聊点为人处世的干货。 很多人有个思维误区，觉得在和人打交道的时候一定要把自己说得十分完美，对方才不会小看你，才会 尊重你。 自己的能力，手段，资源只能把事情做到6分，却偏偏说能做到9分，10分，以为这样才能博得别人的好 感和尊重。 当然这么做有好处，这是一种人际销售技巧，短期来看确实能达到目的，比如接下生意，面试成功，赢 得一小部分人的向往与好感。 但这种做法说实话和欺骗无异，迟早会有暴露的一天。 短期来看能获小利，长期来看危害无穷，我非常不建议大家学。 做不到，就是做不到。非要说自己做得到，万一最后没做到，这造成的伤害比你一开始就说自己做不 到，要严重得多。 像前段时间一个开公司的朋友找我，说接了客户一个500万的单子，但发现自己公司的资源不够，吃不 下来，但又舍不得放弃这笔生意，该怎么办？ 我说，你先发动自己身边的朋友圈，找找下家供应商，看能不能把单子分拆分包出去，你做项目总控。 如果实在找不到下家，就跟客户说单子吃不下，请对方另请高明。 朋友一听，有点犹豫。 因为找下家分包，就意味着有一部分利润要分出去，这两年生意不好做，好不容易签这一单回来，他有 点舍不得。 时代变了，过去成功可以靠骗人，现在你要靠真 ...

Core Viewpoint - The article discusses the design evolution of operating systems, particularly focusing on the parallels between Apple's iOS 26/macOS 26 and Microsoft's Windows Vista, highlighting how both systems reflect their respective eras' design philosophies and user expectations [2][60]. Design Style - Windows Vista introduced the Windows Aero interface, marking a significant upgrade in visual design since Windows 95, incorporating elements like transparency, reflections, and dynamic effects [5][21]. - The Frutiger Aero aesthetic, named after Swiss designer Adrian Frutiger, emphasizes a realistic, tactile interface with glass-like qualities and natural elements, which has influenced modern design trends [9][13]. Technical Innovations - Windows Vista was a major overhaul of the Windows operating system, introducing new technologies such as User Account Control (UAC) for enhanced security, DirectX 10 for improved graphics rendering, and Desktop Window Manager (DWM) for better window management [24][28][39]. - The introduction of SuperFetch and ReadyBoost aimed to optimize performance on systems with limited hardware capabilities, although they faced criticism for their effectiveness [32][34]. Market Reception - Despite its innovative features, Windows Vista faced significant backlash due to high hardware requirements, compatibility issues, and a steep learning curve for users accustomed to Windows XP, leading to its poor market performance [41][46][60]. - The article draws a comparison to iOS 26, which, like Vista, introduces advanced visual effects and permissions management that may challenge users' hardware capabilities and expectations [54][55]. User Experience - The frequent permission prompts in Vista's UAC system negatively impacted user experience, a lesson that Apple seems to have learned as users today are more accustomed to similar permission requests in iOS 26 [55][59]. - The article suggests that while Vista was ahead of its time, the current environment allows for a more favorable reception of similar innovations in iOS 26 due to improved hardware and user familiarity with such features [60][61].

