Core Viewpoint - Ant Group is strategically enhancing its AI capabilities with the launch of "Ant Aifu," focusing on health companionship and expanding its product offerings in the health sector, which has seen significant user growth [4][6][8] Group 1: Ant Group's AI Strategy - Ant Group's AI health product "AQ" was upgraded to "Ant Aifu," achieving over 15 million monthly active users within six months, ranking among the top five AI applications in China [4] - The company has launched three consumer-facing AI products, including "Lingguang" and "Ant Xiaocai," indicating a robust entry into the AI market [6][8] - Ant Group's recent actions signify a return to prominence in the AI sector after a period of stagnation following its failed IPO in 2020 [6][8] Group 2: Investment and Competition Landscape - Alibaba has invested 120 billion yuan in AI and cloud infrastructure over the past four quarters, with plans to invest 380 billion yuan over the next three years [6][10] - The competition in the AI space is intensifying, with Ant Group and Alibaba adopting a "saturation attack" strategy to secure market share [6][10] - The emergence of DeepSeek has demonstrated that model capabilities are not yet maximized, prompting companies like Ant Group to increase their R&D investments in AI [7][10] Group 3: AI Application Development - Ant Group's AI applications are designed to address real-world problems, such as the shortage of professional health services in an aging population [8][12] - The company is leveraging its existing resources, including 800 million electronic medical insurance code users and partnerships with 5,000 hospitals, to enhance its AI health services [8][12] - The AI landscape in China is evolving into a competition primarily between the "Alibaba system" and the "ByteDance system," with both companies possessing strong full-stack capabilities [10][13] Group 4: Differentiation in AI Approaches - Alibaba focuses on infrastructure development, with significant investments in data centers and GPU resources, while ByteDance emphasizes a product-driven approach to build user engagement [13][14] - The two companies are pursuing different user engagement strategies: Alibaba aims to save users time, while ByteDance focuses on entertainment and engagement [14][15] - Both companies are exploring different aspects of AI, with Alibaba leaning towards utility and ByteDance towards companionship, reflecting their unique market positions [14][15] Group 5: Long-term Challenges and Industry Dynamics - The AI industry is still in its early stages, with many uncertainties regarding the ultimate successful applications, similar to the early days of the internet [16][17] - Challenges in the healthcare sector, such as establishing standards and addressing data silos, are significant hurdles for AI integration [17] - The competition between major players like Ant Group and ByteDance is just beginning, with both companies needing to navigate complex ethical and social implications of AI technology [17][18]

Core Viewpoint - The article discusses the evolution and ambition of the company Miwei in the comedy industry, highlighting its unique approach to creating comedy content and nurturing new talent through collaborative methods [5][10][24]. Group 1: Company Overview - Miwei has produced four comedy shows over five years, discovering over 140 comedians and fostering a collaborative environment for them to create [5][6]. - The company emphasizes a "co-creation" philosophy, providing resources and spaces for comedians to develop their craft [5][10]. - Miwei's founder, Ma Dong, believes that the comedians themselves are the true stars, with the company playing a supportive role [5][10]. Group 2: Comedy Production Methodology - Miwei's approach to comedy production is likened to "farming," where the company cultivates talent through workshops and collaborative writing sessions [14][24]. - The company employs a "Yes, And" method, encouraging comedians to build on each other's ideas, fostering a creative and supportive atmosphere [15][29]. - The production process includes multiple rounds of audience testing (exhibitions) to refine performances based on real-time feedback [20][22]. Group 3: Strategic Decisions and Market Position - In 2020, Miwei faced a strategic decision to pivot towards comedy, recognizing the enduring demand for humor and the potential to fill a gap in the market for emerging comedic talent [10][26]. - The company aims to create a sustainable ecosystem for comedians, allowing them to earn a living while developing their skills [7][10]. - Miwei's long-term vision includes expanding into film and longer-form content, leveraging its established talent pool and production expertise [24][28]. Group 4: Cultural and Emotional Aspects - The company prioritizes the mental well-being of its creators, fostering an environment that values emotional health alongside creative output [28][29]. - Miwei's internal culture emphasizes collective storytelling and shared experiences, resonating with contemporary audiences seeking connection [24][28]. - The company has shifted its focus from merely producing content to becoming a content creation company, aiming to "brew its own wine" rather than just being a vessel for external content [24][28].

