以下文章来源于金角财经 ，作者温颖颖 金角财经 . 城市新中产读本，拆解经济事件背后的逻辑。 作者： 温颖颖 来源：金角财经 "中国鸭王"栽了。 ---------------------------------- 湖南监管局 近日下发《行政处罚事先告知书》：绝味食品因 涉嫌信息披露违法违规 、被处罚 400 万元，董事长及多人被合计处罚 450 万元。与此同时，公司股票被实施其他风险警示， A 股简称 变为" ST 绝味" 。 这期间，绝味食品的营收增速大起大落： 2019 年同比暴增 18.4% ， 2020 年却骤降至仅 2% ， 2021 年又飙升 24.1% ，让外界对其经营稳定性产生质疑。 而在业绩波动期， 绝味食品反而还要 "藏富"。 问题来了，它到底图什么？ 要知道，从营收规模到门店数量，绝味食品一直压着煌上煌、周黑鸭，是卤味三巨头里的老大， 被 网友冠以 "中国鸭王"的称号 。 如今却被戴上 ST 的帽子，这意味着绝味食品可能面临融资受阻、品牌销量受损的局面。 A 股中， 不乏被 ST 后股价一路下滑甚至退市的案例，这对于绝味食品无疑是一记重拳。 更让人意外的是， 一般企业造假惯常是 "虚增 ...

Core Viewpoint - The trust crisis surrounding Xibei continues to escalate, driven by a lawsuit from a long-time customer alleging false advertising and a series of public relations missteps that have led to widespread criticism and ridicule [4][5][9]. Group 1: Lawsuit and Customer Allegations - A long-time customer, lawyer Guo Chengxi, filed a lawsuit against Xibei for alleged false advertising, seeking a public apology and compensation of 36,000 yuan [4][7]. - Guo's complaint highlights issues with Xibei's use of pre-prepared dishes and misleading marketing claims regarding food freshness and ingredient sourcing [9][10]. - The lawsuit includes demands for Xibei to publicly apologize for a week, disclose detailed information about pre-prepared ingredients, and pay 10,000 yuan in emotional damages along with punitive damages calculated at three times the consumption amount [9][10]. Group 2: Public Relations Missteps - Xibei's attempts to manage the crisis through emotional public relations campaigns have backfired, leading to further ridicule online [21][22]. - The company's initial strong response to criticism from public figures like Luo Yonghao transitioned to a series of poorly received emotional appeals, which were perceived as insincere [21][22]. - A specific public relations article about a child's emotional reaction to Xibei's potential closure was widely mocked, further damaging the brand's image [22][23]. Group 3: Crisis Management Recommendations - Experts suggest that Xibei should establish a synchronized "legal + public relations" response mechanism to address both the lawsuit and public criticism effectively [13][24]. - Recommendations include focusing on genuine communication and product quality improvements to rebuild consumer trust, rather than relying on emotional narratives that may appear scripted [24][26]. - The crisis serves as a cautionary tale for other brands about the importance of authentic engagement with consumers and the potential pitfalls of emotional marketing strategies [26][27].

Core Viewpoint - The article highlights the controversy surrounding Shanghai Green捷, a major player in the school meal supply market, following a food safety incident involving spoiled shrimp. This incident has sparked public outrage and raised concerns about the quality and safety of school meals, revealing deeper issues related to capital-driven profit motives in the food supply chain [3][7][33]. Group 1: Incident Overview - A parent discovered spoiled shrimp in their child's school lunch, leading to a public outcry and a petition for better meal quality from suppliers like 西贝 [3]. - The incident reflects long-standing grievances from parents regarding the quality of school lunches, which are often perceived as unhealthy and made from low-quality ingredients [3][9]. - Shanghai Green捷, which supplies around 500,000 meals daily, has faced scrutiny for its food safety practices and the quality of its meals, which are often criticized as unappetizing and unhealthy [9][10]. Group 2: Financial and Operational Insights - Shanghai Green捷 has been operating as a "hidden champion" in the school meal market since its establishment in 2014, serving a significant portion of Shanghai's schools [9]. - The company has a meal cost of 6-8 yuan while charging 18 yuan per meal, raising questions about profit margins and the quality of ingredients used [7][31]. - The financial performance of Shanghai Green捷 has been strong, with revenues reaching 5.6 billion yuan in 2017 and a net profit margin of 15.7%, significantly higher than many competitors [26][27]. Group 3: Capital and Ownership Structure - The ownership structure of Shanghai Green捷 involves complex offshore arrangements, with significant investments from major players like the Liu Yonghao family and Temasek [21][22]. - The company has been linked to various capital entities, indicating a network of financial interests that may prioritize profit over food safety [15][21]. - The involvement of family-linked businesses in both supply and inspection raises concerns about conflicts of interest and accountability in food safety practices [19][23]. Group 4: Regulatory and Safety Concerns - Following the food safety incident, Shanghai Green捷 faced investigations for allegedly concealing information about food safety issues [14][33]. - The company's response to the incident was criticized for being inadequate, lacking a comprehensive plan for accountability and improvement [14][33]. - The incident has highlighted the broader issue of how capital interests can compromise food safety and quality in essential services like school meals [33].