Core Insights - The article discusses the significant shift in the competitive landscape for multinational brands in China, moving from a growth phase to a market share battle against local brands [2][3][25] - It highlights the changing consumer preferences, where local brands are increasingly favored for their value and innovation, leading to a decline in market share for international brands [3][7][23] Group 1: Market Dynamics - Multinational brands are facing unprecedented challenges in China, with local brands capturing 80-95% market share in various categories such as home appliances and consumer electronics [3][4] - The consumer confidence index has dropped from 123 in 2018 to 89 in 2024, indicating a significant decline in consumer sentiment [3] - The shift in consumer purchasing logic has moved from brand loyalty to a focus on product value, with 62% of consumers prioritizing "advanced technology" and 48% valuing "cost performance" [7][8] Group 2: Competitive Challenges - Multinational brands are experiencing a cost disadvantage, with net profit margins around 4%, significantly lower than the approximately 9% margin for local brands [8] - The article notes a "vicious cycle" for international brands, where declining sales hinder necessary investments for transformation, leading to further sales declines [8][22] - The transition from a growth phase (1.0) to a competitive phase (2.0) is marked by a need for structural transformation to maintain competitiveness [3][25] Group 3: Successful Strategies - Some multinational brands are successfully navigating the challenges by leveraging global resources while building local capabilities, creating a competitive moat [9][10] - Successful brands are focusing on local innovation, with leading brands launching new products every month and achieving 5-8% of revenue from new products [13][22] - The article emphasizes the importance of a consumer-driven approach, moving from a "push model" to a "pull model" based on consumer insights [21][22] Group 4: Transformation Initiatives - Five key transformation initiatives are identified for multinational brands to regain market growth: local innovation, optimizing product mix, enhancing internal capabilities, strengthening product communication, and setting realistic financial goals [11][22] - Brands need to establish agile market insight mechanisms to quickly respond to consumer demand changes [14] - The importance of content marketing and social media engagement is highlighted, as brands must create relatable product narratives that resonate with consumers [19][20] Group 5: Future Outlook - The article projects that China will play a crucial role in driving global growth for multinational brands, with a rapidly growing middle class and a unique consumer market [23][24] - By 2030, China's middle class is expected to reach 400 million, providing a significant opportunity for product innovation [23] - The evolving e-commerce landscape in China is redefining global retail, with platforms like Douyin and Xiaohongshu leading the way in consumer engagement [23][24]

Core Viewpoint - The rise of singer Na Yina and her popularity among the younger generation reflects the transition to the "Fifth Consumption Era," where emotional resonance, participation, and self-expression take precedence over material possessions [2][19]. Group 1: Transition to the Fifth Consumption Era - The Fifth Consumption Era is characterized by a shift from material ownership to "self-pleasing consumption" and self-realization, with consumers focusing more on spiritual fulfillment [4][12]. - The current domestic market is also transitioning towards the Fifth Consumption Era, as evidenced by various trends and events that align with the "self-pleasing economy" [5]. Group 2: Na Yina's Popularity and Its Implications - Na Yina's rise to fame can be attributed to her unique engagement with the internet and her ability to resonate with younger audiences through her music, despite her age [7][10]. - Her concerts have become immensely popular, often selling out, indicating a strong demand for experiences that provide emotional value and community engagement [10][11]. Group 3: Consumer Behavior and Trends - The younger generation is increasingly investing in experiences and personal interests rather than traditional material possessions, as illustrated by individual stories of spending on hobbies and entertainment [6][19]. - The pricing strategy for Na Yina's concerts, set at 99 yuan, aligns with the trend of "consumption downgrade," making it accessible for a larger audience [11][19]. Group 4: Characteristics of the Fifth Consumption Era - The Fifth Consumption Era is driven by factors such as economic slowdown, demographic changes, and the rise of individualism, leading to a focus on emotional and experiential consumption [12][14]. - Key trends include interest-based consumption, emotional support for idols, and a shift towards experiences over ownership, which are becoming increasingly evident in the domestic market [16][17][18]. Group 5: Strategic Insights for Businesses - Businesses need to adapt to the changing consumer landscape by focusing on emotional connections and social attributes, rather than solely on product quality [19]. - Understanding the dynamics of the Fifth Consumption Era will enable companies to resonate with the younger generation and align their strategies accordingly [19].

中国大模型创业公司正在迎来又一轮的资本博弈。 近日，AI六小虎之一的MiniMax完成了近3亿美元的新一轮融资，投后估值超过40亿美元。同时，有消 息称公司正在筹备赴港上市的相关事宜。 而就在不久前，另一家六小虎成员，智谱，也被爆出正与财务顾问合作，推进潜在IPO计划，拟募资规 模或达3亿美元，此前其市场估值已经达到了400亿元。 表面看，是融资加速、IPO在即的集体高光，但从更深一层来看，这更像是政策红利释放下的一场"上 岸潮"。 据业内人士分析，这轮融资潮的直接推手，并非企业自身营收与盈利能力的提升，而是港交所"科企专 板"等政策的阶段性窗口，让尚未跑通商业模式的AI创业公司获得了暂时的资本喘息。 但资本窗口期不会永远敞开，真正的分化已然开始。就现有进展来看，六小虎已有两家显露疲态： 零一万物早前宣布放弃原计划中的万亿参数大模型Yi-X-Large训练计划，并已与阿里进行业务合并，实 际上退出了AI六小虎阵营； 百川智能则在今年相继收缩金融、教育等To B业务，转而聚焦AI医疗方向，但这一领域已有多家互联 网大厂玩家提前入局，未来竞争压力可想而知。 与此同时，目前还在牌桌上的剩余几家，也随着阿里、字节、D ...

