Core Viewpoint - The article highlights the increasing issue of consumers exploiting return policies in the e-commerce sector, particularly during the "May Day" holiday, leading to significant losses for merchants due to high return rates and operational costs [1][4][5]. Group 1: Impact of Return Policies - Return rates have skyrocketed, with reports indicating rates exceeding 300% during peak periods, meaning for every three items sold, nine were returned [15]. - Merchants face "invisible losses" as returned items often arrive with stains and signs of use, complicating resale and increasing operational costs [4][9][22]. - The phenomenon of consumers keeping tags on clothing to exploit return policies has become a widespread issue, leading to a culture of "white-washing" [17][19]. Group 2: Merchant Responses - Merchants are beginning to take action against these practices, including refusing returns, seeking legal recourse, and organizing collective actions to protect their interests [25][26]. - Some merchants have resorted to blocking buyers from high-return areas, reflecting a desperate measure to mitigate losses [26]. - The rise in awareness and action among merchants indicates a shift towards more proactive measures in defending against exploitative consumer behavior [25][30]. Group 3: Regulatory and Platform Changes - The government has started addressing the issue, with the State Administration for Market Regulation discussing the need for reforms in e-commerce return policies to protect merchants [29][30]. - E-commerce platforms are also adapting their policies, with some limiting the "no-questions-asked" return options to better balance consumer rights and merchant protection [30][31]. - Proposed changes include clearer definitions of what constitutes a returnable item and the establishment of penalties for consumers who abuse return policies [32].

Core Viewpoint - The article emphasizes the entrepreneurial journey of Liu Qiangdong, the founder of JD.com, highlighting his decision-making principles and the importance of recognizing opportunities in chaotic industries [2][10]. Group 1: Liu Qiangdong's Background and Early Choices - Liu Qiangdong's academic success, being the top scorer in the college entrance examination, played a significant role in shaping his entrepreneurial mindset and leadership qualities [4]. - His first entrepreneurial attempt in the restaurant industry failed due to management issues, which taught him valuable lessons about human nature and the importance of management skills [8]. - Liu's transition to the electronics business in Zhongguancun was marked by a commitment to integrity and customer service, distinguishing his approach from competitors [9]. Group 2: Major Strategic Decisions - The first major decision was to close all physical stores during the SARS outbreak in 2003, pivoting to e-commerce, which he identified as the future of retail [9]. - The second decision involved expanding product categories to create a comprehensive platform, despite investor resistance, reflecting his vision for JD.com [9]. - The third strategic choice was to build an in-house logistics system to improve service quality and efficiency, addressing high complaint rates related to logistics [9]. - The fourth decision aimed at establishing logistics as a global infrastructure, showcasing his long-term vision for the company [9]. Group 3: Insights from Liu Qiangdong's Journey - Entrepreneurship requires a balance of rational decision-making and the courage to pursue ambitious goals, as demonstrated by Liu's initial foray into the restaurant business [12]. - Successful entrepreneurship is rooted in understanding one's strengths and differentiating from competitors, which Liu achieved through his unique business model [13]. - Building a trustworthy brand and prioritizing customer service are essential for long-term success, as seen in Liu's commitment to selling only genuine products [14]. - Strategic choices often involve trade-offs, and Liu's focus on e-commerce over traditional retail exemplifies this principle [14]. - The ability to identify and seize business opportunities is a key factor in Liu's success, particularly in his decision to develop logistics capabilities [14].

以下文章来源于Tech星球 ，作者陈桥辉 而在社交平台上，关于无人机考证的话题讨论热度居高不下，"零基础如何快速考取无人机驾 照""考下无人机证，月入过万能实现吗" 等帖子屡见不鲜。不少人怀揣着对新兴行业的憧憬，以 及对高薪职业的向往， 开始 考证 。 但在这看似 火爆的 考证热潮背后， 实则暗藏诸多不为人知的陷阱 。 在抖音、小红书等平台上，有人反 映 满心欢喜考下证书，却发现就业之路并非想象中那般顺 畅； 还有人花费大量金钱与时间培训，最终换来的却是钱花了，就业还被拒。 备受 热捧的无人 机考证，为何会批量制造 "失业飞手"？那些打着"轻松考证，高薪就业"旗号的背后，究竟隐藏着 怎样的套路？ 01 无人机考证 爆 火 ，一周收 10 万报名费 Tech星球 . Tech星球，聚焦互联网前沿科技和新商业。 作者： 陈桥辉 来源： Tech星球 从繁华都市的高楼大厦间穿梭进行影视航拍，到广袤农田上空助力农业植保，再到电力线路巡检 保障能源输送，无人机 早已从曾经的小众科技玩具，逐步渗透进各行各业。与此同时， 无人机 考证热潮 也随之 兴起 。 Tech星球发现，就连有些老牌汽车驾考培训平台，也推出了驾考无人机 ...

