21世纪商业评论 . 以下文章来源于21世纪商业评论 ，作者鄢子为 《21世纪商业评论》敏感于一切商业新知、商业产品、商业模式和商业英雄，敏感于新公司的新玩意、 老公司的新改造、旧话题的新表达、老商业的新颠覆，为您提供最新鲜实用的商业养分。 作者 ： 鄢子为 来源：21世纪商业评论 ----------------------------- 黄宏生家族，抛出大动作。 1月21日，他实控的创维集团宣告， 拟私有化退市，并分拆旗下光伏业务上市 。 在公告中，其给出"换股"和"现金套现"两个具备溢价的方案，股东可以按需求选择。当日复盘，创 维集团股价大涨37%，市值达到135亿港元。 据中诚达行数据，创维光伏的估值（中位数）约100亿元人民币。交易完成后，黄宏生家族，仍是 实际控制人，持股46.52%。 "近几年， 光伏业务做得比较好，公司希望将这块最优质的资产进行独立上市，反映出其价值 。"创维集团回复《21CBR》记者。 进退之间，创维集团这家彩电龙头，在港交所历经25年沉浮，如今挥别谢幕，舞台交给新人。 01 一退一进 创维集团的股东，还能领到一笔额外"福利"，每股分到约0.37股创维光伏股份，按估值算，这部 ...

Core Viewpoint - Sony's decision to divest its television business to TCL marks the end of an era for Japanese brands in the global TV market, highlighting the rise of Chinese brands and the challenges faced by traditional players [12][14][26]. Group 1: Sony's Business Restructuring - Sony announced a major restructuring on October 20, 2023, to divest its television business, transferring it to a joint venture with TCL, where TCL will hold a 51% stake [12][14]. - This move signifies the end of Japanese dominance in global TV hardware manufacturing, as Sony relinquishes control over a once-proud segment of its business [14][26]. - The joint venture will continue to use the Sony and BRAVIA brands, ensuring brand recognition and customer loyalty while allowing Sony to focus on higher-margin areas like gaming and content [15][18]. Group 2: Market Dynamics and Competition - Chinese brands have captured over 50% of the Japanese TV market, with TCL holding a 13.8% global market share, positioning it as the second-largest TV brand worldwide [7][26][40]. - By 2024, foreign brands, including Sony, will collectively hold less than 5% of the Chinese market, indicating a significant decline in their competitive position [27]. - The partnership between TCL and Sony is seen as a strategic move to enhance TCL's brand prestige and global influence while allowing Sony to reduce operational pressures in a highly competitive market [17][18][44]. Group 3: Challenges Faced by Sony - Sony's television division has seen its global market share drop to 1.9%, reflecting a broader trend of declining Japanese brands in the consumer electronics space [26][34]. - Issues such as poor software adaptation, service delays, and customer dissatisfaction have contributed to a loss of trust among consumers, leading to a significant decline in brand loyalty [30][33]. - The overall decline of Japanese TV brands is evident, with significant drops in OLED TV shipments and a general retreat from the high-end market [34][35]. Group 4: TCL's Growth and Future Prospects - TCL has experienced substantial growth, with a 14.8% increase in global TV shipments in 2024, and is projected to surpass 30 million units in 2025 [40][41]. - The acquisition of Sony's TV business is expected to enhance TCL's capabilities in high-end markets, leveraging Sony's technology and brand reputation [44]. - The competitive landscape in the TV industry is shifting, with TCL's partnership with Sony potentially creating a formidable entity that could reshape market dynamics [45].

中国消费者的狂热追捧，直接将车厘子打造成智利的"摇钱树"。 2000年，智利车厘子种植面积仅3241公顷，到2024年已激增到74148公顷（约110万亩），近五年规模几乎翻倍。 产量随之暴涨， 2025-2026产季智利车厘子预计产出65.5万吨，折合1.31亿箱 ，其中超九成都会销往中国市场。 车厘子能在中国站稳脚跟，很大程度上沾了春节的光。中国人过年就偏爱新鲜喜庆的物件，红彤彤的车厘子既完美贴合节 日氛围，又破解了冬季本土水果品类稀缺的难题。 但这份双向利好的格局下，不少网友提出质疑：" 车厘子从采摘到零售要漂洋过海近一个月 ，普通水果早变质了，肯定加 了科技与狠活。" 这颗跨越2万公里、保鲜近一个月的鲜果，真的靠防腐剂续命吗？ 而空运仅作为季初补充，东航包机从圣地亚哥飞抵上海约25小时，最快两天就能送达消费者手中。 中国市场不仅拉动智利车厘子种植规模扩容，更反向倒逼其全行业升级。 目前智利有50万人从事车厘子相关工作，占水果种植人口的三分之一 ，从果园管控、采收分拣到包装加工，整条产业链 都实现了标准化提升。 一、靠车厘子搭上"快车道" 中国市场的消化能力堪称惊人。 目前智利占据全球超五成的车厘子出口 ...