大公司： 美团宣布养老保险补贴将全国上线，预计可覆盖超百万名骑手 36氪获悉，7月17日下午，美团宣布今年内将在全国范围推广养老保险补贴，该社保计划预计将覆盖超 百万外卖骑手。美团相关负责人还介绍了多方面保障升级，从7月1日起，骑手"工伤险"，即"新职伤"已 扩展到17个省级行政区，为骑手提供意外伤害风险防护网；骑手安全方面，将继续升级事前预防、事中 干预和事后兜底的骑手安全体系，骑手安全跑单可获得现金奖励；骑手服务方面，未来三年新建1000 座"骑手之家"，由中华全国总工会合作建设落地，并面向全行业开放。 爱奇艺推出内容热度值"四大殿堂" 36氪获悉，爱奇艺基于平台内容热度值推出"剧集四大殿堂"系列，包括"荣誉殿堂"（内容热度值达 10000及以上的剧集）、"国民殿堂"（内容热度值达9500及以上的剧集）、"人气殿堂"（内容热度值达 9000及以上的剧集）、"佳片殿堂"（内容热度值达8000及以上的剧集）。据介绍，爱奇艺是国内第一家 推出内容热度值的视频平台。 哪吒汽车母公司预招募重整意向投资人 据阿里资产消息，合众新能源汽车股份有限公司（哪吒汽车母公司）重整意向投资人预招募通道正式开 启，自2025年7月 ...

一生要出片的中国人，出门旅行最大的快乐，不是买买买，而是拍拍拍。在社交媒体主导的消费时代，"出片"已从一种自发行为演变为用户的核心需求。 数据显示，小红书上"#出片"话题浏览量高达4.1亿，参与讨论的人超过139.6万；抖音上，同样话题的视频播放量也达到了12.1亿次。这股全民拍照热潮背 后，藏着怎样的消费心理？品牌又该怎么抓住机会呢？ | 全部三 用户 | 商品 | 话题 | 地点 | | 出片 | | | 8 | 搜索 | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | | | | | 直播 | 音乐 | 团购 话题 | 图文 | 小程序 | 店镇 | | # 出片 | 4.1亿浏览 139.9万讨论 | | 去发布 | | | | | | | | | | | | | | #出片 | | 立即参与 | | | 井 出片圣地 | | | | | | 12.1亿次播放 | | | | | 4455.3万浏览 23.4万讨论 | | | 去发布 | | | | | | | | | | | | | | #出片神器 2.5亿次播放 | ...

Group 1 - The core idea of the article is that the group broadcasting (团播) industry is evolving rapidly, transitioning from a simplistic entertainment format to a more structured and professional model akin to idol groups, particularly influenced by the success of digital platforms and the influx of new talent [2][5][6] - By the second half of 2025, group broadcasting is expected to become a significant component of short video algorithms, reshaping the live streaming industry with more organized performances and audience engagement [2][6] - The revenue potential in group broadcasting is substantial, with top streamers reportedly earning over 10 million yuan (approximately 1.4 million USD) in a single event, attracting more newcomers to the field and increasing professionalism [5][6] Group 2 - The evolution of group broadcasting resembles a digital upgrade of the AKB48 idol training model, with a focus on fan-driven resource allocation and competition [8][10] - Unlike traditional idol groups, group broadcasting allows for immediate feedback and competition, with performance metrics updated every few minutes, enhancing the engagement between fans and streamers [10][11] - The selection of popular streamers often favors "ordinary" individuals, similar to the rise of AKB48's early members, indicating a trend towards authenticity and relatability in talent [10][11] Group 3 - Emotional connections between fans and streamers are deepened through interactive features, such as direct communication and personalized engagement, creating a stable viewing relationship [13][20] - Group broadcasting provides brands with new marketing opportunities, leveraging the extensive reach and positive image of idol-like performers compared to traditional entertainment formats [14][15] - Brands are increasingly forming their own group broadcasting teams, indicating a shift towards integrated marketing strategies that utilize live streaming as a promotional tool [17][19] Group 4 - Despite the growth potential, there are risks associated with group broadcasting, including regulatory changes and the intense work environment that can lead to health issues among performers [19][20] - The emotional link established through group broadcasting may serve as a new direction for building connections between brands and their audiences, enhancing brand loyalty and engagement [20]

