In the context of the rapid expansion of China's coffee market and the deepening integration of platform-based economic structures, Luckin Coffee has undergone a remarkable transformation from aggressive expansion to sustainable profitability. This study adopts the platform economy as its primary analytical lens and employs a case study approach combined with stage-based analysis to investigate the mechanisms underlying this transformation. Luckin's development is divided into two distinct phases: an early stage characterized by traffic-driven expansion and a subsequent phase focused on efficiency-oriented restructuring. By integrating theories of economies of scale, digital synergy, and value co-creation, this paper constructs a comprehensive analytical framework to explain the transition from a subsidy-dependent growth model to a scale-driven profitability model. The findings indicate that Luckin achieved sustainable growth through a series of interrelated mechanisms, including governance restructuring, optimization of its store network, supply chain integration, and enhancement of data-driven operations. Furthermore, the firm strengthened its value co-creation system through rapid product innovation, refined pricing strategies, and youth-oriented branding. This study contributes to the literature by providing a systematic explanation of business model transformation in the platform economy and offers practical implications for new retail enterprises seeking to balance scale expansion and operational efficiency.

In the context of increasingly volatile and competitive markets, innovation has become a pivotal determinant of the survival of small and medium-sized enterprises (SMEs). Nevertheless, SMEs are often constrained by limited resources and institutional imperfections, which amplifies the importance of employee-driven innovation. While transformational leadership has been extensively recognized as a critical antecedent of innovative outcomes, the underlying psychological mechanisms shaping employees' innovation-related decision-making remain insufficiently theorized. Drawing upon a systematic review of the extant literature, this study adopts the Theory of Planned Behavior (TPB) as an analytical framework to unpack the pathways through which transformational leadership influences employees' innovative behavioral intentions within SMEs. The findings suggest that transformational leadership exerts significant effects on employees' innovative intentions by fostering favorable evaluative attitudes, reinforcing perceived social expectations, and enhancing individuals' sense of capability and control over innovative actions. By elucidating these mechanisms, this study contributes to a more nuanced integration of leadership theory and TPB, while also offering actionable insights for innovation management practices in resource-constrained organizational contexts.