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晚点独家丨蔚来正讨论为芯片自研部门引入战略投资者
晚点LatePost· 2025-06-19 15:43
Core Viewpoint - NIO plans to introduce strategic investors for its chip-related business, aiming to maintain control while potentially restructuring its operations [3][4][10]. Group 1: Chip Business Development - NIO's chip self-research team currently operates as a business department and plans to establish a project entity [4]. - The new company, Anhui Shenji Technology Co., Ltd., was registered on June 17, focusing on integrated circuit chip design and services [5]. - There are two potential scenarios for the post-financing equity structure: either external funding is introduced while retaining the chip self-research team within NIO, or an employee stock ownership plan is established [7]. Group 2: Chip Product Performance - NIO has launched two self-developed chip products: the "Yang Jian" lidar control chip and the "Shenji NX9031" intelligent driving chip, with the latter being a significant achievement [8]. - The Shenji NX9031 chip has superior performance metrics compared to third-party industry chips, with capabilities such as processing data from up to 25 high-definition cameras simultaneously and a latency of less than 5 milliseconds [9]. - The actual computing power of the Shenji NX9031 is approximately four times that of NVIDIA's Orin-X, with a memory bandwidth of 546 GB/s, double that of NVIDIA's Thor-U chip [9]. Group 3: Financial Performance and Cost Control - NIO aims to achieve profitability by the fourth quarter, having incurred a cumulative loss of approximately 22.4 billion yuan last year and a net loss of 6.75 billion yuan in the first three months of this year [10]. - To improve performance, NIO has implemented cost control and efficiency enhancement measures across various operations, including product development and sales [10]. - The management plans to complete organizational adjustments by the end of the second quarter, with 60% to 70% of changes expected to be in place, and further adjustments to reach 80% to 90% by the third quarter [10].
在拼多多复兴的中国商帮
晚点LatePost· 2025-06-19 15:43
Core Viewpoint - The article discusses the resurgence of traditional Chinese merchant groups, referred to as "new merchant groups," in the context of modern e-commerce and logistics, highlighting their adaptability and innovative spirit in the digital age [2][4]. Group 1: Traditional Merchant Culture - Chinese merchant culture has deep historical roots, with various regional groups like Jin merchants, Min merchants, and Zhejiang merchants, each characterized by unique traits and business practices [3][5]. - The traditional merchant groups have evolved, maintaining their core values and operational styles while adapting to modern business environments, particularly through the internet [4][6]. Group 2: Case Studies of Modern Merchants - Wang Kai, a merchant from Wenzhou, successfully transitioned from traditional manufacturing to e-commerce by organizing order meetings and leveraging online platforms like Pinduoduo, achieving significant sales growth [6][7]. - Li Shixuan, a young Jin merchant, faced challenges in his initial e-commerce venture but later found success by selling local agricultural products online, demonstrating the resilience and adaptability of the new generation of merchants [9][10][11]. - Chen Qingfu, a merchant from Fujian, shifted from wholesale to brand ownership by acquiring a well-known shoe brand and focusing on e-commerce, particularly on Pinduoduo, to drive growth [13][14][15]. Group 3: E-commerce and Merchant Evolution - The rise of e-commerce platforms like Pinduoduo has provided new opportunities for traditional merchants, allowing them to reach broader markets and enhance their business models [12][15]. - The article emphasizes the importance of community and regional ties in the success of these merchants, as they leverage local resources and relationships to thrive in the competitive online marketplace [11][12].
独家丨刘强东首次分享做外卖、酒旅的逻辑:京东做所有业务都是为了供应链
晚点LatePost· 2025-06-17 15:12
"我现在就是想把京东带好,因为走到今天,它早就已经不再属于哪个人了。" 文 丨 管艺雯 宋玮 编辑 丨 宋玮 明天就是 618 购物节,位于北京亦庄的京东总部大堂,"战斗战斗,只做第一" 的红色横幅高悬 于顶。 2025 年,京东进入了久违的全员战斗状态。 它做外卖,3 个月时间,用上百亿的补贴迅速拿下 2500 万订单,打破了外卖市场几年的稳定格 局,它发力即时零售,自建前置仓卖自营的生鲜、酒水、美妆。接下来,京东还要进军酒旅。 整个行业充满疑问:京东为什么要做外卖?京东想做一切吗? 6 月 17 日傍晚,京东集团创始人、董事局主席刘强东首次分享了京东做外卖、酒旅的逻 辑:"京东做所有业务只围绕供应链。" 刘强东说,京东做餐饮、做酒旅,都是为了背后的供应链去做铺垫。"我们做外卖,如果能做到外卖三 分天下,餐饮店不需要去选边站,没有任何平台有能力对它们二选一的时候,那最后比拼得还是 —— 谁的成本好、价格低、服务品质好。" 但供应链是一个更复杂、更难以赚钱、需要更长时间精细运营的生意。从 2017 到 2024 年,美团围绕 食杂零售业务(美团优选、美团快驴、小象超市)投入了近千亿元。 京东在做外卖上投入了很 ...
