社区

公司介绍 唯品会，是我国特卖电商龙头，深耕“精选品牌+深度折扣+限时抢购”的正品特卖模式。唯品会成立于 2008 年，于 2012 年在纽交所上市。唯品会采用商品错季采购、厂家垂直发货等方式与知名品牌代理商及厂家合作，免除中间商费用，在货源压缩成本确保名牌折扣。与传统电子商务基于主动搜索的购物需求不同，唯品会通过限时特卖，给消费者提供潜在需求的不同消费体验和乐趣。 唯品会主要发展时间点： 2008 年，唯品会名牌限时折扣网正式运营，并首次推出“正品保险”。 2012 年，唯品会成功在纽交所上市。 2015 年，公司推出消费信贷服务“唯品花”。 2017 年，公司与腾讯、京东达成战略合作伙伴关系，三家公司资源互换、战略协同。 2019 年，公司收购杉杉奥莱100%股份，布局线下奥莱业务，推动正品特卖双线发展。 2022 年，唯品会上市十周年，通过在折扣零售领域 13 年的专注运营，唯品会已建立起庞大的用户群和品牌合作伙伴基础。 商业模式 公司商业模式为“正品特卖”，提供精选品牌+深度折扣+限时抢购（主要频道）购买体验。主要销售品类以服饰穿戴为主，涵盖了从服装、鞋包、美妆、母婴、家居等广泛的产品类别。 通过经验丰富的买手团队、与品牌商日益紧密的互利共赢合作关系、自身严格的品控流 程和第三方保险的加持、快速退款服务，唯品会正品+低价+优质服务的竞争优势持续巩固。 （1）唯品会拥有超过千人的专业买手团队。买手们凭借丰富的销售经验，考虑历史数据、流行趋势、季节和顾客反馈，收集、分析、使用顾客行为交易数据，通过顾客关系管理和智能商务系统，挑选符合潮流和消费者欣赏角度的品牌好货。同时也向品牌商提供部分信息，提前跟品牌商谈判价格拿货。 （2）唯品会通过“品牌折扣+限时抢购+正品保障”的商业模式进行营销，激发消费动 力，保证库存清理能力。唯品会强大的库存清理能力加上电商平台所带的流量优势反

2) Popmart has established a strong economic moat by actively seeking out global artists and securing intellectual property rights. This strategic move allows Popmart to develop its own unique toys and go beyond the production of toys solely derived from existing television series, establishing a distinctive brand presence. The company's in-house design team collaborates with artists to refine designs in alignment with the distinctive style of the intellectual property figures and incorporates valuable input from consumer feedback, enhancing the attractiveness of their products. This approach allows artists to concentrate on the creative design aspect while Popmart handles the commercialization process.A pivotal moment in Popmart's expansion was founder Wang Ning's visit to Kenny, the arti

海澜之家HLA GROUP CORP., LTD.   核心结论：行业首个入选“品牌强国工程”的服装品牌，正在实现从“男人的衣柜”走向“国民品牌”。根据财务报表分析可得，公司资本运营能力比较强劲，资本结构和财务体质相对健康，其通过股权融资降低了企业的债务杠杆率，是一家低估值、高股息的优质的公司。其核心竞争力体现在高效的供应链体系帮助其快速获取顾客对于产品的一手反馈，加速了其新品迭代速度，充分掌握并迎合了用户的消费习惯。 1.    行业概况 男装分为职业装、商务正装、商务休闲装、时尚休闲装等，男装行业发展与宏观经济密切相关，整体来看分为三个阶段，2012年前为快速扩张期，2013-2017年为平稳增长期，2020-2022年因疫情影响有所下滑（其中2021年受到政策影响有所回弹），伴随防疫政策放开和消费复苏，目前行业所处市场正在逐渐恢复。根据迪柯尼招股书数据，2019年国内男装市场的零售规模达到5806亿元，2020年以来受疫情影响，零售规模有一定下滑，为5108亿元，2021和2022年分别为5705亿元和5323亿元。 后疫情时代，服装行业整体呈现低迷复苏态势，且服装作为基础可选消费品，行业增长与宏观经济具有较强相关性，近年来已进入低速增长期。从细分行业来看：（1）男装行业市场较为成熟，竞争格局稳定，市场集中度呈现提升趋势，尤以龙头企业规模优势明显，依托供应链资源，不断推出产品品质、功能创新与国潮时尚兼具的产品，以满足消费者多样化着装需求。（2）女装行业方面，随着居民可支配收入的增长，高净值人群进一步增加，消费者对强设计感、优质的中高端女装消费意愿和能力逐步增强，中高端女装迎来更大的增长空间。（3）童装行业方面，虽然我国近年来出生率不断走低，但新生代父母注重精细化育儿，价格敏感度较低，舒适性和时尚性成为该群体主要消费诉