以下文章来源于野马财经 ，作者野马财经 野马财经 . 关注资本市场、金融市场、新经济发展和商业创新 作者： 赵普 高岩 来源： 野马财经 位于上海市松江区外青松公路9258号上海佘山国家旅游度假区190套别墅，如今芳草萋萋。 ---------------------------------- 从上海顶奢别墅到人迹罕至，曾以"亿元别墅"登顶全国最贵豪宅的上海紫园别墅项目，在楼市逐渐 复苏的大背景下，竟然停售4年多仍未"解封"，令人啧啧称奇。 而随着9月8日，上海紫园的开发商嘉城兆业背后的股权和债权纠纷案，在上海市高级人民法院再次 开庭审理，上海紫园别墅停售背后的家族内斗也浮出水面。 上海佘山国家旅游度假区是上海市唯一国家4A级度假区，曾以"亿元别墅"登顶全国最贵豪宅的上海 紫园别墅就位于该度假区内。在汤臣一品入市之前，上海紫园一度稳居国内豪宅首席。早在2004 年，上海紫园就登顶《中国超级豪宅排行榜》榜首，其中的上海紫园1号别墅曾以1.3亿元的天价成 为当时全国最昂贵的豪宅。 上海紫园背后的开发商是上海嘉城兆业房地产有限公司（简称"嘉城公司"）， 创始人是 现年77岁 高龄 的高家仁，目前嘉城公司由他的独子D ...

Core Viewpoint - The article discusses Xiaomi's transformation and challenges as it aims to become a leading technology company, particularly in the automotive sector, while also addressing its high-end smartphone strategy and competition with Apple [4][6][9]. Group 1: Xiaomi's Transformation and Challenges - Xiaomi's CEO Lei Jun emphasizes the company's shift from an internet company to a "hardcore technology company," with a commitment to invest 200 billion yuan in R&D over the next five years [7][8]. - The launch of the Xiaomi YU7 SUV saw impressive sales, with over 200,000 pre-orders in just three minutes and 240,000 within 18 hours [6]. - However, the company faced significant challenges, including a tragic accident involving the Xiaomi SU7 that raised safety concerns about its advanced driver-assistance systems, leading to a recall of 117,000 vehicles [6][11]. Group 2: High-End Strategy and Competition with Apple - Xiaomi's high-end strategy is a critical focus, with Lei Jun mentioning the need to learn from Apple and aiming to surpass it in various technological aspects [10][12]. - The company has made significant strides in high-end smartphone development, with the Xiaomi 17 series being positioned to compete directly with the iPhone 17 [10][12]. - Lei Jun noted that Xiaomi's average selling price for its cars is around 289,000 yuan, placing it in the high-end market segment [18]. Group 3: Organizational Culture and Decision-Making - Xiaomi's internal culture encourages open debate and discussion, which helps improve decision-making accuracy and reduces the likelihood of errors by leadership [25]. - The company values a collaborative environment where team members can voice their opinions, leading to better outcomes in product development and strategy [25]. Group 4: Future Outlook and Market Position - Xiaomi aims for a steady annual market share growth of 1%, targeting a 20% market share over the next five years, positioning itself as a long-term player in the competitive smartphone market [26][27]. - The company is focused on continuous investment in technology and innovation, with a strong belief in the potential of China's industrial capabilities [28].

Core Viewpoint - The article discusses the rise of Weihai as a global hub for fishing tackle production, highlighting its transformation from a traditional industry to a significant player in the global market, driven by innovation and strategic government support [48][49]. Group 1: Industry Overview - There are approximately 140 million active anglers in China, with an average of four fishing activities per year per person. The demographic distribution shows that 12% are under 18, 10% are aged 18-24, 32% are over 45, and the majority (46%) are aged 25-44 [7]. - Weihai produces 80% of the world's fishing tackle, with over 4,500 fishing tackle enterprises generating an annual output value exceeding 50 billion RMB. The industry has developed a complete supply chain covering raw materials, manufacturing equipment, components, and finished products [16][17]. Group 2: Historical Development - The fishing rod industry in Weihai began in the early 1980s when a foreign trade worker brought back a fishing rod from Austria, leading to the first domestic production of fishing rods in Weihai [10][12]. - The first fiberglass fishing rod in China was produced in 1984, marking the beginning of Weihai's journey to becoming a fishing tackle manufacturing powerhouse [12][15]. Group 3: Key Players and Innovations - Guangwei Group, founded by Chen Guangwei, transitioned from a struggling local factory to a leading global fishing tackle manufacturer. The company focused on developing its own production equipment and later ventured into carbon fiber technology, breaking foreign monopolies [19][28][35]. - Guangwei Group's successful development of carbon fiber products has positioned it as a key supplier for China's military, providing 70% of the carbon fiber used in the military sector [46]. Group 4: Government and Industry Collaboration - The local government played a crucial role in Weihai's industrial development by recognizing its resource advantages and supporting the fishing tackle industry as a key sector for growth [49][50]. - The article emphasizes the importance of creating a healthy industrial ecosystem where large enterprises and small specialized firms can coexist and thrive, enhancing overall competitiveness [51][52]. Group 5: Lessons and Future Directions - Weihai's experience serves as a valuable case study for other regions aiming to transform traditional industries. The focus should be on leveraging local strengths, fostering innovation, and building a collaborative industrial environment [48][58]. - The article concludes that even a small fishing rod can lead to a multi-billion dollar industry, underscoring the potential for growth through strategic planning and execution [58].