晚点独家丨不投具身的朱啸虎,投了小鹏机器人前成员做的 AI 潮玩
晚点LatePost· 2025-06-17 09:10
以下文章来源于晚点科技 ,作者晚点团队 晚点科技 . 晚一点,好一点 "用户最核心的需求是理解、陪伴与社交玩法,而不是复杂动作表演。" 文 丨 王与桐 编辑 丨 程曼祺 本轮融资完成后,珞博将围绕 "芙崽"IP 构建更完整的生态矩阵,重点包括新产品迭代、渠道拓 展、IP 联名款推出以及 AI 能力深化。此轮的领投方之一,上影集团就拥有诸多知名 IP,包括 《大闹天宫》《葫芦兄弟》《黑猫警长》《哪吒闹海》等 。 《晚点 LatePost》独家获悉,AI 陪伴硬件初创公司 Robopoet 珞博智能近日完成数千万元人民 币天使轮融资,由上影新视野基金与金沙江创投联合领投,零一创投跟投。 珞博成立于 2024 年 1 月。今天(6 月 17 日),珞博的首款产品芙崽 Fuzozo 将在京东自营渠 道开始预售。 全球范围内,近期受到关注的可与人互动的智能 AI 潮玩或宠物,还有外形像老鼠、兔子和猫咪结合 体卡西欧 Moflin,售价 400 美元,官网一度断货,二手平台被炒到上万元。日本知名宠物机器人 LOVOT,具备一定自主移动能力,售价达 3 万元,在全球卖出上万台。在今年 CES 上,树懒外形的 AI 宠物 M ...
软饮新王东鹏的高增长步伐,暂时还停不下来
晚点LatePost· 2025-06-17 09:10
以下文章来源于晚点财经 ,作者晚点团队 晚点财经 . 百亿美元市值公司的最新动态。 有效的产权结构及储备,是东鹏持续增长的推进器。 文 丨 胡昊 品牌和渠道,无疑就是驱动软饮类公司(甚至整个快消品领域参与者)持续增长的决定性要素。 如果还要在两者中做进一步的选择,大概率,新兴公司的崛起会更在意对品牌势能的建设,成熟公司 的增长则更需要渠道资源的推力,而越过山丘后,那些伟大的消费公司的持续增长往往又会回到品牌 与文化的勾兑及传播上(例如可口可乐)。 从这一视角来看现阶段国内的饮料公司或品牌,新兴公司的代表仍就是几年前的元气森林,但现如今 其已经难以掀起行业水花;而包括农夫山泉、华润饮料、康师傅饮料、统一饮料等成熟公司也正面临 增长停滞的局面,他们现在基本都在与通胀率较劲。 造成这一局面的一个重要因素是,2024 年中国现制茶饮市场的规模已超过 6000 亿元,同时实现了超 20% 的增长,这种饮料消费行为及市场结构的变化给传统软饮行业参与者带来了不可抗式的冲击力, 这类新势力正在分食这一市场蛋糕。 同样是成熟公司的东鹏饮料却展现出了截然相反的免疫力表现情况和增长态势,2024 年其营收和利润 增速分别达到 40 ...
软饮新王东鹏的高增长步伐,暂时还停不下来
晚点LatePost· 2025-06-16 15:15
晚点财经 . 百亿美元市值公司的最新动态。 以下文章来源于晚点财经 ,作者晚点团队 有效的产权结构及储备,是东鹏持续增长的推进器。 文 丨 胡昊 品牌和渠道,无疑就是驱动软饮类公司(甚至整个快消品领域参与者)持续增长的决定性要素。 如果还要在两者中做进一步的选择,大概率,新兴公司的崛起会更在意对品牌势能的建设,成熟公司 的增长则更需要渠道资源的推力,而越过山丘后,那些伟大的消费公司的持续增长往往又会回到品牌 与文化的勾兑及传播上(例如可口可乐)。 从这一视角来看现阶段国内的饮料公司或品牌,新兴公司的代表仍就是几年前的元气森林,但现如今 其已经难以掀起行业水花;而包括农夫山泉、华润饮料、康师傅饮料、统一饮料等成熟公司也正面临 增长停滞的局面,他们现在基本都在与通胀率较劲。 造成这一局面的一个重要因素是,2024 年中国现制茶饮市场的规模已超过 6000 亿元,同时实现了超 20% 的增长,这种饮料消费行为及市场结构的变化给传统软饮行业参与者带来了不可抗式的冲击力, 这类新势力正在分食这一市场蛋糕。 同样是成熟公司的东鹏饮料却展现出了截然相反的免疫力表现情况和增长态势,2024 年其营收和利润 增速分别达到 40 ...