首席品牌评论 . 热门品牌案例，专业深度评论。在这里，读懂品牌之道！ 作者 ：首席品牌评论 来源：首席品牌评论 一波三折，西贝事件，再次迎来了大反转。 以下文章来源于首席品牌评论 ，作者首席品牌评论 ----------------------------- "食神"出手 昨天，西贝传出了新一轮的融资消息，投资方包括台州新荣泰投资有限公司、呼和浩特市集体共创 企业管理中心、成都迅达光电有限公司、杭州舟轩股权投资管理合伙企业等，具体投资金额没有对 外披露。 众多投资方中，最引人注目的莫过于台州新荣泰。这家公司的实际控制人，正是被业界奉为"食 神"的新荣记创始人张勇。 自2025年9月预制菜风波暴发以来，西贝这家曾经的餐饮优等生陷入了前所未有的信任危机。 罗永浩连番质疑的余波难平，门店客流断崖式下跌，贾国龙即便祭出3亿多元消费券、启动大范围 降价，也只换来了短暂的客流反弹。 有人把西贝的困境归咎于舆情公关的失当，认为贾国龙硬刚罗永浩的失控加速了信任崩塌。但在我 看来，预制菜争议只是导火索。 2025年二季度以来，餐饮行业进入寒冬模式，食材、人力、房租等刚性成本持续攀升，中高端餐 饮首当其冲。而西贝的问题在于，它卡 ...

Core Viewpoint - The article discusses the challenges and complexities of learning from the "胖东来" (Pang Donglai) retail model, highlighting the struggles of various supermarket chains in adapting to this model and the inherent difficulties in transforming traditional retail practices into a more efficient and profitable system [2][4][14]. Group 1: Industry Challenges - The retail industry is facing significant challenges, with major players like 永辉超市 (Yonghui Supermarket) reporting substantial losses, including a projected annual loss and a nearly 20% revenue decline for 中百 (Zhongbai) [5][10]. - The article notes that while some companies like 步步高 (Bubugao) have shown revenue growth, they still face operational challenges, including a significant drop in net profit [5]. - The difficulties in replicating the success of 胖东来 are emphasized, as many companies struggle to understand and implement the key aspects of its operational model [7][14]. Group 2: Learning from 胖东来 - The essence of learning from 胖东来 lies in fundamentally changing the survival strategies of traditional supermarkets, moving away from a reliance on key account (KA) sales to a model that prioritizes direct consumer engagement and product selection [14][20]. - 胖东来’s model emphasizes the importance of self-owned brands and a direct relationship with suppliers, which contrasts sharply with traditional practices that often involve significant fees for shelf space and product placement [16][19]. - The article highlights the difficulty of changing entrenched procurement practices within traditional supermarkets, which often leads to resistance against adopting new operational models [22][24]. Group 3: Management and Employee Relations - 胖东来 is noted for its generous employee compensation and benefits, which are designed to foster loyalty and reduce corruption within the procurement process [33][39]. - The management practices at 胖东来 are characterized by strict rules and high expectations, which can lead to challenges in maintaining quality as the company scales [44][45]. - The article discusses the complexities of managing a large organization while trying to implement a detailed and rigorous management system, indicating that as companies grow, the effectiveness of such systems may diminish [48][50]. Group 4: Market Dynamics and Future Outlook - The retail landscape is evolving, with traditional supermarkets facing competition from e-commerce and new retail formats, making it essential for them to adapt quickly to changing consumer preferences [56][60]. - The article suggests that the success of 胖东来 may not be easily replicable due to its unique context and the personal leadership style of its founder, indicating a potential "survivor bias" in attempts to emulate its model [62][63]. - The future of retail may require a reevaluation of existing business models, as companies navigate the complexities of modern consumer behavior and market conditions [58][61].

