大家有没有发现，这两年，市面上出现了很多衢州鸭头的门店？ 这种店面积不大，采用半开放式的设计。门口的托盘里，混杂摆放着刚卤好不久的鸭头、鸭脖、鸭架，还有猪蹄、牛肉丸、藕片等等产品。无论是在北 京、上海，还是乡镇、县城，你都能看到他们的身影。 据统计，衢州鸭头在全国，已经开出3万多家门店。 但是另一方面，近几年，主流的卤货品牌却在收缩，包括绝味鸭脖、周黑鸭、煌上煌，他们最近都是在关店，而不是在开店。 这一期，我想聊聊，衢州鸭头这种东西，到底是怎么开遍全国的。 01 尽管现在，卤味品牌的门店依然随处可见，但是一个铁一般的事实是，这两年，卤味市场正在快速收缩。 行业巨头绝味鸭脖，在2023年的时候，门店总数达到了1.6万家，但是到了今年，就缩减成了1.2万家。两年不到就关了4千家店，相当于直接少了一个周黑 鸭出来。 而周黑鸭自己的情况也不容乐观，它的门店数量，从近四千家，降到了三千出头，直接少了四分之一。煌上煌，也从4500家，减少到3600家。这「卤味三 巨头」，这几年的日子都不好过。 一时之间，卤货品牌似乎受到了人们的嫌弃。 那么，为什么会出现关店潮流呢？是不是人们不喜欢吃卤货了呢？ 其实也不是。如果真不喜欢， ...

惠州大亚湾经济技术开发区管理委员会市场监督管理局按照省、市局2025年食品抽检计划,在全区范围内开展了食品安全监督抽检工作，现已出结果59批 次，不合格3批次（详见附件）。根据政府信息公开相关规定，现将抽检结果予以公示。 | | | | | | | | 惠州大亚湾经济技术开发区管理委员会市场监督管理局2025年第二期（第二批）食品安全监督抽检汇总表 | | | | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 抽 | 区 | | 食 食 | 食 品 | | | | | | | | | | 抽 | 样 | | | | | | | 序 查 | 域 | 抽样 | 品 品 | 次 | 食品 | 报告书编号 | 抽样单号 | | 产品名 | 规格型号 | 商 | 生产 | 样品量 | 样 | 品 | 抽样 | 抽样 | 到样 | 受检 | 受 | | 号 领 | 类 | ...

以下文章来源于后浪研究所 ，作者杨小彤、巴芮 后浪研究所 . 36氪旗下年轻态公众号。这位青年里边请，你被研究了。 谁爱抢谁抢吧。 文 ｜ 杨小彤 编辑 ｜ 巴芮 来源｜ 后浪研究所（ID：youth36kr） 封面来源 ｜ unsplash "是不是马上要出货了？我都害怕" "别挤了行吗，人都站不住了，干啥啊！"一位被大爷大妈挤在中间的女生，一边扶着自己的眼镜，一边皱眉喊道。 4月21日晚上的8:07，刚下班的李夕匆匆赶到北京姚家园万象汇地下一层的七鲜超市， 虽只晚到了7分钟，但人已经多到连购物车都不够用了，她只能提 着购物筐挤进人群。不知已经进行了几轮争抢，现场一片混乱。 晚8点，这家超市准时开始每晚的日清（即每日清空库存，避免商品隔夜销售），虽然是 工作日，超市里也呜呜泱泱全是人，和楼上冷清的商场形成了鲜明对比。 晚8:07的七鲜 有同样日清活动的还有盒马、沃尔玛、物美、永辉等各种老牌的、新兴的，甚至是网红超市，都加入了这场打折揽客的角逐， 都像灰姑娘故事中被施了 魔法的南瓜马车，每晚8点，变身"穷鬼天堂"。 不过七鲜的火爆程度远超其他几家超市，从上面的场景就能看出来了。有网友就曾发布过一则视频——在刚 ...

5月29日，百果园集团发布公告称，董事会欣然宣布，公司已于2025年5月29日就建议实行H股全流通向中国证监会提 交申请，以将合共85,448,554股非上市股份（约占公司截至H股全流通公告日期的已发行股本总额5.5510%）按一比一 的基准转换为H股。于完成所有备案要求（包括向中国证监会备案）并取得所有相关批准（包括联交所的批准）及符 合所有适用法律、法规及规则后，该等非上市股份将转换为H股，并将于联交所上市及买卖。公司将向联交所申请批 准该等H股于联交所主板上市及买卖。 西王食品：将持续改善运动营养业务经营状况 近日，西王食品在投资者互动平台针对提问表示，受原材料价格波动等多重因素影响，运动营养业务业绩近年虽未达 预期，但在长期具有较大的行业市场潜力，且公司已积累了一定的品牌知名度和市场份额，待市场环境改善、业务模 式优化后提升盈利水平。此外，西王食品还谈到，公司将持续改善运动营养业务的经营状况，提升业绩。 五芳斋：决定向股东赠送粽子礼盒产品，并征集意见或建议 近日，五芳斋发布公告称，公司为传承和弘扬中华传统文化，也便于股东更好地了解公司和产品，提高产品的认知度 和影响力，同时使产品精益求精，更好地服务消 ...

