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China’s boba behemoth lands in Hollywood

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China’s boba behemoth lands in Hollywood

China’s boba behemoth has landed in Hollywood.

Mixue, the fast-growing megachain that boasts a bigger global retail footprint than McDonald’s, opened its first U.S. outpost on Hollywood’s Walk of Fame last month, selling drinks for less than $5 and ice cream for about $1.

Mixue spokesperson Xu Ping said in a written statement in Chinese that the company chose Hollywood as its first U.S. location because the “movie capital of the world” attracts both international tourists and local consumers year-round.

The store, Ping added, “aims to serve a diverse global consumer base and demonstrates the brand’s commitment to the American market.”

The Hollywood opening was followed in quick succession with locations in New York City’s Brooklyn, Koreatown and Chinatown neighborhoods. More Mixue stores are coming to California, Ping said.

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The megachain’s entry into Los Angeles’ boba market comes at a time when local shops are struggling with rising costs driven by tariffs and economic uncertainty.

Mixue was founded as a shaved ice stand in 1997 in Zhengzhou, China, by college student Zhang Hongchao, who used money lent from his grandmother. The store’s Chinese name, Mi Xue Bing Cheng, translates roughly to “sweet snow palace.”

The store has more than 53,000 stores worldwide. The lion’s share are in China, but the company also has 4,700 locations across Australia, Japan, South Korea, Thailand, Malaysia and Singapore.

By comparison, McDonald’s has more than 44,000 stores worldwide, and Starbucks has more than 40,000.

Founder Zhang and his brother Zhang Hongfu, who control the company, have a combined fortune of $8.1 billion, according to the Bloomberg Billionaires Index.

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Mixue is a fast-growing megachain that boasts a bigger global retail footprint than McDonald’s.

(David Butow / For The Times)

Mixue is able to keep costs low because it is vertically integrated, said UCLA business administration professor Christopher Tang, a supply chain management expert.

Mixue owns the factories in China that produce its powders, syrups and fruit purees, giving the company greater control over pricing, Tang said. The store’s grab-and-go concept means lower rent costs. Having most of its locations concentrated in Asia means lower transportation costs.

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Tang said the chain’s U.S. stores may be operating as loss leaders to expand its global footprint, test the American market, and demonstrate growth to investors after its listing on the Hong Kong Stock Exchange last year.

“They can use the profit in China to subsidize the loss in the U.S. for the sake of expansion,” Tang said. “Once [they] get the traction in the US, they can grow a little bit further. Once it grows to critical mass they will be able to sustain the operations.”

On Thursday evening, Mixue customers stood outside — the shop does not offer seating — eating soft serve and sipping on boba milk tea and the store’s signature grape drink with taro balls.

Several passersby snapped photos with Mixue’s inflatable snow “king” mascot that stands guard outside the store entrance. Across the street, actors posed on a red carpet, which had been rolled out on Hollywood Boulevard for the premiere of a Marvel TV show at the TCL Chinese Theatre.

Menu items range from $1.19 for the soft serve to $4.99 for its “super-triple” milk tea with tapioca pearls, pudding and coconut jelly toppings. Self-service kiosks let customers order in either Chinese or English and adjust the sweetness levels in drinks, which can range from 0% to 200%.

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The chain appears to be aggressively seeking franchisees in California.

Customers patronize a new boba shop

Mixue owns the factories in China that produce its powders, syrups and fruit purees. “They can use the profit in China to subsidize the loss in the U.S. for the sake of expansion,” said Christopher Tang, a UCLA professor of business administration.

(David Butow / For The Times)

QR codes posted on the store’s front window, walls and sidewalk signs lead to an application website for prospective franchisees in California and New York. Opening a store requires an upfront investment between roughly $220,000 and $920,000, depending on size and location, according to the website. Mixue does not charge franchisees ongoing royalty or advertising fees.

Some Chinese customers were already familiar with the Mixue brand or longtime fans.

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Tourist Kele Shi, a tech worker living in Washington who is from Shenzhen, China, decided to stop by its first U.S. location after seeing videos on YouTube and the Chinese social media app Xiaohongshu.

Shi had been in the Miracle Mile neighborhood earlier in the day to visit a museum but decided to go to the Walk of Fame to see whether the affordable soft serve was better than Ikea’s version.

“This is 80% of the reason we are here,” said Shi. “It’s good, not too sweet. That’s always a compliment for Asian people.”

Torrance resident Olivia Y, who grew up in China, was picking up five drinks for her friends after a climbing session in the neighborhood.

Y said she had fond memories of eating Mixue’s ice cream — her favorite menu item — and drinking fresh lemonade while pulling all-nighters as a student in Xi’An, China, and wanted to pay the U.S. store a visit after hearing about it on social media.

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Other customers, like tourist Susannah Bartram, from Nottingham, England, had never previously heard of the chain. She had been strolling down the Walk of Fame, parched after taking a three-hour guided tour of Los Angeles, when the bright red store colors caught her eye.

“It’s colorful and accessible, and it’s a quick fix,” Bartram said, holding a cup of iced tea with large slices of lemon.