Core Viewpoint - The article discusses the significant decline in sales of traditional luxury car brands (BBA: BMW, Benz, Audi) in China for 2025, attributing this downturn to the rise of domestic electric vehicle brands and changing consumer preferences [6][9]. Group 1: Sales Performance - In 2025, the sales figures for BBA in China were as follows: BMW (including MINI) sold 625,500 units, down 12.5%; Audi (from FAW and SAIC) sold approximately 617,000 units, down 5%; and Mercedes-Benz (including commercial vehicles) sold 575,000 units, down 19% [6][8]. - The collective decline in sales for BBA is not seen as a short-term fluctuation but rather a structural loss due to the surge in new energy vehicles, with the penetration rate nearing 60% and domestic brands capturing 65% of the market share [9]. Group 2: Market Dynamics - The article highlights that the traditional luxury brands are struggling to maintain their market position as consumers shift away from brand loyalty, with BBA's user intent loyalty dropping below 18% in 2025 [13][14]. - The competition from new energy brands like NIO, Li Auto, Tesla, and Xiaomi is evident, with a significant percentage of their potential repeat customers coming from former BBA users [14]. Group 3: Strategic Responses - BMW has initiated price cuts on over 30 models to attract customers, with the entry-level electric iX1 dropping to 187,500 yuan, but the effectiveness of this strategy in boosting sales remains uncertain [10][11]. - Audi plans to launch new models like the A6L e-tron and E7X in 2026 to address its technological shortcomings, while Mercedes-Benz aims to introduce 15 new models, including a locally produced electric GLC [16][18]. - BMW's upcoming iX3, set to launch in late 2026, will feature advanced technology and pricing will be crucial for its success in the new energy market [17].

以下文章来源于米宅 ，作者路小舟 米宅 . 专注于房产和财经领域的行业分析、城市发展、产业前沿、一线调研等，持续输出优质内容，和米宅一 起，保卫资产，穿越周期！ 作者 ： 路小舟 来源：米宅 01 ------------------------------ 2026年1月19日，海南封关整整一个月。 刚出炉的数据，截止到1月17日，封关首月: 海关在"一线"监管进口"零关税"货物7.5亿元； 在"二线"监管销往内地的加工增值免关税货物8586.7万元； 监管海南空港口岸进出境人员31.1万人次，同比增长48.8%。 封关红利正以惊人速度释放，一场属于海南的"黄金时代"，才刚刚拉开序幕。 免税店门口排起长龙，机票订单翻五倍，榴莲18小时从马来西亚直达海南超市…… 封关后， 海口、三亚…… 卖爆了！抢爆了 …… 看数据： 封关后首日，海南离岛免税购物金额达1.61亿元，同比增长61%。 2025年12月18日，海南自贸港全岛正式封关。 截止到1月17日，离岛免税购物金额高达48.6亿元，同比增长46.8%，购物人数达74.5万人次。 相当于， 每天 都 有2.4万人在海南"买买买" ，每天怒砸1.6亿元 。 海 ...

Core Viewpoint - The article discusses the recent attempts by high-profile women, specifically Zhang Zetian and Tian Puqin, to redefine their public personas through high-profile interviews, but ultimately highlights their struggles with authenticity and depth in their narratives [3][5][13]. Group 1: Zhang Zetian's Podcast - Zhang Zetian launched a podcast named "Little Tian Zhang" to shed her "Milk Tea Sister" and "wife of Liu Qiangdong" labels, aiming to present her true self [7][11]. - The podcast featured high-profile guest Liu Jialing, but the conversation revealed a significant gap in experience and depth between the two, leading to an awkward dynamic [9][11]. - Zhang's attempts to engage in profound discussions were met with superficial responses, indicating her lack of relatable life experiences compared to her guest [11][12]. Group 2: Tian Puqin's Interview - Tian Puqin's interview with business figure Duan Yongping was marked by her ambition but ultimately fell short due to her perceived disconnect and lack of depth [13][14]. - Both women share a common identity anxiety, seeking to escape the label of being mere affluent wives and striving to establish themselves as independent modern women [14][16]. - The article critiques their efforts to prove independence using resources tied to their marriages, highlighting the inherent contradiction in their pursuits [16][22]. Group 3: Lessons on Social Dynamics - The article emphasizes that access to elite social circles does not equate to belonging, as the mismatch between resources and personal capabilities can lead to public embarrassment [19][20]. - The experiences of Zhang and Tian serve as a reminder that true respect and recognition require genuine effort and experience, rather than relying solely on privileged backgrounds [21][23]. - The narrative concludes that while enjoying the benefits of wealth and status, one must also accept the associated labels and not seek to redefine oneself without the necessary experiences to back it up [22][23].

