这些视频账号分别属于"Al-Haq"、"Al Mezan人权中心"和"巴勒斯坦人权中心"等巴勒斯坦人权组织。今 年9月，美国政府以这些组织"与国际刑事法院合作调查以色列官员"为由，对其实施制裁。 据介绍，巴勒斯坦人权组织曾通过YouTube频道发布数小时的影像资料，记录了以色列政府在加沙地带 和约旦河西岸涉嫌违反国际法的行为，包括杀害巴勒斯坦平民的事件。 YouTube母公司谷歌向该媒体证实，在经过审查后，其根据美国国务院针对相关组织的制裁，直接删除 了相应账号。YouTube发言人宣称，"YouTube致力于遵守适用的制裁与贸易合规法律。" "我相当震惊，YouTube居然表现得如此缺乏骨气。"阿拉伯世界民主促进组织DAWN的执行主任萨拉·利 娅·惠特森表示，"很难想象会有任何严肃的理由认为，分享这些巴勒斯坦人权组织的信息会违反制裁。 屈服于这种武断的认定去审查他们，既令人失望，也相当令人惊讶。" 当地时间4日，美国独立调查网站"拦截"报道称，今年10月，YouTube网站秘密删除了多个巴勒斯坦人 权组织的账号，以及这些账号发布的700多条有关巴勒斯坦人权惨状的视频，以配合美国政府对"追究以 色列战争罪行" ...

(文/解红娟 编辑/张广凯） 11月6日，俞敏洪在抖音账号上发文确认孙东旭离职。 "但他经过了认真思考后，觉得还是想离开。最终，我同意他离开，不再参与公司工作。我们俩之间保 持着很好的沟通，没有任何龃龉和隔阂，请朋友们放心。" 俞敏洪同时提到，"我会继续努力，和全体东方甄选成员保特密切良好的沟通，带领大家奋发前行，为 朋一们提供美好安全的产品。" 俞敏洪表示，发文是因为这段时间，很多朋友对于孙东旭老师的情况比较关心，所以公开做一个简单的 解释。 俞敏洪在说明中表示，"东旭和我，是东方甄选的创始人。没有东旭的努力和坚忍不拔的奋斗，就不可 能有东方甄选的发展和今天。近期，东旭因为个人原因提出不再继续工作。我鼓励他坚持下去，相信公 司会越来越好，并希望他未来适当的时候回到管理岗位。" 本文系观察者网独家稿件，未经授权，不得转载。 ...

被称为欧洲最大"中国研究中心"的柏林墨卡托研究中心（Mercator），其高级分析师安东妮娅·哈迈迪 （Antonia Hmaidi）表示，安世半导体如果要实现产能转移、在中国以外地区完成生产，整个过程至少 需要4至6月，且这一产能完全无法填补中国东莞工厂的供给缺口。此外，这些芯片还需经过严格测试与 认证，才能正式用于汽车生产。 随后哈迈迪倒打一耙，称近年来分析师已多次警告，即便会增加运营成本，将生产转移至中国的企业也 应制定备用方案，通过强化供应链、实现供应链多元化以应对突发状况。她声称："这应当是最新敲响 的警钟，让所有人看清中国为保护本国企业愿意采取的行动力度。" 这一言论未免太过双标，既然都承认中方此举是"保护本国企业"，为何反倒独独苛责身为受害一方的中 国，却对挑起事端、强占中资企业的始作俑者荷兰扮演视而不见？这般强盗逻辑何其荒谬！ 【文/观察者网 阮佳琪】 尽管荷兰方面矢口否认，但外界普遍认为，其强占中资企业安世半导体的恶劣行径，本质是狐假虎威、 奉美国"旨意"而为。梅赛德斯-奔驰的首席执行官康松林（Ola Källenius）上周就在电话会议中直 言，"现在是一个由政治因素引发的局面。" 可当荷 ...

Core Viewpoint - Starbucks' strategic partnership with local asset management company Boyu Capital is seen as a significant shift in its approach to the Chinese market, reflecting the changing dynamics of consumer behavior and competition in China [1][2]. Group 1: Strategic Partnership - The partnership involves Boyu holding up to 60% of the joint venture, while Starbucks retains 40% and continues to own the brand and intellectual property [1]. - This move is interpreted as a "defensive collaboration," aimed at addressing the challenges Starbucks faces in the increasingly competitive Chinese coffee market [2][4]. - The collaboration is viewed as a necessary step for Starbucks to leverage local resources and overcome growth bottlenecks, especially as it aims to expand to 20,000 stores in China [2][8]. Group 2: Market Dynamics - The Chinese coffee market has entered a "local brand era," with Starbucks facing multiple challenges such as product innovation stagnation and digitalization lag [2][12]. - The partnership with Boyu is seen as a way for Starbucks to adapt to the local market and enhance its competitive edge against domestic brands like Luckin Coffee, which have been more innovative in product offerings [12][13]. - The transaction is also viewed as a means for Starbucks to secure its past investments in China amid a backdrop of geopolitical tensions and market uncertainties [5][6]. Group 3: Operational Insights - Starbucks' previous operational model relied heavily on a direct ownership approach, but the current market saturation necessitates a shift towards a more localized and flexible operational strategy [8][9]. - The potential for a "betting agreement" tied to future performance metrics, such as the ambitious store expansion goal, is considered likely, indicating a strategic commitment to growth [10][11]. - The internal challenges faced by Starbucks, including a rigid corporate structure and a lack of competitive pressure, have hindered its ability to innovate and respond swiftly to market demands [13][14].

