长沙晚报掌上长沙12月15日讯（全媒体记者 曹开阳）12月15日，按照企业市值或估值进行排名，胡润 研究院携手餐饮智能化解决方案提供商希尔斯联合发布《2025希尔斯·胡润全球餐饮企业价值 TOP50》。这是胡润研究院第四次发布餐饮行业榜单，同时也是首次发布全球范围的餐饮企业价值榜 单。 根据国际标准产业分类（ISIC），上榜企业分为连锁餐厅、饮品服务、活动餐饮及团餐三大类别。 TOP50的上榜门槛为120亿元，TOP20的上榜门槛为610亿元，TOP10的上榜门槛为1100亿元。 谈及上榜中国企业，胡润集团董事长兼首席调研官胡润表示："在中国企业出海的浪潮中，蜜雪冰城的 表现尤为亮眼，其国外门店数量已突破4700家，广泛分布于12个海外国家，尤其在印尼，拥有约2600家 门店。海底捞的海外业务也成绩突出，已构建起'百店级、跨四洲'的版图，在14个国家运营100多家自 营门店。喜茶则成功打入新加坡、英国、加拿大等8个海外国家及中国港澳地区，覆盖了28个海外城 市，海外门店总数达到100多家，近一年来的增长幅度超过6倍。霸王茶姬同样不甘示弱，其海外门店数 量已超过200家，仅在2025年第二季度就净增50多家门店 ...

Core Insights - The recent ownership battle for Starbucks' China operations has concluded, highlighting a trend where foreign brands are being acquired by local capital in China [1][2] - This trend is not isolated, as seen with McDonald's China operations, which have thrived under local management after being acquired [3][10] Group 1: Market Dynamics - The competition between foreign brands' "slow operations" and local capital's "fast strategies" is evident in the Chinese market, leading to a clash of business logics [2][4] - The Chinese coffee market is growing at an annual rate of approximately 15%, with the industry scale expected to exceed 300 billion yuan by 2024, making it an attractive target for investment [3][10] Group 2: Case Studies - McDonald's China, after being acquired, increased its store count from 2,400 to over 7,100, becoming one of the fastest-growing markets globally [3][10] - Starbucks is viewed as a valuable asset due to its potential for operational improvement, particularly in its "third space" model, which lags behind competitors like Luckin Coffee [3][10] Group 3: Strategic Approaches - Local capital's "fast strategy" is characterized by rapid market adaptation and efficiency, contrasting with the slower, more methodical approach of foreign brands [4][5] - The difference in market growth rates—4.19% for the U.S. restaurant market from 2001 to 2020 versus 11.43% for China's restaurant market from 2010 to 2019—illustrates the need for different operational strategies [5][8] Group 4: Consumer Behavior and Market Potential - The saturation of high-tier cities in the coffee market contrasts with the growth potential in lower-tier cities, where local brands are increasingly focusing their efforts [10][12] - The rise of digital platforms and changing consumer perceptions in lower-tier cities have made them ripe for expansion, with local brands effectively targeting price-sensitive consumers [10][12] Group 5: Long-term Considerations - The rapid expansion of local brands, while beneficial in the short term, poses risks of brand dilution and profitability challenges in the long run [13][14] - The balance between maintaining brand integrity and adapting to local market dynamics is crucial for sustained success [15][16]