With pearl tea gaining popularity in her home country, “it is just nice to see something fresh,” she said.

On the other side of Hollywood Boulevard, local business Bopomofo Cafe’s location in the Ovation Hollywood shopping complex was relatively quiet on Thursday night.

Earlier this month, the Asian American cafe, which sells boba and snacks — including a sandwich described by L.A. Times food columnist Jenn Harris as the “apotheosis” version of McDonald’s Filet-O-Fish — shared on social media that it was struggling with rising costs of goods, including matcha powder and paper goods due to “trade wars and economic uncertainty.”

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The cafe initially mulled a price increase, but decided to first try removing some items from its menu and offering a limited food menu an hour before it closes, said Philip Wang, who co-founded Bopomofo with partner Eric Wang in 2019. Philip Wang also co-owns the Asian American production company Wong Fu Productions.

Bopomofo’s classic milk tea costs $6.50, and blended drinks such as its guava matcha latte cost $8. Toppings are an additional 75 cents.

“[We] are not just chasing profits and a bottom line,” the cafe wrote in the Instagram post announcing the changes. “We’re also not a massive company with hundreds of locations (or thousands overseas) bankrolling our stores.”

Bopomofo’s Hollywood location opened in February as an experiment to see how it would perform in a tourist-driven mall, Philip Wang said.

Customers patronize a new boba shop

The store is known for its ultra cheap products, such as $1.19 soft serve cones and $4 boba.

(David Butow / For The Times)

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As it approaches its first year in operation, the shop, located on the shopping center’s second floor, has seen less traffic than its other four locations in Southern California cities with significant Asian populations, such as San Gabriel and Irvine, he said. (A sixth location is to open in Downtown Disney this year.)

Philip Wang said he hasn’t seen noticeable impact on the store’s performance yet in the month since Mixue opened, noting that it’s still early. The holidays boosted traffic, Mixue opened in December, and business slowed in January — a dip he said is typical across the food and beverage industry.

He hopes Mixue’s presence in the U.S. might raise the profile of boba here and encourage more people to “expand their palette” and try local shops.

Bopomofo is no stranger to competing in dense markets: Its original location is San Gabriel, where there are boba and tea shops on every corner. Philip Wang said he’s confident that the drinks his cafe sells, which don’t use artificial flavors, syrups or powders, will continue to attract customers.

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But “I would be lying if I said that [Mixue’s] not on our minds,” Wang said.

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Heidi O’Neill, Formerly of Nike, Will Be New Lululemon’s New CEO

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Heidi O’Neill, Formerly of Nike, Will Be New Lululemon’s New CEO

Lululemon, the yoga pants and athletic clothing company, has hired a former executive from a rival, Nike, as its new chief executive.

Heidi O’Neill, who spent more than 25 years at Nike, will take the reins and join Lululemon’s board of directors on Sept. 8, the company announced on Wednesday.

The leadership change is happening during a tumultuous time for Lululemon, which had grown to $11 billion in revenue by persuading shoppers to ditch their jeans and slacks for stretchy leggings. But lately, sales have declined in North America amid intense competition and shifting fashion trends, with consumers favoring looser styles rather than the form-fitting silhouettes for which Lululemon is best known.

“As I step into the C.E.O. role in September, my job will be to build on that foundation — to accelerate product breakthroughs, deepen the brand’s cultural relevance, and unlock growth in markets around the world,” Ms. O’Neill, 61, said in a statement.

Lululemon, based in Vancouver, British Columbia, has also been entangled in a corporate power struggle over the company’s future. Its billionaire founder, Chip Wilson, has feuded with the board, nominated independent directors and criticized executives.

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Lululemon’s previous chief executive, Calvin McDonald, stepped down at the end of January as pressure mounted from Mr. Wilson and some investors. One activist investor, Elliott Investment Management, had pushed its own chief executive candidate, who was not selected.

The interim co-chiefs, Meghan Frank and André Maestrini, will lead the company until Ms. O’Neill’s arrival, when they are expected to return to other senior roles. The pair had outlined a plan to revive sales at Lululemon, promising to invest in stores, save more money and speed up product development.

“We start the year with a real plan, with real strategies,” Mr. Maestrini said in an interview this year. “We make sure decisions are made fast.”

Lululemon said last month that it would add Chip Bergh, the former chief executive of Levi Strauss, to its board to replace David Mussafer, the chairman of the private equity firm Advent International, whom Mr. Wilson had sought to remove.

Ms. O’Neill climbed the organizational chart at Nike for decades, working across divisions including consumer sports, product innovation and brand marketing, and was most recently its president of consumer, product and brand. She left Nike last year amid a shake-up of senior management that led to the elimination of her role.

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Analysts said Ms. O’Neill would be expected to find ways to energize Lululemon’s business and reset the company’s culture in order to improve performance.

“O’Neill is her own person who will come with an agenda of change,” said Neil Saunders, the managing director of GlobalData, a data analytics and consulting company. “The task ahead is a significant one, but it can be undertaken from a position of relative stability.”