Core Insights - The core message of the news is the celebration of the 30th anniversary of Zhou Hei Ya, highlighting its brand renewal strategy and commitment to quality as it aims to expand globally [1][8]. Group 1: Brand Development and Quality Control - Zhou Hei Ya has evolved from a street vendor to a national brand, emphasizing a vision of becoming "the creator of deliciousness for the world" while maintaining a quality-first approach [1]. - The company has implemented rigorous quality control measures, including advanced equipment to ensure a 99.9% impurity removal rate in its pepper sourcing, reflecting its commitment to high standards [2][3]. - Zhou Hei Ya's products have received multiple industry awards, including the iSEE Delicious Award, reinforcing its reputation for quality [4]. Group 2: Market Adaptation and Product Innovation - The company has adapted its store formats and product offerings to meet changing consumer preferences, including the introduction of new product lines such as spicy chicken and collaborations with other brands [5][6]. - Zhou Hei Ya has expanded its store count to over 3,000 across more than 300 cities in China, utilizing a dual model of direct sales and franchising to enhance market presence [5]. Group 3: Strategic Expansion and Globalization - Zhou Hei Ya is actively pursuing global market opportunities, starting with Southeast Asia, and aims to promote Chinese marinated food culture internationally [8]. - The company has diversified its distribution channels, including partnerships with major retailers and e-commerce platforms, resulting in a 75% increase in customer transactions [7]. - The introduction of new beverage products and collaborations in the seasoning sector indicates a strategic move towards creating new consumption scenarios [7].

Core Insights - The article highlights the 30-year journey of Zhou Hei Ya, emphasizing its transformation from a workshop-style operation to a standardized brand-driven model in the marinated food industry [1][4] - Zhou Hei Ya's founder, Zhou Fuyou, is credited with leading the company through economic fluctuations and consumer preference changes, driving innovation and adapting business models to meet market demands [1][5] Company Achievements - Zhou Hei Ya has established itself as a national culinary symbol, with its brand becoming widely recognized and respected in the industry [1][5] - The company has implemented a standardized model across various dimensions, including procurement, production, logistics, and consumer engagement, which has significantly contributed to the industry's upgrade [6][12] Industry Leadership - Zhou Hei Ya has been awarded the title of "China's Consumer Quality Trusted Marinated Food Leader" by a third-party authority, reflecting its excellence in product quality and brand building [7] - The company has pioneered several industry standards, including the introduction of modified atmosphere packaging in 2012, which has transformed the market from bulk and vacuum packaging to a more standardized approach [6][12] Product Innovation - Zhou Hei Ya focuses on catering to younger consumers by launching diverse products and refreshing its brand image, ensuring it remains relevant in a competitive market [8][10] - The company has developed a dual-driven product strategy of "classic + innovation," enhancing its product matrix with unique flavors and offerings that resonate with consumer preferences [10][12] Channel Expansion - Zhou Hei Ya has strategically expanded its offline and online channels, establishing over 3,000 stores and leveraging e-commerce platforms like Douyin to enhance brand recognition and market penetration [11][13] - The company is set to embark on an international expansion journey, starting with Southeast Asia in 2024, aiming to become a global leader in the marinated food sector [11][14] Future Vision - Zhou Hei Ya aims to become a global representative of Chinese marinated food, with a focus on continuous innovation in product development and supply chain management [14] - The company is committed to building a strong team and establishing a strategic ecosystem with international partners, positioning itself as a pioneer in global marinated food culture [14]

来源 | 贝多财经 撰稿 | 多客 曾经的网红零食品牌三只松鼠（SZ:300783），在港股上市推进的同时，也开始进入多事之秋。 4月29日，三只松鼠发布了2025年一季度报告，虽然营业收入小幅上升，但是净利润却仅为2.39亿元，同比下滑22.46%，扣 非净利润更是大幅下降高达38.31%，暴露出三只松鼠增收不增利的现状。 这给其港股上市的前景蒙上了一层"阴影"。尽管三只松鼠2024年营收重回百亿，但一季度净利润和产品质量问题高发，引 发了市场对其"高端性价比"战略可持续性的担忧。一季报发布后，三只松鼠A股市场连续下跌。 同时，根据三只松鼠的港股招股书显示，三只松鼠的饿线下门店数量，已经从2020年的1043家锐减至2024年的333家，线下 收入占比不足30%，和竞争对手良品铺子超过2700家门店形成鲜明的对比。 在这种情形之下，三只松鼠的港股上市前景能是一片光明吗？ 一、"高端性价比"战略濒临破产 如果单看三只松鼠的2024年年报，表面上看十分亮眼。2024年，三只松鼠的营业收入为106.22 亿元，同比增长49.30%，归 母净利润为4.08 亿元，同比增长85.51%。 | | 2022年 | | ...

