□王惠莲 刚到美国的时候，我们住的北加州小城还没有华人超市。过年想吃饺子了，也不知道去哪里买韭菜。后 来听班上的同学说，20英里外的里士满市有间叫"大华99"的华人超市，我就让先生开车带我去了。 从我们家出发，沿着80号公路向南开，大约20分钟就到了。 小女婿有一次把我包的锅贴带到了单位，还没来得及放微波炉加热，就被抢光了。 超市在一间购物中心里面，进去之后，满眼都是中国人，满耳都是中国话，普通话、广东话、上海话、 闽南话……货架上摆的也都是中国货。什么老陈醋、小笼包、速冻水饺、手抓饼……不说应有尽有，但 至少可以慰藉一下"中国胃"，一解思乡愁。 只可惜，找了半天，没有找到花椒。 回到家，我把韭菜摘洗干净，晾干切碎了，把肉馅倒进盆里，准备打馅。这是我从小打母亲那里学来 的，包饺子前，要先用花椒水顺着一个方向，把馅打成肉糊糊，然后再往里面放盐、姜末、酱油、香油 和韭菜。这样包出来的饺子，一口咬下去，汁水四溢，齿颊留香。如果不"打"的话，馅容易柴，不好 吃。 问题是，我没买到花椒，怎么办？换一样行不行？换什么呢？想了半天，家里有的，比白开水有味道 的，就只有先生爱喝的啤酒了。反正啤酒也能提鲜，就用啤酒打吧，谁让美 ...

河南的劳动力红利和庞大市场也为乡村富民产业拓展了新空间。 乡村服装加工、乡村手工艺等劳动密集型产业蓬勃兴起，"龙头企业+卫星工厂""总厂+帮扶车间"的就业 模式，让村民实现家门口增收。同时，立足全国交通枢纽区位，乡村商贸物流网络加速完善，农产品冷 链物流、农村电商配送体系不断健全，打通了农产品出村进城、工业品下乡进村的双向通道，为富民产 业发展注入强劲动力。 产业振兴不仅在田间和车间，也在广阔乡村的风景里、文化中。 2025年12月27日，2025乡村振兴与产业发展大会暨第四届乡村振兴论坛在郑州落下帷幕。在这场聚焦乡 村振兴的盛会上，河南乡村富民产业的生动图景令人振奋，从传统种植到三产融合，一条以产业振兴带 动农民增收、以多元发展重塑乡村面貌的路径清晰可见。 作为全国重要的粮食生产核心区，河南始终将扛稳粮食安全重任放在首位。如何在守好"粮袋子"的同 时，鼓起农民的"钱袋子"，是近年来河南着力破解的关键课题。 河南的农业基础坚实，全年粮食总产量连续9年稳定在1300亿斤以上，油料、食用菌产量和生猪存栏 量、外调量全国第一，蔬菜产量全国第二……在保障大宗农产品供给的同时，河南依托资源禀赋，积极 发展特色农业。 灵 ...

Core Viewpoint - The article highlights the active international expansion of Chinese companies, particularly from Henan province, showcasing their efforts in embracing globalization and enhancing their global presence through various strategies and innovations [7][11][18]. Group 1: Company Expansion Stories - Thinking of international markets, companies like SiNian Foods have successfully entered overseas markets, with their products now available in 149 Sam's Club locations across 15 states in the U.S. by 2025 [8][9]. - The beverage brand Mixue has opened over 53,000 stores globally, with more than 4,700 located overseas, significantly impacting the global beverage market [9]. - Weihu Group has expanded its international footprint, exporting products to over 170 countries and regions, with a focus on internationalization, digitalization, and green development [9][10]. Group 2: Economic Trends and Data - In the first ten months of the year, Henan province exported machinery and electrical products worth 317.23 billion yuan, a 28.6% increase, accounting for 65% of the province's total exports [11]. - The export of "new three types" products reached 23.35 billion yuan, with electric vehicle exports alone growing by 254.4% [11]. - The number of companies in Henan with import and export achievements increased by 3,600 from 2020, with a target of adding over 1,000 more in the current year [17]. Group 3: Strategic Developments - Companies are increasingly focusing on supply chain management to support their overseas operations, as seen with Mixue establishing localized warehousing and distribution networks in four countries [12]. - The shift from merely exporting products to exporting entire ecosystems, such as the complete set of equipment for tunnel construction, marks a significant evolution in export strategies [12]. - The emphasis on strategic planning, brand empowerment, and compliance reflects the growing strength and scale of Henan enterprises in the global market [18].