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Angry Altadena residents ask officials to halt Edison’s undergrounding work

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Angry Altadena residents ask officials to halt Edison’s undergrounding work

Eaton wildfire survivors’ anger about Southern California Edison’s burying of electric wires in Altadena boiled over Tuesday with residents calling on government officials to temporarily halt the work.

In a letter to the Los Angeles County Board of Supervisors, more than 120 Altadena residents and the town’s council wrote that they had witnessed “manifest failures” by Edison in recent months as it has been tearing up streets and digging trenches to bury the wires.

The residents cited the unexpected financial cost of the work to homeowners and possible harm to the town’s remaining trees. They also pointed out how the work will leave telecommunication wires above ground on poles.

“The current lack of coordination is compounding the stress of a community still reeling from the Eaton Fire, and risks causing further irreparable harm,” the residents wrote.

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The council voted unanimously Tuesday night to send the letter.

Scott Johnson, an Edison spokesman, said Wednesday that the company has been working to address the concerns, including by looking for other sources of funds to help pay for the homeowners’ costs.

“We recognize this community has already faced a number of challenges,” he said.

Johnson said the company will allow homeowners to keep existing overhead lines connecting their homes to the grid if they are worried about the cost.

Edison’s crews, Johnson said, have also been trained to use equipment that avoids roots and preserves the health of trees.

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The utility has said that burying the wires as the town rebuilds thousands of homes destroyed in the fire will make the electrical grid safer and more reliable.

But anger has grown as work crews have shown up unexpectedly and residents learned they’re on the hook to pay tens of thousands of dollars to connect their homes to the buried lines.

Residents have also found the crews digging under the town’s oak and pine trees that survived last year’s fire. Arborists say the trenches could destroy the roots of some of the last remaining trees and kill them.

Amy Bodek, the county’s regional planning director, recently warned Edison that a government ordinance protects oak trees and that “utility trenching is not exempt from these requirements.”

Residents have also pointed out that in much of Altadena, the telecom companies, including Spectrum and AT&T, have not agreed to bury their wires in Edison’s trenches. That means the telecom wires will remain on poles above ground, which residents say is visually unappealing.

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“While our community supports the long-term benefits of moving utilities underground, the current execution by SCE is placing undue financial and planning burdens on homeowners, causing irreparable harm to our heritage tree canopy, and proceeding without adequate local oversight,” the residents wrote.

They want the project halted until the problems are addressed.

Edison announced last year that it would spend as much as $925 million to underground and rebuild its grid in Altadena and Malibu, where the Palisades fire caused devastation.

The work — which costs an estimated $4 million per mile — will earn the utility millions of dollars in profits as its electric customers pay for it over the next decades.

Pedro Pizarro, chief executive of Edison International, told Gov. Gavin Newsom last year that state utility rules would require Altadena and Malibu homeowners to pay to underground the electric wire from their property line to the panel on their house. Pizarro estimated it would cost $8,000 to $10,000 for each home.

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But some residents, who need to dig long trenches, say it will cost them much more.

“We are rebuilding and with the insurance shortfall, our finances are stretched already,” Marilyn Chong, an Altadena resident, wrote in a comment attached to the letter. “Incurring the additional burden of financing SCE’s infrastructure is not something we can or should have to do.”

Other fire survivors complained of Edison’s lack of planning and coordination with residents.

“I’ve started rebuilding, and apparently there won’t be underground power lines for me to connect with in time when my house will be done,” wrote Gail Murphy. “So apparently I’m supposed to be using a generator, and for how long!?”

Johnson said the company has set up a phone line for people with concerns or questions. That line — 1-800-250-7339 — is answered Monday through Saturday, he said.

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Residents can also go to Edison’s office in Altadena at 2680 Fair Oaks Avenue. The office is open Monday to Friday from 8 to 4:30.

It’s unclear if the Eaton fire would have been less disastrous if Altadena’s neighborhood power lines had been buried.

The blaze ignited under Edison’s towering transmission lines that run through Eaton Canyon. Those lines carry bulk power through the company’s territory. In Altadena, Edison is burying the smaller distribution lines, which carry power to homes.

The government investigation into the cause of the fire has not yet been released. Pizarro has said that a leading theory is that a century-old transmission line, which had not carried power for 50 years, somehow re-energized to spark the blaze.

The fire killed at least 19 people and destroyed more than 9,400 homes and other structures.

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Oil Prices Rise as Investors Weigh Cease-Fire Extension

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Oil Prices Rise as Investors Weigh Cease-Fire Extension

Oil prices rose and stocks moved slightly higher on Wednesday as investors tried to make sense of President Trump’s decision to extend the cease-fire with Iran despite doubts about the status of another round of peace talks.

An adviser to Mohammad Bagher Ghalibaf, the influential speaker of the Iranian Parliament, dismissed the cease-fire announcement, saying that it had “no meaning.” He equated the U.S. naval blockade with bombings, with commercial vessels coming under attack near the Strait of Hormuz, the crucial shipping lane that has been at the center of a growing energy crisis.

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