以下文章来源于超电实验室 ，作者王磊 超电实验室 . 让汽车和未来触手可及。 作者： 王磊 来源：超电实验室 高合汽车，卷土重来了。 近日，一家名为 江苏高合汽车有限公司 的企业悄悄成立，注册资本达到了1.43亿美元（约合人民 币10.3亿元），企业地址为此前的高合汽车所在地——盐城经济技术开发区东环路69号。 而且该公司是由EV Electra Ltd.和华人运通（江苏）技术有限公司共同持股，从持股方和地址看， 这个新成立的江苏高合汽车有限公司，似乎就是高合汽车恢复运营的新载体。 不过法人不再是丁磊，而是一名来自黎巴嫩的初创车企CEO Jihad Mohammad 。 此前，高合曾与沙特资本签署56亿美元合作协议，但资金迟迟未到位。如今在中东资本的加持下， 成立了新公司，标志着高合汽车向"复活"迈出关键一步。 截至目前，华人运通官方还没有任何回应。 01 控制权易主？ 士别三日，高合汽车是"头顶一块布"回来的。 去年8月，高合汽车的母公司华人运通（江苏）技术有限公司因资不抵债申请破产重整。在资产和 负债情况方面，华人运通系五十二家公司合并口径账面资产总额为59.83亿元， 账面负债157.81亿 元 。同时 ...

在智能汽车这条赛道上，不夸张地说，比亚迪智驾全维度领先，已经成了中国智驾车市场的 扛把 子 。 数据多、用户多，智驾系统就越用越聪明，也难怪越来越多的人买比亚迪就是冲着智能驾驶来 的。 比 亚迪敢这样大手笔推进全民智驾，底气也很足 —— 有全球最大的数据底座；超 12 万名研发人 员、 5000 多名智驾工程师； 依托全球规模最大的新能源汽车制造体系， 带动行业一起进步 。 最关键的是，比亚迪一直把安全放在第一位，智驾系统不仅帮你解放双手，更像一个随时在身边 的安全卫士。 智能化是大势所趋，比亚迪用实际行动引领了行业。未来，谁不想拥有一辆更聪明、更安全的车 呢？ 2025 年 2 月 10 日，比亚迪官宣全民智驾战略，推出了 " 天神之眼 " 智能驾驶辅助系统，覆盖仰 望、腾势、方程豹和比亚迪等全品牌。 就说 4 月， 比亚迪在国内卖了 30 多万辆乘用车，其中有七成搭载了智驾系统，这个普及率直接 甩开其他品牌几条街。 现在，比亚迪全品牌搭载天神之眼和乾崑智驾的车型累计卖出超过 48 万辆，每天能产生 3000 万公里的智驾数据。 ...

Core Viewpoint - The article discusses the journey of the Jiangxi-based bottled water brand "Runtian," highlighting its rise, fall, and attempts to re-enter the capital market through a reverse merger with ST United, amidst challenges such as low pricing strategies, industry competition, and national expansion barriers [2][18]. Group 1: Historical Background - Runtian was founded in 1994 and quickly gained market penetration in Jiangxi, achieving over 50% market share with its 1 yuan pricing strategy and memorable advertising [3]. - By 2007, Runtian had expanded significantly, attracting a 200 million yuan investment from Softbank SAIF, which facilitated its national expansion and product line diversification [5]. - Despite plans for an IPO in 2009, Runtian's listing was ultimately shelved due to market conditions [6]. Group 2: Crisis and Restructuring - A critical misstep in 2013 involving a controversial product led to a significant decline in Runtian's brand value and financial troubles, including debt crises and unpaid wages [8][10]. - In 2014, Runtian underwent a restructuring process, leading to the establishment of Jiangxi Runtian Industrial Co., which laid the groundwork for future state-owned capital involvement [11]. - By 2016, Jiangxi Tourism Group became the controlling shareholder of Runtian, marking its transition to a mixed-ownership enterprise [12]. Group 3: Current Challenges - Runtian faces ongoing issues with industry competition, particularly with Jiangxi Nanshan Yiquan, which poses a potential conflict of interest due to shared ownership under Jiangxi State Capital [12][13]. - The bottled water market in China is highly concentrated, with major brands holding over 80% market share, making it difficult for regional brands like Runtian to compete effectively [15]. - Runtian's limited product diversification compared to competitors further hampers its growth potential in the beverage market [16]. Group 4: Future Prospects - Runtian is currently pursuing a reverse merger with ST United, which could provide a pathway to public listing after years of failed IPO attempts [18][19]. - ST United, facing its own financial difficulties, may benefit from acquiring Runtian, creating a mutually beneficial scenario if the merger is successful [21]. - However, even with a successful merger, Runtian will still contend with significant challenges posed by larger competitors in the bottled water market [21].