Core Insights - The company is attempting to revive its growth story by expanding into the organic food sector through a franchise model, transitioning from direct sales to a combination of direct and joint operations [1][2] - The expansion into organic food is seen as a self-rescue measure to recover funds and repay debts, as the company is currently facing significant financial challenges [1][3] - Industry experts highlight that while the organic food market aligns with current trends, the company's success will heavily depend on its operational capabilities, which may not easily transfer from its existing business [1][2] Business Strategy - The organic food business has opened approximately 60 stores within five months and has attracted over 90,000 members, primarily through low pricing strategies and a membership system [2] - The company aims to address the health food needs of the elderly demographic, maintaining a strategic focus on this target group [2][3] - The shift to a franchise model is intended to alleviate debt pressure and operational challenges, allowing the company to focus on product development and brand management [4][5] Financial Situation - The company has faced a significant decline in its main business, with 70%-80% of its annual revenue being used to service debts, amounting to approximately 700 million yuan due by the end of 2024 [3][4] - The franchise model allows the company to quickly recover funds through franchise fees and consumer prepayments, while minimizing the financial burden on franchisees [5][6] Market Challenges - The organic food sector presents inherent challenges, including the need for stringent supply chain management and quality control, which differ significantly from the company's core business [3][7] - The company is currently reliant on contract manufacturers for its organic food products, which raises concerns about quality management as it expands rapidly [7][8] - Increased competition from established players in the organic food market may pose additional challenges for the company [7][8] Recommendations - Experts suggest that the company should focus on solidifying its core business in elderly footwear, which still has substantial growth potential due to the aging population [8][9] - There is a call for the company to enhance its franchise management and product quality to ensure sustainable growth and profitability [9]

Core Insights - The Chinese quick-frozen food industry is undergoing a structural transformation and sustained growth, driven by the "lazy economy," smaller family structures, the rise of restaurant chains, and the trend of prepared dishes. The market size is expected to approach 600 billion yuan in 2024, with a projected compound annual growth rate (CAGR) of 8%-10% over the next five years [11][12][13]. Industry Overview - The industry is characterized by significant differentiation, with traditional quick-frozen rice and noodle products stabilizing in growth, while quick-frozen hot pot ingredients and dishes (core forms of prepared dishes) are emerging as dual engines of growth. Quick-frozen dishes are experiencing explosive growth driven by cost reduction and efficiency demands in the B-end and convenience needs in the C-end [11][12][13]. Market Structure and Competition - The market competition exhibits a dual structure of "one strong player and many strong competitors" alongside a highly fragmented landscape. Anjuke Foods has become the industry leader due to its deep B-end layout and supply chain advantages, while Sanquan and Si Nian dominate the C-end rice and noodle market. Qianwei Central Kitchen focuses on serving large B-end clients, and the quick-frozen dishes sector remains primarily composed of regional small and medium enterprises, indicating significant consolidation potential [11][12][13]. Consumer Behavior Insights - The main consumer groups are Generation Z and emerging white-collar workers, with a focus on safety, taste, and health. Purchasing channels are shifting towards O2O instant retail, and social media has a significant influence on consumer choices [11][12][13]. Industry Challenges and Opportunities - The industry faces challenges such as high cold chain logistics costs, uneven development, food safety risks, product homogenization, and consumer stereotypes. However, the explosion of prepared dishes, the upgrade of restaurant chains, health-conscious consumption, and channel penetration present substantial opportunities [11][12][13]. Future Development Trends - The industry is expected to exhibit four major trends: product premiumization and health orientation, deep integration of prepared dishes, B/C channel collaboration and differentiation, and intelligent supply chain upgrades. Companies that can enhance supply chain efficiency, gain insights into C-end consumers, and balance B/C transformations will lead industry development [11][12][13].

Core Viewpoint - The company, originally known for its elderly footwear, has shifted to the organic food market, opening over 30 stores and acquiring 80,000 members within three months, despite facing significant financial and legal challenges [2][3][4]. Group 1: Company Background - The company, founded in 2014 by Zhang Jingkang, initially focused on producing shoes for the elderly, achieving rapid sales growth and reaching 4 billion yuan in revenue by 2019 [3]. - The brand gained popularity through effective marketing strategies, including celebrity endorsements and targeted advertising [3]. Group 2: Financial and Legal Challenges - The company has been involved in over 90 legal cases, with a total amount in dispute reaching 808 million yuan, and has been listed multiple times as a dishonest executor [4]. - The founder has faced personal legal issues, including restrictions on high consumption, with total liabilities nearing 200 million yuan [4]. Group 3: Transition to Organic Food - In May 2025, the company announced its entry into the organic food market, offering a wide range of products and adopting a low-price strategy [4]. - The operational strategy mirrors its previous footwear business, utilizing both online and offline channels for promotion, including a membership system that has already generated at least 24 million yuan in fees [4]. - The company plans to expand its organic food stores to 150 by the end of 2025 and 600 by 2026, aiming to replicate its past success in a new industry [4].