数据新闻编辑 陈华罗 新媒体设计 苗奇卉 校对 李立军 一边涨价一边关店，年轻人不爱吃卤味了吗？ 因为价格贵被吐槽上热搜，年轻人直呼吃不起卤味了。 当"卤味三巨头一年关店数千家"的词条冲上微博热搜，评论区的年轻人们用表情包和段子织成了一张吐槽大网："明明是街边小店却要卖酒店摆盘的价 格""每次都说拿一点点就够了，一上称40块"；有人翻出三年前的消费记录，感慨"那时买鸭脖像买辣条，现在得算着钱包过日子"。 相关话题词下网友吐槽已将卤味定位为奢侈品，也有人称其为"价格刺客"。 ▲来自网络评论 这些集中吐槽，还原出了一个残酷的现实——曾经趴在便利店冷藏柜前挑选鸭脖的年轻人，如今正皱着眉头计算卤味的单价，而绝味食品（维权）、周黑 鸭、煌上煌的财报，更像一份冰冷的行业诊断书，揭示着这场"卤味正在失去年轻人"的深层病灶。 业绩下滑，"卤味三巨头"卖不动了 大家越来越不爱吃卤味了，并不仅仅是一个新闻热搜，而是实打实的表现在了"卤味三巨头"的财报里。 近日，"卤味三巨头"绝味食品、周黑鸭、煌上煌披露了2024年财报，去年三家品牌营收共105亿元，比2023年少了14亿元，净利润均出现不同程度下滑， 业绩难言乐观。 被称为"卤 ...

Core Viewpoint - The three major players in the marinated food industry are facing unprecedented challenges, with collective declines in performance attributed to a combination of market pressures and strategic missteps [2][8]. Group 1: Industry Challenges - The marinated food industry is experiencing a systemic imbalance, where brands seek profits, consumers demand value, and franchisees require growth space, leading to a fragile equilibrium [4]. - Rising raw material costs, particularly for duck by-products, have led to significant price increases, which consumers are increasingly sensitive to, resulting in a disconnect between pricing strategies and consumer expectations [5]. - External competition from casual snack shops and community vendors is intensifying, further eroding the traditional marinated food market's consumer base [5]. Group 2: Financial Performance - The financial reports for 2024 show significant revenue declines for the three major brands: - Juewei: Revenue of 6.257 billion, down 13.84%, with net profit down 34.04% to 0.227 billion - Zhou Hei Ya: Revenue of 2.451 billion, down 10.66%, with net profit down 15.03% to 0.098 billion - Huang Shang Huang: Revenue of 1.739 billion, down 9.44%, with net profit down 42.86% to 0.04 billion [10]. - Store closures are becoming a trend, with Juewei reportedly reducing over 3,800 stores in 16 months, while Zhou Hei Ya and Huang Shang Huang also face significant reductions [11]. Group 3: Strategic Missteps - Juewei's aggressive investment strategy has not yielded expected returns, leading to a focus on core business and a search for exit strategies from non-core investments [16]. - Zhou Hei Ya's shift to a franchise model has not performed as anticipated, resulting in a significant number of closures, particularly in community locations [17]. - Huang Shang Huang's diversification efforts have not been fruitful, with its attempts to expand into other food categories failing to offset losses in its core marinated food business [21]. Group 4: Future Directions - The three major brands are exploring various strategies to reignite growth, including launching more affordable products and leveraging technology for improved consumer engagement [22]. - Juewei is focusing on AI-driven retail solutions, while Zhou Hei Ya is attempting to return to its classic product offerings, and Huang Shang Huang is engaging in cultural tourism initiatives [22].

Core Insights - The article highlights the transformation of a local grocery store in Huangpi District, Wuhan, due to increased tourist traffic during the azalea flower season, showcasing the importance of adapting business strategies to meet changing consumer demands [1][2] Business Strategy - The grocery store identified issues with product display and inventory, leading to a lack of appeal for tourists who were unable to find desired items easily [1] - A strategic overhaul was implemented, introducing local snacks and energy-boosting products tailored to tourists' needs, as well as local souvenirs to enhance the shopping experience [1][2] Store Layout and Marketing - The store layout was redesigned into distinct sections: "Tourist Hot Picks," "Snack Corner," and "Daily Essentials," optimizing customer flow and product visibility [2] - Marketing strategies included on-site promotions such as discounted tickets and special offers, alongside online engagement through social media to attract visitors [2] Performance Outcomes - Following the changes, the grocery store experienced a significant increase in customer traffic and average transaction value, enhancing profitability and establishing itself as a preferred shopping destination for both tourists and local residents [2]