Core Viewpoint - Starbucks' strategic partnership with local asset management company Boyu Capital is seen as a significant shift in its approach to the Chinese market, reflecting the changing dynamics of consumer behavior and competition in China [1][2]. Group 1: Strategic Partnership - The partnership involves Boyu holding up to 60% of the joint venture, while Starbucks retains 40%, maintaining ownership of the brand and intellectual property [1]. - This move is interpreted as a "defensive collaboration" aimed at addressing the declining influence of foreign brands in China and realizing value amid increasing competition [2][4]. - The collaboration is expected to provide Starbucks with local resources to overcome growth challenges and achieve its ambitious goal of expanding to 20,000 stores in China [2][8]. Group 2: Market Dynamics - The Chinese coffee market has entered a "local brand era," with domestic brands gaining market dominance through superior business models and digital capabilities [2][24]. - Starbucks faces multiple challenges, including product innovation stagnation and difficulties in penetrating lower-tier markets [2][10]. - The partnership with Boyu is seen as a necessary step for Starbucks to adapt to the evolving market landscape and enhance its competitive position [4][24]. Group 3: Operational Challenges - Starbucks' traditional operational model, heavily reliant on direct ownership, is becoming less viable in a saturated market, necessitating a shift towards a franchise model and deeper market penetration [8][16]. - The company has been criticized for its slow product innovation compared to competitors like Luckin Coffee, which has successfully launched popular products through a more agile development process [10][11]. - The need for a comprehensive transformation in product development, digital strategy, and consumer engagement is emphasized for Starbucks to remain relevant in the rapidly changing market [24]. Group 4: Future Outlook - The partnership is viewed as a stabilizing move rather than a disruptive innovation, with Starbucks likely to adopt a gradual approach to optimize its store model and explore new product lines [23]. - The changing landscape indicates that foreign brands must rethink their strategies in China, focusing on local partnerships and adapting to consumer preferences to survive [24]. - The future of Starbucks in China hinges on its ability to innovate and localize effectively, moving beyond superficial adaptations to a deeper cultural and operational integration [24].

他还指出："邓白氏是我国首家外资企业征信机构，我们在2023年通过国家网信办数据出境安全评估试 点，也在今年2月成为全国首批获得增值电信业务扩大对外开放试点批复的外资企业。凭借邓白氏的全 球企业数据能力以及国家持续对外开放的政策支持，我们希望帮助企业链通全球商机、深化合规运营、 化解未知风险，实现高质量增长。" 围绕这一使命，邓白氏在过去的一年持续加码，在产品创新与技术应用上实现多维度突破，并在进博舞 台上一一呈现： 以全球数据为驱动力，打造"企业出海全链路解决方案" 邓白氏正式发布全球数据驱动的企业出海端到端解决方案 。该方案并非单一产品，而是整合了邓白氏 数据资源、技术能力与场景化应用的综合体系，旨在覆盖从企业出海前的战略规划，到出海过程中的业 务对接与风险管控，乃至后期的持续运营监测。出海企业均能获得一站式专业支持，轻松打通全球商业 链路，真正实现"端到端"的闭环赋能。 近日，邓白氏（Dun & Bradstreet）亮相第八届中国国际进口博览会（以下简称"进博会"），这也是邓白 氏连续第6年参展。本届盛会上，邓白氏以"数据链动全球"为核心主题，通过发布"企业出海全链路解决 方案"、龙易查 等解决方案及 ...

Core Insights - The research led by Ni Xijun reconstructs the skull fossil of "Yunxian Man 2" and establishes a new evolutionary tree for the genus Homo, shedding light on the origins of the Dragon Man and Denisovans [1][8]. Group 1: Relationship with Modern Humans - The Yunxian Man is closely related to modern humans, sharing a common ancestor approximately 1 million years ago [2][3]. - The Dragon Man branch is more closely related to modern humans than the Neanderthal branch, which was previously thought to be a sister group to Homo sapiens [3][8]. Group 2: Classification of Denisovans - Denisovans are classified as part of the Dragon Man branch, although they are often considered an independent group due to limited fossil evidence [4][5]. - The classification of Denisovans remains debated, as they lack a formally recognized species name and are primarily identified through DNA fragments [4][5]. Group 3: Methodology and Technological Advances - The study introduces a novel approach to fossil reconstruction, focusing on assessing the potential inaccuracies in the reconstruction process rather than solely on precision [9][13]. - A statistical method was employed to analyze the stability of the evolutionary tree despite potential errors in the reconstruction, demonstrating a significant technical breakthrough [13][14]. Group 4: Fossil Significance - The age of the Yunxian Man fossil, estimated at 1 million years, is crucial for understanding the divergence of Homo sapiens from other branches [8][9]. - The research emphasizes the rarity of well-preserved fossils from this time period, making the Yunxian Man a unique specimen for evolutionary studies [8][9]. Group 5: Future Research Directions - The research team is open to further analysis and validation of their findings by other researchers using their publicly available database [32][34]. - There is potential for applying the new methodologies to other species, although challenges remain in reconstructing fossils that lack extensive data [30][31].