文 丨 陈然 12 月 11 日，京东工业在香港联交所主板上市，募资净额预计约 28.27 亿港元。这意味着，继京东集 团、达达、京东健康、京东物流及德邦股份之后，京东旗下再新增一家上市公司。 京东工业的前身，是京东在电商体系里专门为企业客户开设的一站式采购入口 "京东企业业务"（现京 东政企业务），以销售 IT 设备、办公耗材为主，也涉及劳保用品、工具类的工业品，成为京东触达 to B 市场的起点。到 2017 年，为了满足工业品商品和履约服务的特殊要求，正式在企业业务内独立 孵化京东工业，当时为京东工业品业务，并于 2020 年首次获得包括纪源资本、红杉中国、源峰资本 等第三方投资者约 2.3 亿美元的股权融资，2021 年 7 月正式从企业业务分拆成为独立的业务单元，并 升级为京东工业。 中国虽是公认的全球制造业大国，但国内与制造业匹配的生产性服务业却并不完善，供需两端高度分 散且标准混乱，加之分销层级冗余，导致工业品采购的效率仍存在较大提升空间。某种意义上，这仍 用数字化和智能化重构工业供应链。 是一片巨大的蓝海市场：谁能凭借数字和智能技术手段，最先完成工业供应链各个环节实现高效互 联，降低采购成本和 ...

从高考、婚恋、就业到器官捐赠，都需要更好的市场机制。 文 丨 曾梦龙 2017 年，时任美国经济学会（AEA）主席的埃尔文·罗斯发表肾脏交换的演讲。图片来自本人。 编辑 丨 黄俊杰 在习惯内卷的消费市场中，价格是唯一有用的信号和调节机制。电商里最低价格的商家才能存活；数 字商品更可以从低价变成免费，免费变成倒贴钱。但在更多市场，还有其他可能。 斯坦福大学经济学教授、2012 年诺贝尔经济学奖得主埃尔文·罗斯（Alvin E. Roth）的研究揭示了价 格之外的可能性和重要性，扩展并加深了人们对 "市场" 的理解。 他发现，有一些市场的运作不依赖价格机制分配资源，它们依赖的是 "匹配"（matching），比如择校 市场、婚恋市场、劳动力市场、器官交换市场。在这些市场中，价格无法完全决定有效分配，有的甚 至不涉及价格（如肾脏不能买卖），需要的是双方互相接受，都觉得合适才行。尤其当要分配稀缺资 源时，更需要某种匹配机制解决争议。 2025 年 11 月，《晚点 LatePost》通过视频访谈了罗斯。访谈开始时正值当地时间早上 7 点，74 岁的 他已经到了学校办公室，在跑步机办公桌前，边走边和我们对话。白色的络腮 ...

以下文章来源于晚点Auto ，作者晚点团队 晚点Auto . 从制造到创造，从不可能到可能。《晚点LatePost》旗下汽车品牌。 今年 5 月冯复之以魏牌 CEO 的身份首次亮相。 文 丨 曾兴 编辑 丨 龚方毅 我们独家获悉，长城魏牌 CEO 冯复之（内部花名 "合一"）本周未出现在公司，正在 "休假"。 一位熟悉魏牌报批流程的员工告诉我们，"合一已经不再审批业务，需要向（长城）股份集团 层层汇报。" 今年 5 月 20 日，在魏牌焕新日上，冯复之以魏牌 CEO 的身份首次亮相，在此之 前，他已在内部实际担任这一角色约半年。据我们了解，冯复之曾提出过一次离职，但被驳 回。 对于之后的人事安排，两位接近长城高层的人士对我们说，哈弗总经理赵永坡将接替冯复之的 职位。与此同时，魏牌新能源内部也在进行组织调整。截至发稿，长城汽车和冯复之没有回复 我们有关冯复之动向的问询。 | 任职时间 | 姓名&职务 | 个人背景 | | --- | --- | --- | | 2016.10-2018.09 | 严思担任 WEY CEO | 首任 CEO，品牌初创期负责人 | | 2018.09-2019.12 | 柳燕担任 ...

