嘴馋来包零食，本以为自己吃的是精挑细选的低卡零食，结果反被热量表"背刺"？ 图源：小红书@白日梦想家（已授权） 更让"减肥党"惴惴不安的问题是：还有多少零食是这么标注热量的？为什么零食热量要按"份"标注？ 零食热量按"份"算？ 最近，有细心的消费者在零食外包装上发现，不少营养成分表里标注的热量，并非按照以往常用的"每100g"计算，而是按照"每份"，而且一份的量有时远 远小于一整包，美滋滋吃完才发现不小心摄入了近三倍热量，简直是零食里的"热量刺客"。 按"份"标注营养成分，饼干类产品中常常见到。 好丽友的经典产品好丽友·派低糖版，每盒净含量为384克，营养成分表标注为每份32克，即其中一枚重量。奥利奥点亮梦想系列夹心饼干，每盒净含量97 克，营养成分表却标注为每份（19.4克），克数有零有整得让人一时摸不着头脑，该品牌线上官方店亿滋官方旗舰店客服介绍称，这为两片饼干大致重 量。 | | 营养成分表 到:32克(枚) | | | --- | --- | --- | | 项目 | 每份 | 宫乔索参考值% | | 能量 | 533千焦 | 6% | | 蛋白质 | 1.5克 | 3% | | 脂肪 | 5.9克 ...

热点精准捕捉，"石墩子"引爆品牌"金色狂潮" 当一条"央美石墩子"变身巨型费列罗金球的素人视频走红网络，视说物语运营下的费列罗官方账号精准捕捉这 一"天赐良机"，迅速在评论区与博主趣味互动，将网友的创意巧妙关联至品牌。这一举动不仅收获了数万点 赞，更激发了评论区网友纷纷"求抽奖"的强烈呼声。 经典老牌的数字化转身：不止于开店，更是重塑连接 回顾费列罗数字营销之路，品牌并不是首次尝试通过线上进行销售，从早年与京东到家到天猫的战略合作，其 数字化营销的决心清晰可见。然而，抖音生态作为一个内容与消费高度融合且玩法瞬息万变的新阵地，对品牌 的内容敏捷度、流量运营精度以及与用户沟通的温度，都有着更高的要求。而这些，刚好是视说物语深耕多年 的专业领域。 借助这一势能，运营团队顺势发起抽奖活动，并鼓励原视频作者与中奖用户产出开箱视频进行二次传播。一场 源于UGC（用户生成内容）的热点，被成功转化为一场品牌主导、用户深度参与的整合传播事件，在抖音平台 掀起一阵属于费列罗的"金色狂潮"。该事件为官号带来超3万的高质量粉丝增长，更直接推动了旗舰店单日销 售额突破百万大关。这一次成功的热点营销，足见视说物语团队对抖音生态的深度洞察 ...

（来源：光明日报） 转自：光明日报 "费力挪"巧克力石墩（装置艺术） 宁鹏 共同指向一个核心理念：艺术不再是封闭的、自说自话的创造，而是开放的、与特定环境和人群互动 的"社会过程"。 作者宁鹏选择"巧克力"这一极具日常感和亲和力的符号，将其置于校园这一特定的公共空间中。巧 克力象征甜蜜、分享、愉悦，其形态又具有高辨识度和趣味性。当金纸包装的、圆形的费列罗巧克力， 变成一件放大的、与石墩子巧妙结合的装置作品时，瞬间打破了艺术品与日常物的界限。而作者在开幕 式上分发真实巧克力的行为，更将作品从静态的"观看对象"转变为可参与、可体验、可分享的"互动事 件"。互联网进一步放大了这种互动，让校园内发生的微小仪式，成为众多网友共同围观、解读、传播 的公共话题，作品名称也被改造成更富传播趣味的谐音"费力挪"。 从"永恒价值"到"连接价值" "费力挪"的迅速走红，折射出当代社会理解艺术方式的深刻变化。传统上，艺术的话语权很大程度 上掌握在学院、评论家、策展人和收藏家等精英手中，艺术品的价值往往与技巧难度、思想深度、历史 地位乃至市场价位紧密相连，与大众的关系较远。 "费力挪"巧克力石墩（装置艺术） 宁鹏 在中央美术学院雕塑系 ...

