options for residents and tourists [1] Group 2: Importance of Culinary Culture - Culinary offerings in Beijing are a blend of imperial flavors, local snacks, and ethnic specialties, which serve as a significant attraction for tourists seeking to experience the city's culture [3] - The diversity of Beijing's food scene reflects the city's openness, with various regional cuisines gaining popularity among visitors [3][10] Group 3: Challenges in Culinary Tourism - The authenticity of traditional dishes like Douzhi and Jiaoquan is often questioned, as they may not appeal to all tourists, highlighting the need for a balance between cultural authenticity and tourist preferences [5][6] - Many traditional restaurants, including "old brands," face challenges in maintaining quality and attracting both locals and tourists, often relying on pre-made dishes that lack authenticity [9] Group 4: Innovations in Culinary Experiences - New culinary tourism projects, such as "Hutong private kitchen tours" and "intangible cultural heritage workshops," are emerging, focusing on unique dining experiences that cater to evolving tourist demands [7] - Successful examples of culinary tourism include immersive dining experiences that combine traditional cuisine with cultural rituals, attracting both domestic and international visitors [12] Group 5: Marketing and Promotion Strategies - The use of short videos and new media to promote Beijing's culinary culture is seen as a potential avenue for enhancing tourism, emphasizing the importance of authentic storytelling [11] - There is a call for a more refined approach to marketing, avoiding superficial representations of Beijing's culinary heritage and instead focusing on the depth and richness of its food culture [11]

Core Viewpoint - The controversy surrounding Sam's Club's product selection strategy has raised concerns among consumers regarding the quality and uniqueness of its offerings, leading to questions about the value of the membership fee paid by consumers [2][4]. Group 1: Product Selection and Quality Concerns - Sam's Club has faced criticism for replacing popular products with more mainstream brands like Haoliyou, leading to perceptions of homogenization in its product offerings [2][3]. - Consumers have reported quality issues with certain products, indicating a potential shift in supplier relationships that may affect product standards [3][6]. - The core of the controversy lies in the expectation that consumers pay a premium membership fee for unique and high-quality products, which may not be met if product differentiation diminishes [4][5]. Group 2: Membership Value Proposition - The membership fee is perceived as a "selection premium" that consumers expect to be matched with high-quality products and services [3][4]. - Sam's Club has emphasized its commitment to quality and member satisfaction, stating that it will consider member feedback in future product selection strategies [5][6]. - The trust established between Sam's Club and its members is crucial for its competitive advantage, as consumers believe they are getting quality products at competitive prices [3][5]. Group 3: Expansion and Financial Considerations - Sam's Club has been rapidly expanding in mainland China, opening 32 new stores from 2016 to 2023, with plans for continued growth in 2024 [6]. - Despite strong sales growth, the high cost of store openings and operational expenses poses challenges for maintaining cash flow and profitability [6][7]. - The overall performance of the supermarket sector in mainland China is underwhelming, raising questions about Sam's Club's ability to sustain its growth trajectory without facing increased competition and market saturation [7].

Core Viewpoint - The controversy surrounding the introduction of the brand Haoliyou at Sam's Club highlights a fundamental conflict in the warehouse membership store model, where a misalignment between brand promises and user expectations can undermine the foundation of the paid membership system [1][2][3] Group 1: Membership and Consumer Trust - Sam's Club has built a unique value proposition by offering a "quality filter" through its membership model, which allows consumers to trust that the products on its shelves are carefully selected for quality and value [1][2] - The introduction of controversial brands like Haoliyou has raised questions about the trust consumers place in Sam's Club, as it appears to compromise its commitment to quality [2][3] - The core of the membership retail model is not merely selling products but selling trust, where consumers pay for the assurance that the brand will consistently deliver on its promises [3] Group 2: Impact of Product Selection Changes - The shift in product selection, with the addition of widely available brands and the removal of previously popular items, challenges the perception of Sam's Club as a premium retailer [2] - Complaints regarding product quality, such as issues with food safety, have increased, leading to a decline in the perceived quality associated with the Sam's brand [2] - The tension between rapid expansion and maintaining quality control is evident, as Sam's Club plans to open eight new stores by 2025, which may strain its supply chain and product selection standards [2][3] Group 3: Strategic Recommendations - It is crucial for Sam's Club to realign its brand promises with user expectations to restore consumer trust and maintain the integrity of its membership model [3] - Balancing global sourcing with local adaptation while ensuring quality standards is essential for sustaining the "Sam's Selection" brand image [3] - Failure to address these issues may lead to a perception that Sam's Club is no different from regular supermarkets, undermining its competitive advantage [3]