Core Viewpoint - Starbucks announced the sale of 60% of its Chinese business to Boyu Capital, marking a significant shift in its operational strategy while retaining control over its brand and intellectual property [2][6]. Group 1: Business Strategy - The transaction allows Starbucks to maintain ownership of its trademark, brand, recipes, store designs, and supply chain standards, ensuring that the core elements of its business remain under its control [2][6]. - This move aligns with a trend seen in the fast-food industry, where companies like Yum Brands and McDonald's have previously sold operational rights while retaining brand control [5][6]. Group 2: Industry Context - The decision reflects a broader industry pattern where foreign brands, after experiencing market saturation and increased local competition, opt to divest operational control while keeping brand rights [5][6]. - The strategy of "selling operational rights while retaining brand" is common among over 90% of global consumer brands, contrasting with the less frequent approach of fully transferring brand ownership [7]. Group 3: Intellectual Property Importance - Retaining intellectual property (IP) is crucial as it serves as a risk isolation mechanism, allowing companies to control brand direction and generate long-term revenue through licensing fees even after operational rights are transferred [6][10]. - The article emphasizes the importance of treating IP as a core asset rather than a cost-saving measure, highlighting the risks associated with inadequate IP protection in international markets [8][10]. Group 4: Future Considerations - Companies are encouraged to evaluate the financial implications of selling versus retaining their IP, with a focus on structuring agreements that protect their brand and operational interests [10]. - The article suggests that a shift in mindset is necessary for Chinese companies to transition from a model of "sales without ownership" to one where IP is secured before entering partnerships [10].

Core Insights - Starbucks has officially announced a strategic partnership with Boyu Capital to establish a joint venture for its retail operations in China, marking the conclusion of a year-long sale process [1] - The trend of foreign brands in China seeking local investors is evident, with Haagen-Dazs' parent company also reportedly planning to sell its Chinese operations [1] - The involvement of top-tier local private equity firms in acquiring foreign brands indicates a shift in the investment landscape, focusing on mature brands facing growth challenges [1][2] Investment Dynamics - The acquirers are primarily mature local private equity firms with strong fundraising capabilities and expertise in operational restructuring, resource integration, and cross-border regulatory compliance [1][2] - Boyu Capital has made significant investments in the new economy and consumer markets, including stakes in various well-known companies [1] Acquisition Rationale - The targets of these acquisitions are established foreign brands rather than emerging ones, driven by the scarcity and uniqueness of brands like McDonald's, KFC, and Starbucks, which have built substantial brand equity over decades [2][3] - These brands possess stable cash flows and robust financial management systems, making them attractive even in periods of slow growth [2][3] Market Conditions - The acquired brands are currently facing intense competition and growth challenges, with Starbucks reporting a revenue growth of only 5%, while competitors like Luckin Coffee are experiencing much higher growth rates [4] - The decline in performance of multinational brands is attributed to slow innovation and insufficient local team incentives, presenting an opportunity for local capital to enhance value through targeted improvements [4][5] Future Outlook - The increasing number of such acquisitions is expected to enhance market efficiency, as local teams will gain more autonomy and incentives, leading to faster innovation and improved supply chain efficiency [6][8] - The trend of foreign brands selling stakes to local investors is likely to continue, driven by the dual pressures of underperformance and competition from local brands [7][8]

Core Insights - Starbucks has officially announced a strategic partnership with Boyu Capital to establish a joint venture for its retail operations in China, reflecting a trend of foreign brands seeking local investment to navigate market challenges [1][2] - The trend of local top-tier private equity (PE) firms acquiring foreign brands in China is driven by their strong fundraising capabilities and operational restructuring skills, which are essential for successful mergers and acquisitions [2][3] Group 1: Investment Trends - The recent acquisitions involve established foreign brands facing growth challenges, such as Starbucks and Haagen-Dazs, indicating a strategic shift towards local partnerships to enhance operational efficiency [1][5] - Local PE firms, like Boyu Capital, have made significant investments in the consumer sector, demonstrating their ability to integrate and optimize operations of acquired brands [2][8] Group 2: Brand Selection Criteria - The brands targeted for acquisition possess unique brand equity and established market presence, making them attractive despite current growth slowdowns [3][4] - These brands have a stable cash flow and a solid financial management system, which provides a safety net for investors during periods of slower growth [3][5] Group 3: Operational Improvements - The acquired brands often exhibit inefficiencies due to rigid decision-making processes and lack of local incentives, which local capital can address through targeted restructuring [3][6] - Successful case studies, such as the acquisition of General Mills' yogurt business in China, highlight how local investors can turn around struggling brands by implementing strategic and personnel adjustments [5][8] Group 4: Market Efficiency - Increased involvement of capital in the consumer market is expected to enhance operational efficiency, as local teams gain more autonomy and incentives to innovate [6][9] - The trend of foreign brands selling stakes to local investors is likely to continue, driven by the need to adapt to the competitive landscape and leverage local market knowledge [8][9]