均价 30 万,最高 90 万,极氪如何能卖出 50 万台车?
晚点LatePost· 2025-06-16 15:15
Core Viewpoint - Zeekr is the fastest luxury electric brand to achieve the milestone of 500,000 vehicle deliveries, reaching this target in just 44 months since its inception with the Zeekr 001 model [2][3] Group 1: Market Position and Strategy - Zeekr's average vehicle price is nearly 300,000 yuan, with the highest model priced close to 900,000 yuan, positioning itself in the luxury segment traditionally dominated by brands like BMW, Benz, and Audi (BBA) [3] - The company has launched six models in three years, indicating a commitment to building a sustainable product matrix rather than relying on a single hit model [3][4] - The merger with Lynk & Co has established a new strategic direction, with Zeekr focusing on the high-end luxury market while Lynk & Co targets the 200,000 yuan segment [4] Group 2: Technological Advantages - Zeekr has developed the SEA architecture, a fully proprietary electric vehicle platform, which serves as the foundation for its high-end electric strategy [5] - The company has invested 20 billion yuan over five years to create a robust technological ecosystem, enhancing its competitive edge [5] - Zeekr's integration of an 800V high-voltage architecture allows for ultra-fast charging capabilities, with the V4 charging station being the first of its kind globally [6][8] Group 3: Product Development and Innovation - The Zeekr 001 has successfully combined performance, comfort, and luxury, creating a new category of luxury shooting brake vehicles [12] - Following the success of the Zeekr 001, the company entered the luxury MPV market with the Zeekr 009, which has outperformed traditional fuel MPVs in sales [12][14] - The upcoming Zeekr 7X is designed for global markets, featuring advanced technology and performance characteristics that rival high-end luxury vehicles [14][15] Group 4: Future Outlook and Integration - The completion of the merger with Lynk & Co and potential privatization under Geely's umbrella signifies a strategic consolidation aimed at enhancing resource efficiency and brand positioning [16][18] - Zeekr is evolving its technology strategy to encompass a broader range of energy solutions beyond pure electric, indicating a shift towards a more comprehensive approach to the luxury electric vehicle market [17][18] - The company aims to leverage its accumulated technology and experience to drive innovation and growth within the Geely ecosystem, marking a transition from a startup to a core player in the high-end electric vehicle sector [17][18]
万达电影董事长陈祉希:打通内容全产业链资源,是我看好的 “新剧本”
晚点LatePost· 2025-06-16 15:15
Core Viewpoint - The company aims to transform cinemas into a globally promotable new business model, focusing on creating a "super entertainment space" that integrates various entertainment forms and enhances user experience [1][12]. Financial Performance - In 2024, the company reported revenue of 12.362 billion yuan, a year-on-year decline of 15.44%, with a net loss of 940 million yuan compared to a profit of 912 million yuan in 2023 [5]. - In Q1 2025, the company achieved revenue of 4.709 billion yuan and a net profit of 830 million yuan, with a net profit margin increasing from 8.53% to over 17% [5]. Strategic Changes - The company has undergone significant restructuring, focusing on eliminating historical burdens and optimizing its organizational structure to enhance operational efficiency [6][20]. - A new strategic framework called "1+2+5" was introduced, which includes one super entertainment space, two markets (domestic and international), and five core businesses: cinema, film and television series, strategic investment, trendy toys, and gaming [9][31]. Business Model Innovation - The company is shifting its revenue model to balance ticket sales and non-ticket revenue, aiming for a 50:50 ratio [12][48]. - The focus is on diversifying revenue streams through non-ticket sales, including merchandise and experiential activities in cinema lobbies [38][74]. Market Positioning - The company maintains the largest market share in China's cinema industry, which provides a stable cash flow and a strong foundation for future innovations [11]. - The company is exploring collaborations with popular IPs and brands to enhance its product offerings and attract diverse consumer segments [57][69]. Operational Efficiency - The company has implemented a flat management structure to improve communication and decision-making across its various business units [21][22]. - Marketing strategies have been refined to ensure that promotional activities are directly linked to user growth and engagement metrics [24][25]. Future Outlook - The company is optimistic about the recovery of the film market, projecting that the box office will exceed 2024 levels in 2025 [82]. - Continuous investment in content and IP development is seen as crucial for sustaining long-term growth and market relevance [66][65].