关于打印机整机和供应链国产化追赶的故事。 文 丨 贺乾明 2025 年 11 月，中国第 42 次南极考察队搭乘 "雪龙号" 与 "雪龙 2 号" 破冰船从上海启程。随船同行 的，还有一批特殊的船员——来自奔图 "扛打" 系列的国产打印机。 在南极科考任务中，这些设备需要在穿越西风带的颠簸海况以及极地高寒、高盐雾环境中作业。根据 奔图公布的技术指标，扛打系列产品可以保持连续打印 40 万页、卡纸率低于 0.02‰ 的稳定性。 在奔图执行董事、核心技术负责人尹爱国看来，南极科考不仅是极端物理环境的测试场，更是一个关 于中国打印机产业 "从无到有、由弱变强" 的隐喻。 这个隐喻的起点，始于一句刺痛人心的断言。 2007 年，在一次行业标准会议上，针对中国企业提出的耗材信息安全标准，国外厂商代表拒绝后回 应："如果我们都退出去，你们中国连打印机都没得用。" 彼时，中国打印机整机产业尚处于技术空白阶段。全球市场由美日企业主导，行业面临着超过 20 万 项的专利壁垒和严格的供应链限制。尹爱国至今记得那一刻的感受："作为技术人员，那句话像根刺一 样扎在心里。不是愤怒，首先是羞愧——因为我们没有，所以别人敢这么说。" 奔图 ...

Core Insights - The article discusses the emergence of the "Density Law" in large models, which states that the capability density of models doubles every 3.5 months, emphasizing efficiency in achieving intelligence with fewer computational resources [4][11][19]. Group 1: Evolution of Large Models - The evolution of large models has been driven by the "Scaling Law," leading to significant leaps in capabilities, surpassing human levels in various tasks [8][12]. - The introduction of ChatGPT marked a steep increase in capability density, indicating a shift in the model performance landscape [7][10]. - The industry is witnessing a trend towards distributed intelligence, where individuals will have personal models that learn from their data, contrasting with the notion that only a few large models will dominate [10][36]. Group 2: Density Law and Efficiency - The Density Law aims to maximize intelligence per unit of computation, advocating for a focus on efficiency rather than merely scaling model size [19][35]. - Key methods to enhance model capability density include optimizing model architecture, improving data quality, and refining learning algorithms [19][23]. - The industry is exploring various architectural improvements, such as sparse attention mechanisms and mixed expert systems, to enhance efficiency [20][24]. Group 3: Future of AI and AGI - The future of AI is expected to involve self-learning models that can adapt and grow based on user interactions, leading to the development of personal AI assistants [10][35]. - The concept of "AI creating AI" is highlighted as a potential future direction, where models will be capable of self-improvement and collaboration [35][36]. - The timeline for achieving significant advancements in personal AI capabilities is projected around 2027, with expectations for models to operate efficiently on mobile devices [33][32].

上海近铁城市广场南区的外立面对比 在杭州阿里巴巴西溪园区的饿了么办公楼里，最近内部广为流传的调侃是："早 C 晚 A 。早上还属于 C 区，晚上就属于 A 区了。"A 区和 C 区就隔了一条马路，淘宝在那头，饿了么在这头。 饿了么诞生于 2008 年的上海交通大学宿舍，外卖战场上的对手从校园一路变成大公司，直到遇到在 百团大战里胜出的美团，饿了么早期成员李立勋对我们说，在被阿里投资且不断加注的那一刻起，"饿 了么的结局就确定了。" 饿了么的故事，是创业草莽对抗巨头、资本狂飙改变行业的缩影。它的改名，标志着一个纯粹外卖平 台时代的结束，它的 "遗产" —— 庞大的商家网络、骑手配送体系，将作为淘宝闪购的基石继续存 在。 10 多年来，我们一直在采访饿了么的员工，无论是过去的还是现在的，在人的讲述里，记住的往往不 是冰冷的数字，而是一个个鲜活的回忆碎片。 饿了么终于失去姓名，关于它的 17 年往事碎片。 文 丨 管艺雯 在上海市区真北路和金沙江路的交叉口，近铁城市广场南区，饿了么总部办公楼，2025 年 12 月 5 日，近 10 块蓝色的巨型电子屏幕被替换成橙色。2025 年中以来全中国铺天盖地刷遍的橙色广告， ...