Core Insights - Hema has established a strategic partnership with Spanish olive oil brand Baron to develop and produce a range of oils suitable for Chinese cooking [1][3] - Hema's new Western food brand, Bello Vitahouse, aims to create products that cater to local tastes, including olive oil, Gelato ice cream, pasta, and chocolate [1][3] - The collaboration with Baron reflects Hema's evolution from a global buyer to a product manager, focusing on creating products that resonate with Chinese consumers [3] Partnership Details - The partnership with Baron began in 2017, and Hema's user base shows a significantly higher penetration rate for olive oil consumption compared to the market average [3][4] - A new high-smoke-point olive oil has been developed to meet Chinese cooking preferences, maintaining the nutritional benefits of extra virgin olive oil while enhancing its stability at high temperatures [4] Sales Performance - Hema's direct import sales have increased by 40% year-on-year, bolstered by favorable national import policies, which encourage international brands to deepen their presence in the Chinese market [4] - The introduction of two innovative Gelato ice cream products has led to a monthly sales growth exceeding 100%, making them star products in Hema's ice cream category [5][7] Consumer Preferences - Hema is actively adjusting product formulations to align with local consumer preferences, particularly in reducing sugar content in desserts, which differs from international markets [7] - The success of the new Gelato products has strengthened the confidence of overseas partners in collaborating with Hema to create more products tailored to Chinese consumers [7]

Core Viewpoint - China emphasizes the dual-use nature of rare earth materials and asserts that export controls are a common international practice, while the U.S. continues to propagate the narrative of "weaponizing" rare earth supplies, extending this rhetoric to other sectors [1][14]. Group 1: Rare Earth and Battery Industry - China has established a dominant position in the supply chain through decades of industrial policy, controlling key rare earth minerals and compelling negotiations with the U.S. [1] - Chinese suppliers produce 79% of global battery cathode materials and 92% of anode materials, with a 63% market share in lithium refining products, 80% of refined cobalt supply, and 98% of refined graphite supply [2]. - The two largest battery manufacturers globally are Chinese companies, CATL and BYD, indicating China's critical role in electric vehicle and green energy technology [1][2]. Group 2: Semiconductor Industry - China holds approximately one-third of the global capacity for mature process semiconductors, essential for automotive, consumer electronics, and defense sectors [6]. - The U.S. Geological Survey indicates that China will produce 99% of global gallium and is a major producer of germanium, with export controls on these minerals already in place [6][10]. Group 3: Pharmaceutical Industry - A significant portion of active pharmaceutical ingredients (APIs) in the U.S. is sourced from China, including key components for widely used medications like acetaminophen and ibuprofen [9][10]. - China has prioritized pharmaceutical and medical device production in its industrial development strategy, aiming for innovation and self-sufficiency [13][14]. Group 4: Economic Self-Sufficiency and Strategic Positioning - Over the past two decades, China has systematically pursued economic self-sufficiency, reducing reliance on Western imports and establishing leverage over critical supply chains [14][15]. - The Chinese government continues to enhance its industrial capabilities, aiming to build a resilient supply chain and a robust manufacturing sector [15][16]. - Experts note that the U.S. has become increasingly dependent on China for rare earth materials, complicating efforts to impose restrictions on Chinese exports [16].

Core Viewpoint - Huawei's new ultra-thin smartphone, Mate70 Air, has been launched for pre-sale starting at 4199 yuan, featuring the Kirin 9020A/B processor and HarmonyOS 5.1, positioning itself against Apple's iPhone Air [1][3][9] Product Specifications - The Mate70 Air is equipped with either the Kirin 9020A processor with 16GB RAM or the Kirin 9020B with 12GB RAM, differing from the previously launched MateXTs which used the Kirin 9020 processor [3] - The device has a thickness of 6.6mm and weighs approximately 208 grams, compared to the iPhone Air's 5.6mm thickness and 165 grams weight [3] - The screen ratio of Mate70 Air is 18.8:9, closely resembling Huawei's Pura X [5] Competitive Features - Mate70 Air boasts features such as a 6500mAh battery for extended battery life, a "Red Maple Imaging" system with ultra-wide and telephoto lenses, and stereo sound, which are not available in the iPhone Air [5] - However, it sacrifices some specifications compared to the Mate70 Pro series, including the absence of wireless charging and a lower camera configuration [5] Pricing Strategy - The starting price of Mate70 Air is 4199 yuan for the 12GB+256GB version, which is 900 yuan lower than the standard Mate70 and 1600 yuan lower than the Mate70 Pro [5] Market Context - According to Omdia, the Chinese smartphone market saw a 3% year-on-year decline in Q3, with Huawei ranking second in shipments at 10.5 million units, holding a 16% market share, while Apple was the only brand among the top five to show growth [10]