Executive Summary 拥有强大的品牌力作为基础是核心，低度化趋势+强大的低度白酒（38度国窖1573）品牌优势有望成为公司未来的增长引擎，同时低端酒的消费升级有望为公司的收入贡献增量 Management & Stakeholder 泸州老窖总部位于四川泸州，由泸州市国资委直接持股0.08%，最终实现控制。公司股权结构稳定，最大的控股股东是泸州老窖集团有限公司，持股25.89%；第二大股东是泸州兴泸投资集团有限公司，持股24.86%。 Company History1989-2001：战略错误导致品牌力滑坡。泸州老窖为了迎合大众消费，提升自己的产品销量，将泸州老窖特曲定位为大众品牌。然而，由于大众酒销售门槛低，管理难度大，价格秩序混乱，再加上低价格损害品牌形象，泸州老窖的品牌力和品牌形象开始落后于在名酒计划价格放开后提价的五粮液、茅台以及剑南春2001-2012：借“国窖1573”重新定位，回归第一品牌阵营。2003-2012是白酒发展的黄金十年，泸州老窖在2001年推出“国窖1573”、重新定位高端市场，收入利润快速增长2012-2015：行业深度调整期，战略失误、受损严重。三公消费出台后白酒行业进入低迷期，其中品牌力较弱的次高端打击尤为严重、泸州老窖作为高端白酒第三名同样受损严重，批价接近腰斩（从2012年最高点920元下降到540元），且吸取之前“教训”进行的逆势提价策略不但没有挺住国窖品牌力，反而进一步侵蚀了经销商利益、造成品牌与渠道力的进一步下行2015-至今：组织、渠道、产品全面改革，重回第一阵营。自2015年开始，公司进行了多维度的改革。在组织方面，新的管理层上任，董事长刘淼和总经理林锋都有着销售体系的背景，在渠道运营和终端管理等方面积累了丰富经验。在产品方面，公司削减了中低端产品的SKU，集中资源打造国窖的主打产品，将国窖的出厂

thics TotalEnergies operates in many different countries with disparate and complex economic, social, and cultural environments, where governments and civil society have especially high expectations of the company as an exemplar. Within this context, TotalEnergies strives to act as a vehicle for positive change in society by helping to promote ethical principles in every region where it operates. Accordingly, TotalEnergies is committed to respecting internationally recognized human rights wherever it operates, especially the Universal Declaration of Human Rights, the Fundamental Conventions of the International Labour Organization (ILO), the U.N. Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises and the Voluntary Principles on Security and

estment thesis 5.1. A growing number of evidence about the environmental benefits of consuming plant-based food, coupled with a lack of consumer awareness presents Beyond Meat with an opportunity to capture greater market share. Beyond Meat stands at the intersection of an expanding body of evidence highlighting the environmental advantages of plant-based diets and the existing lack of consumer awareness regarding these benefits. The convergence of these factors presents an opportune moment for Beyond Meat to significantly increase its market share within the plant-based food industry. By leveraging the growing awareness of environmental sustainability and the health benefits associated with plant-based diets, the company can capitalize on this momentum, educating consumers, and strategic

In the event of accidents associated with the company's ADAS systems, it could face potential liabilities, government scrutiny, and increased regulatory oversight. Moreover, accidents or defects arising from third-party ADAS technology may negatively impact public perception and result in regulatory restrictions on ADAS technology. Additionally, regulatory restrictions pose a potential threat to the company's ADAS technologies. For instance, its research and development activities related to ADAS are subject to regulatory constraints on surveying and mapping, as well as driverless road testing. Any tightening of these regulatory restrictions could have a material adverse impact on the development of the company's ADAS technology. Politics In China threatens XPeng’s attractiveness to invest

Tech enabled fulfilment centres with last mile delivery Vistar has automated significantly its 3 retail centres (small parcel shipments) . With leverage on technological capabilities with automation in picking and packing parcels, Vistar allows products to be able to deliver to 96% of the population in 1-2 days. With the tech-enabled fulfilment facilities , this helps boost PFGC E-commerce & Q-Commerce segment.Given PFGC scale and supply chain, they could act as fulfilment service centres for manufacturers and customers alike. Even if its clients utilises a third party website , PFGC would still be able to capitalise on fulfilment opportunities for them. For Q-commerce, it capitalises on customer inclination towards fast delivery for smaller sized orders. The quick commerce segment is

Mitigation: However, based on the management’s previous experiences, lack of factors beyond functionality associated with the consumption of energy drinks, and lack of differentiation compared to competitor products, there remains a high possibility that management will fail to meet targets per the street’s estimates.International Expansion Risks: Management could potentially find success in capturing market share in the overseas market having outlined Canada as their next expansion target for FY 2024, with further exploration of markets like the UK, Germany, and Japan. In moving to overseas market, they still maintain access to Pepsi Co.’s network as their primary distributor reducing the selling expenses as they do not require as many new distributors onboarded. Additionally, the new mar

Dispelling Fears of CompetitionBears are concerned about Spotify’s ability to capture market share in music streaming, with the biggest competitor being Apple Music.From online reviews, audiophiles say that Apple Music has slightly higher music quality than Spotify, and that has what has resulted in some to jump ship. For the average retail consumer, their ears are not going to be attuned to identify such minutiae differences in quality, especially for Podcasts where there will be no material difference in levels of enjoyment. While further investments in audio tech and introducing Lossless audio might help Spotify to reduce the biggest reason for churn, I doubt that this impact will be material and for now, Spotify is better off investing in expanding their product offerings, especially i