Core Viewpoint - The article discusses the emerging market for electric bikes (EBikes) in the U.S., highlighting the significant growth potential and the strategic positioning of Velotric, a company founded by Zhang Xi, who has a background in the shared mobility sector with Lime. The focus is on catering to middle-aged and older consumers seeking recreational activities rather than competitive cycling [4][6][9]. Market Overview - The U.S. EBike market saw imports grow from 450,000 units in 2020 to 1.1 million units in 2022, representing about 10% of total bicycle sales that year [6]. - Zhang estimates a potential annual sales volume of 10 million EBikes in the U.S. over the next decade, indicating a substantial opportunity for startups [6][17]. Company Background - Velotric was established during the pandemic, capitalizing on the increased demand for personal transportation options that allow for social distancing [6]. - The company has achieved a 100% annual growth rate since its inception, selling 150,000 EBikes and becoming the second-largest EBike brand in the U.S. [6][21]. Target Audience - Velotric primarily targets middle-class consumers aged 40 and above, who may have reduced physical capabilities but still wish to engage in outdoor activities [6][16]. - The company aims to provide a user-friendly experience for those who may not have ridden a bike in years, focusing on leisure rather than commuting [16][17]. Product Offering - Velotric's EBikes are priced between $1,499 and $2,499, positioning them in the mid-range segment of the market. The best-selling model, the Discover series, offers a range of 75 miles and a maximum power of 1,100W [7][33]. - The company emphasizes comfort and safety in its product design, with innovations such as a low step-over height and enhanced battery safety features [22][24]. Business Strategy - Velotric has shifted its sales strategy from online to offline, with 75% of sales now coming from physical retail channels, reflecting the importance of customer experience in the bike purchasing process [21][29]. - The company has built strong relationships with independent bicycle dealers (IBDs) to enhance brand trust and market presence [29][32]. Competitive Landscape - The article notes that while the EBike market in Europe is well-established, the U.S. market is still in its early stages, providing an opportunity for companies like Velotric to differentiate themselves through innovation and customer-centric solutions [14][15]. - The competitive advantage lies in leveraging China's advanced supply chain capabilities while adapting to local market needs in the U.S. [33][34].

以下文章来源于晚点科技 ，作者晚点团队 晚点科技 . 见证奇点来临 "2025 年可能是未来十年 AI 最被低估的一年。" 文 丨 祝颖丽 编辑 丨 宋玮 今年 8 月，AI 硬件 Looki 在海外上市。这是一款佩戴在胸前的设备，能够记录用户一整天的见闻，并生成漫画或视频总 结，还可以随时跟它聊天、提问，有人称之为 "人生回看器"。 其研发团队来自中国。国内有投资人和科技爱好者海淘购入，有人形容它 "惊艳"，果壳网创始人姬十三则称它 "非常黑 镜"。 Looki 这种拟物形态、主动且长时间第一视角记录的特点，来自他的刻意选择。孙洋说，大模型是大厂的战场，创业者 的机会在于 "数据"。他希望通过硬件给 AI 装上感官，尽量多地去采集互联网世界之外、物理世界的原子数据。 也有不理解它的人。大家担忧隐私、质疑它的使用场景。不过，因为首批产品只有几千台、在海外发售，且迅速售罄， 这些讨论局限在科技尝鲜者的圈子。 但事情可能很快会发生变化，Looki 计划于 12 月 16 日在国内正式发售，并且不再限量。 在国内正式发售前的 11 月末，我来到这个团队在五道口的办公室，见到了 Looki 的实体——它比想象中更轻、 ...