对话影石Insta360 刘靖康:大疆是个强大对手,但我不想成为另一个大疆
晚点LatePost· 2025-06-15 12:00
Core Viewpoint - The company, Insta360, has successfully navigated a competitive landscape by focusing on innovation and creating new market categories, rather than merely competing in existing ones. The founder emphasizes the importance of a mindset that values unique experiences and the pursuit of knowledge development as a core business strategy [4][71]. Group 1: Company Background and Market Position - Liu Jingkang, the founder of Insta360, has dedicated the last decade to entrepreneurship, focusing on creating innovative camera products that capture unique experiences [4][5]. - Insta360 has achieved significant market success, becoming the global leader in panoramic cameras with an 80% market share, and is close to surpassing GoPro in the action camera market [5][6]. - The company went public on the STAR Market after a lengthy IPO process, with its market capitalization exceeding 70 billion RMB shortly after listing [6]. Group 2: Business Strategy and Innovation - The company aims to redefine existing categories and create new ones, moving beyond merely entering established markets [7][19]. - Liu Jingkang describes the competitive landscape as a "hell mode," where entering saturated markets requires significant technological and innovative breakthroughs to maintain profitability [5][10]. - Insta360's revenue and net profit are projected to reach approximately 5.6 billion RMB and 1 billion RMB, respectively, in 2024, with a compound annual growth rate of over 65% in the last three years [13]. Group 3: Product Development and Market Challenges - The company has launched the Ace series of wide-angle action cameras to compete directly with GoPro and DJI, while also preparing for potential competition from DJI in the panoramic camera space [13][21]. - Liu Jingkang emphasizes the importance of addressing unmet consumer needs and pain points in the action camera market, leading to innovations such as improved low-light performance and enhanced audio capture capabilities [22][24]. - The company is focused on a "surround-style differentiated attack" strategy, aiming to cover a wide range of focal lengths and scenarios to meet diverse consumer demands [24]. Group 4: Organizational Development and Leadership - The company is transitioning towards a learning-oriented organization that prioritizes employee development as a means to drive business growth [50][67]. - Liu Jingkang highlights the importance of empowering teams to make decisions and learn from both successes and failures, fostering a culture of innovation and adaptability [52][66]. - The organization is also addressing the complexities of managing a growing workforce and ensuring effective communication and collaboration across departments [60][64]. Group 5: Competitive Landscape and Future Outlook - The competitive environment is characterized by rapid innovation and the need for continuous improvement, with Liu Jingkang asserting that the company must remain vigilant and proactive in its strategies [28][39]. - The company views competition as an opportunity for skill enhancement and market expansion, believing that the challenges faced will ultimately lead to better products and customer experiences [32][34]. - Liu Jingkang expresses a long-term vision of creating world-class products and defining new market categories, driven by a philosophy of "You Only Live Once" (YOLO) that encourages bold decision-making and risk-taking [71][74].
AI 与志愿填报机构对决,谁更懂你的未来?
晚点LatePost· 2025-06-13 07:11
你可能也听过这样的故事: 一起长大的朋友高考分数足够上个末流 211,但一本志愿全滑档,最后去了二本,成了该校历史最高 分; 乔布斯曾问比尔·盖茨:为什么科技几乎改变了所有领域,却唯独对教育的影响小得出奇? 妹妹擅长理工科,想报计算机专业,却被爸妈一句 "程序员 35 岁就失业" 劝退,改报管理类,大学四 年在背不懂的管理术语中挣扎; 把经验和运气,变成数据和逻辑 小镇做题家的同事,填志愿时连 "专业" 意味着什么都没弄清楚,只是跟风选了当年最热门的方向,如 今在并不适合自己的行业里日复一日内耗。 每年大概只有 2% 的考生能接触到志愿专家,剩下的 1300 万考生,可能经历了家长发动亲友、翻烂 学校手册、跑招生会、在小红书和知乎看帖的种种步骤后,依然改变不了资源有限、信息孤岛、一知 半解的局面。 但随着技术的进步,游戏规则正在发生改变。高考志愿填报,是典型的信息密集、决策复杂场景,天 然适合大模型落地。国内已经不少有模型能力,或者有数据积累的公司跃跃欲试。 已经服务 7 年高考的夸克,正试图让数据和大模型把这件原本靠 "大海捞针、经验、运气" 的事,变 成一件可以靠 "智能、数据、逻辑" 完成的事。 最近, ...