Core Insights - The article discusses Warren Buffett's decision to sell McDonald's shares in 1997, which later proved to be a significant mistake as McDonald's stock outperformed his other investments, including Coca-Cola [4][9][10]. Group 1: Reasons for Selling McDonald's - The first concern was the low customer loyalty in the food industry, with Buffett noting that consumers might choose competitors like Burger King when hungry, unlike the strong brand loyalty seen with products like Gillette [6]. - The second concern was the heavy capital expenditure associated with McDonald's business model, which required significant investment in real estate for franchising, contrasting with Buffett's preference for lighter asset companies like Coca-Cola [7]. - The third concern was the reliance on promotions, which Buffett believed weakened product strength. He preferred businesses that generated revenue based on product quality rather than discounts [8]. Group 2: Reflection on the Decision - Less than a year after selling, Buffett acknowledged the mistake, stating that selling McDonald's was a poor decision that cost Berkshire Hathaway significantly, estimating a loss of over ten billion dollars in potential earnings [9][10]. - The article highlights that McDonald's global presence, initially seen as a burden, actually created a competitive barrier and capitalized on the growing demand for fast food, especially in emerging markets [10]. - It emphasizes the importance of recognizing a company's adaptability and growth potential, as McDonald's successfully innovated its menu and reduced reliance on promotions over time [10][11]. Group 3: Investment Insights - The case illustrates that certainty in investment does not equate to growth potential, as the fast-food industry was still expanding in 1996, and McDonald's had significant room for growth that Buffett underestimated [11][12]. - Heavy asset investments can create long-term competitive advantages if they establish barriers that competitors cannot easily overcome, as seen with McDonald's extensive global network [12]. - The article concludes that investors should allow for industry growth and company adjustments over time, rather than focusing solely on short-term challenges [12].

Group 1 - The CEO of McDonald's, Chris Kempczinski, stated that the reputation of American brands has diminished, leading global consumers to distance themselves from these brands [1][3] - McDonald's reported a second-quarter revenue of $6.843 billion, with a 4% year-over-year increase excluding currency effects, and a net profit of $2.253 billion, reflecting a 9% increase [3] - Despite the declining perception of American brands, Kempczinski believes that consumer views on McDonald's have not worsened, attributing this to the company's long-standing international presence [3] Group 2 - A report by Weber Shandwick indicated a significant decline in global perceptions of the U.S. in the first half of the year, influenced by political uncertainty and Trump's "America First" agenda [3][4] - Morning Consult's report highlighted a sharp rise in global consumer dissatisfaction with the U.S., resulting in decreased purchase intentions for some American brands overseas [4] - The geopolitical events, such as the Russia-Ukraine conflict and the recent Israel-Palestine conflict, have contributed to a decline in favorable views of the U.S. in certain regions [4]