Core Viewpoint - Tengshi has achieved significant milestones in the luxury automotive market, demonstrating that a focus on product quality and user needs can lead to success against international competitors [1] Group 1: Company Achievements - Tengshi's 10,000th vehicle, the N9, rolled off the production line in Jinan, marking a new milestone for the company after 15 years of establishment [1] - In the first four months of this year, Tengshi sold 48,241 vehicles, with an average transaction price ranking high among luxury brands [1] - The D9 MPV has topped sales charts for four consecutive months, while the newly launched N9 has become a flagship SUV, achieving over 9,000 deliveries within two months of its launch [1] Group 2: Market Expansion - Tengshi has attracted 350,000 high-end users and has become the first luxury brand globally to cover MPV, SUV, and sedan segments [1] - The brand has seen success in markets such as Hong Kong, Macau, Singapore, and Thailand, and made its entry into Europe in April, gaining attention at events like Milan Design Week and the Cannes Film Festival with the Z9GT [1] Group 3: Strategic Focus - The company's success is attributed to its emphasis on integrating advanced technology with genuine user demands rather than relying solely on marketing [1] - Tengshi's story illustrates that as more Chinese brands compete in the luxury market, there is a growing willingness among consumers to invest in "Chinese luxury," signaling the arrival of a global era for Chinese automobiles [1]

以下文章来源于蓝字计划 ，作者Hayward 蓝字计划 . 记录智能时代的每一次浪潮！前沿科技捕手，AI产品深度洞察。重点关注人工智能、机器人、新能源 车与硬科技。 "反游戏"已成为一项热门的生意。 01 新型戒网瘾学校，一半客户来自短视频 "魏教官"是华南地区一家知名的"少年特训营"的招生负责人，同时也是这个机构的副总经理，一般 来说，我应该叫他"魏总"，但见面时他穿着迷彩服，跟我介绍自己是"魏教官"。 为了解这个特训机构的情况，我从抖音取得联系，假以"十岁的孩子沉迷游戏"为由求见。 作者： Hayward 来源：蓝字计划（ID： BlueLetterPlan） 在网上发一些反对游戏的言论，轻松就能获客并年入千万？ 700 亿是什么概念？ 2024 年全年，中国电影总票房 425.02 亿元。而这个产业，年产值比中国 电影总票房还要多 65% 。 ——像这样的事情，在这个世界正真实发生着。由网红教育大 V 、"问题少年"的家长、还有带着 神秘色彩的机构一起，构造出的"反游戏"产业链， 它的年产值，已超 700 亿。 产业链上的众多机构，营收上亿的不为少数，几乎与中型游戏公司不相上下。 讲完以后，意犹未尽的魏 ...

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以下文章来源于华商韬略 ，作者华商韬略 华商韬略 . 聚焦标杆与热点、解构趋势与韬略 作者： 张静波 来源：华商韬略（ ID：hstl8888） 又是一场大反转！ ▲图片来源：羊城晚报 一个月前，当特朗普宣布，对中国加征关税后，美国长滩港来自中国的货轮，几乎一夜之间归 零。 短短几十天后，中美航线却戏剧性反转： 订单飙升，一舱难求。 01 全国大爆单 忙不过来，根本忙不过来。 "我今天对讲机都用掉两块电池了！" 深圳盐田港，国际集装箱码头值班经理林日生，忙得热火朝天，由于频繁沟通岸吊司机，声音都 有些沙哑。 事实上，5月底之前，美线舱位已全部售罄。 突如其来的一夜爆单，让很多外贸企业喜上眉梢的同时，也不得不连夜加班赶工。 5月12日，中美签署日内瓦经贸会谈联合声明。 消息一发布，美国采购商闻风而动，迅速行动起来，连夜向中国发邮件、打电话，着急催发货。 林日生工作的盐田港，是全球供应链的一个重要节点，承担了中国对美出口超过1/4的货运量。 不止盐田港。 中美关税调整后，全国多地港口发往美国的集装箱爆仓，外贸圈都沸腾了。 "声明发布不到24小时，美线订舱出运量出现井喷式增长，箱量从个位数猛增至近4000箱。" 在 ...