Group 1 - The core viewpoint of the article highlights the trend of cross-industry operations among companies in China as a strategic choice to adapt to a saturated market and declining growth in existing sectors [2][3][13] - Bawang Tea Ji has transformed from a tea beverage brand to a comprehensive lifestyle brand, launching a wide range of products including clothing and accessories, thus creating a holistic shopping experience for consumers [5][7] - The diversification efforts of companies like Qiaqia and Zuli Jian reflect a response to slowing growth in their primary markets, with Qiaqia facing significant challenges in its expansion into the liquor and beauty sectors, resulting in a drastic decline in net profit [8][9] Group 2 - The success of Bawang Tea Ji's cross-industry strategy is attributed to its strong brand recognition and alignment with consumer preferences, leading to increased customer loyalty and higher profit margins in its apparel segment compared to its beverage business [7][10] - In contrast, Qiaqia's attempts to diversify have not yielded the expected results, with its core business suffering due to a lack of brand coherence and experience in new markets, leading to an 86% drop in net profit in the first half of 2025 [8][9] - Zuli Jian's entry into the organic food market is seen as a logical extension of its brand, aiming to create a comprehensive health-focused ecosystem for elderly consumers, with plans to open hundreds of stores nationwide [10][12] Group 3 - The article emphasizes that the current wave of cross-industry ventures is driven by market saturation and growth anxiety, as companies seek new avenues for expansion amid declining growth rates in their traditional sectors [13][14] - Digital platforms have facilitated these cross-industry efforts, allowing companies to test new products and gather consumer feedback at a lower cost, exemplified by Bawang Tea Ji's successful foray into apparel through its online store [13][14] - The article warns that while cross-industry strategies can open new growth opportunities, they require careful planning and alignment with brand values to avoid pitfalls, as demonstrated by Qiaqia's struggles [14][15]

Core Viewpoint - The company, originally known for its elderly footwear, has recently ventured into the food industry, particularly organic and health-focused products, in response to market trends and its declining traditional business [3][4][10]. Group 1: Company Transition - The company has seen its membership for organic food exceed 80,000, with 34 physical stores primarily located in Zhengzhou, Henan [4]. - The product line includes over 200 SKUs, covering snacks, grains, frozen foods, beverages, and health products, with prices ranging from 1 yuan to 300 yuan [4]. - The shift to food is driven by the growing consumer focus on health, with 43.8% of consumers indicating increased attention to health and wellness in their food choices [6]. Group 2: Market Potential - The elderly health food market is projected to grow significantly, with estimates suggesting a total consumption of 12 trillion to 15.5 trillion yuan by 2030 [7]. - The company aims to address the supply shortage and high prices in the elderly health food market by offering low-cost products and incentives like free samples [7]. Group 3: Challenges and Risks - The company's traditional footwear business has faced severe challenges, including a decline in sales and a tarnished reputation due to quality issues and legal disputes [10][11]. - The transition to food products is complicated by the company's reliance on a light-asset model, using third-party manufacturers, which raises concerns about quality control and food safety [16]. - There is a significant brand perception gap, as consumers associate the brand primarily with footwear, leading to skepticism about its new food offerings [16][17].

Core Viewpoint - Wan Chai Ferry's frozen dumplings, once a symbol of high-end cuisine, are now perceived as outdated by younger consumers, raising questions about the brand's relevance and future prospects [1] Company Analysis - Wan Chai Ferry was previously regarded as a premium food brand, but its appeal has diminished among the younger demographic, indicating a shift in consumer preferences [1] - The brand's past success is contrasted with its current status, suggesting that it may no longer resonate with modern consumers [1] Industry Trends - The decline in popularity of Wan Chai Ferry's products reflects broader trends in the frozen food industry, where consumer tastes are evolving towards fresher and more innovative options [1] - The perception of frozen dumplings as a "has-been" product highlights the challenges faced by traditional food brands in adapting to changing market dynamics [1]

Group 1 - The frozen food market is undergoing significant changes, with distributors facing unprecedented challenges due to strong brand pressures and market factors, prompting a reevaluation of their business strategies [1][3] - Historically, frozen food distributors relied on well-known brands for stable profits, but recent years have seen increased control from major brands, higher entry barriers, and intensified competition leading to price wars [3][4] - The evolving market landscape is reshaping the entire frozen food supply chain, with rising consumer demands for quality and variety, alongside the emergence of new sales channels like e-commerce and community group buying, which are squeezing traditional distributors [4][6] Group 2 - In response to these challenges, private label production has emerged as a new strategy for frozen food distributors, allowing them to create products tailored to market demands and reduce reliance on major brands [7][10] - Private label products can offer higher profit margins compared to branded products, with some distributors reporting that private label frozen dumplings can yield double the gross margin of branded ones [7][10] - However, challenges such as quality control, brand building, and increasing competition among similar private label products pose significant risks for distributors venturing into this space [8][10] Group 3 - The rise of private labels is not merely a survival tactic but also a means to foster market diversification and innovation, enhancing consumer choice and satisfaction [10][13] - The relationship between brands and distributors is evolving towards a co-creation model, where both parties leverage their strengths to better serve consumers [10][13] - Digital tools and collaborative innovation among distributors are emerging as key strategies to improve operational efficiency and product development, with some companies utilizing data analytics to better understand consumer preferences [11][13]