Core Viewpoint - The article discusses the impending sale of Häagen-Dazs, with Goldman Sachs preparing to acquire the ice cream manufacturer Froneri for an estimated valuation of €15 billion (approximately ¥120 billion) [3][4]. Company Overview - Froneri was established in 2016 as a joint venture between Nestlé and PAI Partners, consolidating their ice cream businesses in Europe. Subsequently, Nestlé's U.S. ice cream assets were integrated into Froneri, making Häagen-Dazs a significant asset within the company [4][6]. - Häagen-Dazs, founded in 1961, was once a leading brand globally and in China but has seen a decline in market presence and consumer interest [4][6]. Market Challenges - Häagen-Dazs is facing significant challenges in the Chinese market, with a reduction in store numbers from over 400 at its peak to just 263 currently. The brand's sales have been declining, with a double-digit percentage drop in customer traffic reported in the second quarter of fiscal year 2025 [11][12]. - The high-end ice cream market in China is experiencing a downturn, with increased competition from local brands and changing consumer preferences leading to a decrease in demand for premium products [12]. Financial Performance - General Mills, which retains global brand ownership of Häagen-Dazs, reported a 5% decline in net sales year-over-year for fiscal year 2025, with international sales down 3%. The Chinese and Brazilian markets were identified as significant contributors to this decline [12]. - The decision to sell Häagen-Dazs in China is part of General Mills' strategy to divest low-margin assets, reflecting a broader trend of companies shedding underperforming divisions [11][12]. Industry Trends - The article highlights a wave of mergers and acquisitions in the consumer sector, with several well-known brands, including Starbucks and Decathlon, also exploring sales of their Chinese operations due to intensified competition [13][15]. - The current economic climate has created opportunities for buyers with cash reserves to acquire undervalued assets in the consumer industry, which is traditionally seen as resilient during economic fluctuations [16].

Core Viewpoint - The rise and fall of the popular ice cream brand Zhong Xue Gao reflects the challenges faced by internet celebrity food brands in achieving sustainable development in a competitive market [2]. Group 1: Company Overview - Zhong Xue Gao, founded in March 2018, capitalized on the consumer upgrade trend by positioning itself as a high-end brand of "Chinese ice cream" with a focus on high-quality ingredients and unique flavors [4][6]. - The brand's rapid growth was marked by significant sales milestones, including reaching over 1 billion yuan in revenue in 2021 [6]. Group 2: Recent Challenges - Recently, Zhong Xue Gao's subsidiary, Zhong Mao (Shanghai) Food Technology Co., Ltd., was applied for bankruptcy due to its inability to repay debts and lack of solvency [3]. - Negative events in 2022, such as the "ice cream assassin" controversy, severely damaged the brand's image and consumer trust, leading to a decline in sales [7][8]. Group 3: Marketing and Sales Strategy - Zhong Xue Gao's marketing strategy included a strong online presence through partnerships with e-commerce platforms like Tmall and JD, as well as leveraging social media for targeted marketing [5][6]. - The brand attempted to expand its offline presence by opening experience stores and launching promotional campaigns, but faced high operational costs and challenges in inventory management [7]. Group 4: Lessons for the Industry - The case of Zhong Xue Gao highlights the importance of product quality, continuous innovation, and effective brand positioning for high-priced food brands to maintain consumer trust and market presence [9][10]. - Successful brands must also focus on building a strong brand narrative, utilizing effective packaging design, and integrating online and offline sales channels to enhance consumer experience [11][12].

Group 1 - The core viewpoint emphasizes the increasing importance of emotional value in marketing, particularly in the fast-moving consumer goods (FMCG) sector, where brands are shifting towards creating deeper emotional connections with consumers [4][6][28] - In 2024, Bawang Tea Ji invested 1.1 billion in marketing, resulting in a significant increase in brand awareness and public recognition [1] - The consumer industry is experiencing a polarization trend, with one side focusing on practical value and cost-effectiveness, while the other side seeks emotional value and experiential consumption [4][5] Group 2 - Brands are encouraged to create a sense of aspiration and companionship with consumers, moving away from being perceived as distant entities to becoming "life partners" [8][6] - User-generated content (UGC) plays a crucial role in fostering emotional connections, as seen in the example of McDonald's engaging with its fans through social media [10][12] - The case of Huang Tian E and Heinz's "Tomato Scrambled Eggs" campaign illustrates how brands can leverage cultural and emotional ties to enhance consumer engagement and sales [13][15] Group 3 - The significance of life scenarios in marketing is highlighted, with brands needing to adapt to consumer lifestyles and preferences [18][20] - The rise of innovative media forms is essential for brands to create discussions and social interactions, which can lead to increased brand value [24][26] - The challenges of implementing innovative marketing strategies include regulatory hurdles and the need for brands to invest significant effort and resources [27][28]