Core Viewpoint - Sam's Club faced backlash from loyal customers after introducing products from brands like Orion and Wei Long, leading to complaints and threats of non-renewal of memberships. The company has since taken action in response to the controversy [1][3]. Group 1: Consumer Sentiment - The introduction of Orion's products, which contain unhealthy ingredients, has raised concerns among consumers, particularly parents who are cautious about their children's diets [2]. - The dissatisfaction is not limited to one product; customers have also expressed frustration over the removal of other favored items and changes in brand names [6]. - Consumers expect Sam's Club to provide high-quality products, and the presence of easily accessible items has led to disappointment [7]. Group 2: Corporate Communication - The management structure of foreign companies often limits the ability of regional leaders to communicate effectively with consumers, which can lead to a disconnect between internal decisions and external perceptions [9][10]. - Unlike local CEOs who frequently engage with consumers on social media, Sam's Club primarily relies on customer service for communication, which may not adequately address consumer concerns [10]. Group 3: Impact on Supply Chain - The incident highlights the influence of consumer feedback on supply chain decisions, indicating that consumer voices can affect supplier relationships, albeit to a limited extent [11][14]. - Suppliers must not only satisfy procurement managers but also appeal to consumers to succeed in retail environments [15]. - The traditional B2B purchasing model is evolving, with end-users increasingly impacting procurement decisions, particularly in sectors like productivity tools [18].

Core Viewpoint - Sam's Club is facing challenges in retaining its membership base due to recent product selection changes and quality control issues, leading to perceptions of homogenization with regular supermarkets [2][12][30]. Group 1: Product Selection Changes - Sam's Club has introduced popular mass-market brands like Holley Friend, Wei Long, and Xu Fu Ji, while discontinuing previously popular items such as egg yolk pastries and caramel layered cookies, causing dissatisfaction among members [2][10][12]. - The introduction of the "low-sugar Holley Friend pie," which claims to reduce sugar by 80% and increase cocoa content by 30%, has received significant criticism, with over 300 negative reviews citing it as too sweet [5][7][9]. - Members express concerns that the shift towards more common brands dilutes the unique value proposition of Sam's Club, which was originally perceived as a premium shopping experience [19][20]. Group 2: Membership and Revenue Insights - Sam's Club, a high-end membership store under Walmart, has over 500 million paid members and 48 stores in China, with membership fees set at 260 yuan for regular members and 680 yuan for premium members [25][26]. - Walmart's fiscal report for 2025 indicates that Sam's Club's membership fee revenue has grown by over 35%, despite ongoing quality issues [26][30]. - The club's unique positioning as a "middle-class supermarket" is being challenged as competitors like Costco and Hema introduce similar membership models, prompting Sam's Club to reassess its competitive advantages [19][30]. Group 3: Quality Control Issues - Sam's Club has faced numerous complaints regarding product quality, including reports of moldy cakes and contaminated dairy products, leading to over 10,000 complaints on consumer platforms [27][29]. - The frequency of quality control failures has negatively impacted the brand's reputation, raising questions about its ability to meet the expectations of its core middle-class clientele [30]. Group 4: Market Position and Competition - The retail landscape in China is becoming increasingly competitive, with Sam's Club needing to redefine its value proposition amidst the rise of other paid membership supermarkets [30]. - As the paid membership model becomes standard in the industry, Sam's Club must identify new differentiators to maintain its appeal to consumers who expect premium offerings [30].

Group 1 - The core issue revolves around product selection changes at Sam's Club, leading to dissatisfaction among members regarding the quality of new products [1][2] - Recent additions like the low-sugar Haoliyou Pie have received negative feedback, with over 300 complaints citing that the product is still too sweet despite a reported 80% reduction in sugar [2][5] - Members express concerns that Sam's Club is becoming increasingly homogenized with regular supermarkets, questioning the value of their membership [9] Group 2 - Sam's Club, a subsidiary of Walmart, has over 800 stores globally and 48 in China, with more than 5 million paying members [12] - In the first quarter, Sam's Club in China saw a membership revenue increase of over 40%, contributing to Walmart China's overall strong performance, which included a 22.5% year-on-year increase in net sales [12] - Walmart's CEO for China noted a significant 35% growth in membership fee revenue during the Chinese New Year sales season, indicating robust business activity [12]

Summary of Key Points Core Viewpoint The report from the Jixian County Market Supervision Administration highlights the results of the fourth round of food safety inspections in 2025, indicating a high compliance rate for ordinary food products and a notable number of non-compliant agricultural products. Group 1: Inspection Results - A total of 213 batches of ordinary food were tested, with all 213 batches passing the inspection [2] - For agricultural products, 45 batches were tested, of which 42 passed and 3 were found to be non-compliant [2] Group 2: Non-compliant Products - The non-compliant agricultural products included: - Bananas from He Sheng Trading Company, with a pesticide residue of 0.086 mg/kg, exceeding the standard limit of 0.02 mg/kg [3] - Ginger from a local market, with a pesticide residue of 0.60 mg/kg, also above the acceptable limit of 0.2 mg/kg [3] - Another batch of bananas from a different vendor, showing a residue of 0.10 mg/kg, again exceeding the standard [3] Group 3: Compliance Standards - The inspections were conducted in accordance with the GB 2763-2021 national food safety standards, which set maximum residue limits for pesticides in food products [3][4] - The report emphasizes the importance of adhering to these standards to ensure food safety for consumers [2][3]