Core Insights - Ferrero, the renowned Italian chocolate brand, has shifted its supply source for the South Korean market from Italy to China, specifically from its factory in Hangzhou [1][3] - The change in production location has raised concerns among consumers regarding the brand's identity, as many associate Ferrero's appeal with its Italian origin [3] - Ferrero has stated that the relocation aims to maintain a stable supply chain while ensuring that product quality remains unchanged [3] Group 1: Supply Chain Changes - Ferrero's decision to supply South Korea with products from its Hangzhou factory is part of a broader strategy to optimize its supply chain and reduce costs amid rising cocoa prices [3] - The Hangzhou factory, operational since 2015, has been supplying products to various markets, including Australia and Mexico, indicating its capability to meet international standards [3] Group 2: Market Reactions - As Italian stock is gradually sold out, the South Korean market is expected to see a complete transition to Chinese-made Ferrero products [3] - Consumer feedback reflects a potential risk to brand perception, with some expressing that the brand's charm lies in its Italian heritage [3]

Core Viewpoint - The rise of hard discount supermarkets is becoming a new trend in the retail sector, with major players like Hema, Meituan, and JD entering the market, leading to increased competition against established giants like Aldi [1][2]. Group 1: Market Dynamics - Hard discount supermarkets are characterized by "everyday low prices," focusing on cost efficiency and a limited selection of high-demand products [5][6]. - The global discount retail channel is projected to grow by 8.2% in 2024, while China's penetration rate is only 8%, indicating significant growth potential compared to mature markets like Germany (42%) and Japan (31%) [2][6]. - The compound annual growth rate (CAGR) for China's hard discount sector is expected to reach 5.6% over the next decade, slightly higher than the 5.5% for convenience stores [2]. Group 2: Competitive Landscape - Hema's "Super Box" has opened nearly 300 stores in just over two years, while Aldi has established 76 stores across China, indicating a rapid expansion in the hard discount segment [6][5]. - The competition is not just about pricing; it also involves supply chain efficiency and the ability to cater to local consumer preferences [6][7]. - Major platforms like Hema, JD, and Meituan leverage user data to optimize product offerings, which may give them an edge over traditional retailers [6][7]. Group 3: Supply Chain and Private Labels - Aldi has developed a robust supply chain with a high proportion of private label products, achieving up to 90% of its offerings, while Hema's private label share is around 60% [1][8]. - Private labels are crucial for maintaining higher profit margins, with typical margins around 50% compared to 20% for branded products [8][9]. - Retailers need to enhance their market selling capabilities to successfully develop private labels, as many struggle with consumer recognition and acceptance [9]. Group 4: Future Outlook - The hard discount sector is still in its early stages, primarily focusing on supply chain cost control rather than comprehensive cost reduction across the entire retail process [9]. - The future may see intense competition similar to the "takeout wars," but the regional nature of retail may mitigate overly aggressive competition [9].

Core Viewpoint - Ferrero is pursuing an acquisition strategy to expand its presence in the breakfast cereal market by acquiring WK Kellogg for $23 per share, nearly double its pre-split market value, aiming to diversify beyond confectionery and strengthen its North American food business [4][5]. Group 1: Acquisition Details - Ferrero announced the acquisition of WK Kellogg, which includes a portfolio of iconic breakfast cereal products such as Frosted Flakes, Froot Loops, and Special K, along with six manufacturing plants and distribution networks in North America [4][5]. - The deal has been unanimously approved by WK Kellogg's board and is expected to close in the second half of 2025 [4]. Group 2: Market Context - The North American breakfast cereal market has seen a decline of approximately 17% since 2019, driven by changing consumer preferences towards healthier and more convenient breakfast options [8]. - WK Kellogg's financial performance has deteriorated, with Q1 FY2025 revenue at $663 million, down 6.22% year-over-year, and net profit at $18 million, down 45.45% year-over-year [9]. Group 3: Ferrero's Strategic Growth - Ferrero aims to leverage the acquisition to enhance its influence in various consumer scenarios and diversify its product offerings beyond confectionery [5][12]. - The acquisition will provide Ferrero with a 28% market share in the North American breakfast cereal segment, making it the second-largest player in this market [12].

Group 1 - The core issue involves a consumer reporting an unknown white circular object found in Ferrero chocolate, raising concerns about potential contamination [1][2] - Ferrero responded by stating that the issue is likely due to cocoa butter crystallization, which can occur with temperature fluctuations, and does not pose a food safety risk [2] - The company has conducted thorough checks of its inventory, raw materials, and production processes, finding no signs of spoilage or contamination [1][2] Group 2 - Ferrero is a major Italian chocolate and confectionery manufacturer, recognized as the second-largest chocolate producer globally, with popular products including Kinder chocolate and Nutella [2] - The company has previously faced issues related to salmonella contamination, leading to a global recall of certain products produced at its Arlon, Belgium factory [3] - The World Health Organization confirmed a link between a salmonella outbreak and products from Ferrero's Belgian factory, which were distributed to at least 113 countries, including China [3]