Group 1 - The core viewpoint emphasizes that AI value must be realized through commercialization, as highlighted by the statement from Baidu's CEO, Li Yanhong, indicating that without applications, chips and models cannot deliver value [1] - The AI industry is experiencing a deep differentiation, with major players like Baidu, Alibaba, Tencent, and ByteDance investing heavily to integrate AI into their existing ecosystems, while smaller startups struggle to establish revenue models [1][2] - Major companies are embedding AI capabilities into their products and services, creating a diversified revenue stream and enhancing their existing offerings, as seen with Baidu's Wenxin model and Tencent's integration of AI into its social and office ecosystems [2][3] Group 2 - ByteDance and Kuaishou are finding success in AI commercialization through different strategies, with ByteDance leveraging its product matrix to penetrate various scenarios and Kuaishou enhancing its content ecosystem and commercial efficiency [3][4] - Smaller companies face significant challenges in monetization due to limited resources and market presence, often relying on government contracts or niche markets to survive [5][6] - The commercialization process for startups is slow, with many struggling to convert technology into sustainable revenue, highlighting the importance of finding a balance between technical innovation and market needs [7][9] Group 3 - Establishing a healthy cash flow loop is crucial for both large and small companies in the AI sector, as many face difficulties in user retention and monetization despite a large potential user base [9][10] - The ToB market offers stable customer bases but presents challenges such as high customer education costs and long delivery cycles, making it difficult for startups to compete against established players [10][11] - The focus is shifting from merely having advanced technology to effectively embedding AI into real business applications that generate sustainable cash flow, as seen in the strategies of major companies [12][13] Group 4 - The future of AI commercialization will depend on companies' abilities to integrate their models into business processes and create value, rather than just focusing on technical parameters [13][14] - The remaining players in the AI space will likely be those who can quickly find customers, generate revenue, and adapt to market changes, emphasizing the need for a pragmatic approach to building value [14]

整个科技圈和资本圈都在热议一件事：黄仁勋亲口确认，为中国市场"特供"的H20芯片，在被禁三个月后，恢复销售了！ A股AI概念闻声起舞，英伟达股价应声上涨。一片"利好"声中，硅兔君拨通了自己硅谷专家网络中的专家A（代号无任何意义）的视频电话。A是NVIDIA 前资深系统软件工程师，深度参与过Hopper架构的性能优化项目。 视频那头，A正在硅谷的家中，他呷了一口咖啡，开门见山："Jenson（黄仁勋）的这步棋，走得极其精妙，也极其'毒辣'。它不是一次破冰，而是一场'手 术刀'式的再平衡。 理解了这把刀的落点，你才能看清未来几年中国AI的真实棋局。" 这篇长文，将为您完整转述并解读硅兔君与A长达两小时的深度对话。准备好了吗？让我们一起，拨开迷雾。 H20究竟是"何方神圣"？ A解释说："大模型训练就像成千上万个大脑协同思考一个极其复杂的问题，它们之间需要不断高速交流信息。带宽就是这些大脑之间的'沟通语速'。语速 慢了，整个思考过程就会被拖慢，即便每个大脑本身再聪明，整体效率也上不去。" 这直接决定了H20无法高效地进行万亿参数级别的超大规模集群训 练。 内存带宽（Memory Bandwidth） ：H20配备了 ...