Group 1 - The article discusses the recent market sentiment where despite a lively index and themes, few investors have made significant profits, particularly in the commercial aerospace sector [1] - It highlights a shift in market dynamics, indicating that the A-share market is no longer characterized by a slow pace of "buying after news" but rather by rapid movements of funds and quick market reactions [1] - Historical trends suggest that each major market rally involves multiple themes, and missing one opportunity is not critical, but failing to identify the next opportunity is concerning [1] Group 2 - The article mentions the arrest of Chinese citizen Cui Lijie in Saipan, USA, who was a key operator of a luxury casino [3][4] - Cui Lijie, aged 68, had long resided in Hong Kong and was detained for allegedly violating immigration laws [4] - The article provides background on Cui Lijie's family connections, particularly her relationship with actress Wu Peici and her son Ji Xiaobo, who has a controversial history in the gambling industry [6][8] Group 3 - Ji Xiaobo, who started his career in Macau as a "叠码仔" (a middleman for casinos), expanded his operations significantly, eventually leading to the establishment of a casino in Saipan [14] - The casino, operated by Bohua Pacific International, faced numerous controversies, including allegations of illegal employment and bribery, leading to its eventual closure and bankruptcy filing [15][18] - The article notes that the casino's operations were linked to significant financial misconduct, with the company declaring debts of $165.8 million [15] Group 4 - The article discusses the legal troubles faced by Ji Xiaobo and his family, including the dismantling of a criminal organization involved in illegal gambling activities [23][26] - Cui Lijie's arrest is framed as part of a broader narrative of the family's decline, with Ji Xiaobo currently unaccounted for and the family's wealth significantly diminished [27][28] - The narrative concludes with a reflection on the family's rise and fall within the gambling industry, marking a significant chapter in their history [29]

Core Viewpoint - JD.com has achieved a record revenue of 1.15 trillion yuan, surpassing Alibaba by nearly 180 billion yuan and Huawei by approximately 300 billion yuan, establishing itself as China's largest private enterprise and the only private company with over a trillion yuan in revenue [1][3][5]. Group 1: Revenue and Workforce - JD.com reported a total revenue of 1.1588 trillion yuan, significantly exceeding Alibaba's 984.7 billion yuan and Huawei's 860 billion yuan, marking it as the largest private enterprise in China [3][5]. - The company employs 670,000 staff members, contributing to its substantial revenue generation [1]. Group 2: Employee Welfare and Business Strategy - JD.com has invested heavily in employee welfare, with over 116.1 billion yuan spent on labor costs last year, and offers a housing loan program for employees, providing up to 1 million yuan [1][9]. - The company has implemented a strategy of full social insurance coverage for all delivery personnel, enhancing employee satisfaction and loyalty [7][9]. Group 3: JD Health and Growth Potential - JD Health has shown remarkable growth, with total revenue projected to increase by 8.6% to 58.2 billion yuan in 2024, becoming a significant profit driver for the group [10]. - The introduction of innovative health products, such as "Xiaoniu Acid," has led to substantial revenue growth, with JD Health's net profit reaching 2.44 billion yuan, accounting for nearly a quarter of the group's total profit [17]. Group 4: Market Position and Competitive Advantage - JD.com has established a robust logistics network with 3,600 smart warehouses and a storage area equivalent to 4,500 football fields, enabling rapid order fulfillment [7]. - The company has successfully penetrated the high-net-worth consumer market, with 77% of households earning over 500,000 yuan annually making purchases on JD.com [12]. Group 5: Contribution to National Economy - Private enterprises in China, including JD.com, have collectively generated 41 trillion yuan in revenue, significantly contributing to the national economy and employment [21]. - The government is supporting private enterprises through tax reductions and encouraging technological advancements, allowing companies like JD.com to thrive [23].