今天的文章有点特别，想和大家聊聊跟我们 未来 "钱途" 相关的事情。 希望我的读者看完后 都能重视起来。 在当今大环境下， 很多企业打着 降本增效的口号进行人员缩减又降薪 ， 甚至 被 迫团队解 散 ！ 失业后无奈 跑外卖、打零工， 然而也有人抓住时代缝隙中喷涌的机会，窝在空调房里 动动手指做副业， 就轻 松年入30万，比上班还赚 。 我突然有种感觉。 不是说谁高谁低，而是 能选的路径不一样，生活就有不一样的节奏。 不是所有赚钱方式都得靠加班熬夜 。 这个时代， 动脑、用工具、用资源 换来的收入，也越来越成为一种趋势。 就比如现在很火的 " 广播剧版权变现 "， 我身边一 个小姐姐，入仓仅四个月， 没想到 收益 还不错 ，看了一下赚了 2.6w + 。 赚钱，不一定要声势浩大，但 一定要借助风口 ， 稳扎稳打 。 尤其在互联网时代，很多赚钱项目的起点早已悄悄改变。像之前火到不行的 电商、小说推文 ，再到 有声广播剧版权 ，其实都属于 "简单易启动+高复利潜力 " 的模式。 坦白的说， 现在谁能抓住这个时代的机会和资源， 谁就能逆风翻盘，甚至赚大钱。 只要有人听剧，你就会源源不断的赚到钱 。 有声广播剧变现 ， ...

Core Viewpoint - The article discusses the recent trend of town and street mergers in Guangdong province, highlighting the shift from expansion to consolidation in administrative divisions as a response to changing population dynamics and the need for improved administrative efficiency [4][6][19]. Group 1: Town and Street Mergers - Guangdong's recent announcements regarding town and street mergers aim to reduce administrative layers, save costs, and enhance efficiency [4][6]. - This trend is not isolated to Guangdong; it reflects a broader national movement where many regions, especially in Northeast China, have begun similar consolidations [6][19]. - The merging towns and streets often have small areas, low resident populations, and issues of "separation of people and households," indicating many residents work elsewhere [10][12]. Group 2: Population Dynamics - Guangdong, as the most populous province, continues to experience net population inflow, contrasting with other regions facing population decline [8][19]. - The article notes that while the overall population in Guangdong is growing, certain areas are experiencing declines, which necessitates administrative adjustments [9][19]. - Data indicates that from 2010 to 2020, nearly 1,500 counties experienced population decreases, with about 1/6 of these counties losing over 20% of their populations [26][28]. Group 3: Historical Context and Future Implications - The current mergers echo past consolidations in Guangdong, which aimed to strengthen local economies during periods of high growth [14][15]. - The article suggests that as population dynamics continue to evolve, more regions, especially those facing population loss, will likely follow suit in administrative restructuring [22][32]. - The concept of "reverse urbanization" is introduced, where areas that previously sought to urbanize are now considering mergers and consolidations due to changing economic and demographic realities [34][36].

以下文章来源于每日怡见 ，作者每日怡见 每日怡见 . 关注 国际、财经、社会 见过出了事捅别人两刀，转移矛盾的，就是没见过这么库库捅自己的。 都已经进ICU了，医生正忙着抢救呢，结果这哥们突然坐起来，把氧气管一拔，大喊一声"我命由我 不由天"，然后抄起旁边的手术刀，扑哧一下，扎进了自己的心窝。。。 千万别觉得我这比喻夸张了，看完了下面的内容，相信你会和我得出一样的结论：到底是多少年的 脑血栓，才能干出这样的事情来？ 品牌大家应该很熟悉了，就是最近深陷预制菜风波的西贝。 他们旗下的公众号，在9月23日一大早发布了一篇温情故事。 一个7岁的小男孩毛毛，冲进店里就抱着店员的大腿哭，边哭边说：我以为自己再也吃不到西贝 了。 作者： 每日怡见 来源： 每日怡见 朋友们，史诗级的公关灾难啊。 ---------------------------------- 文章里还配上了一段视频。 视频里出镜的是该店的店长方方。 在方方声情并茂的讲述之下，这个故事不仅真实可信，而且温馨动人。 看完视频，我的眼角不知道有什么东西悄悄滑落…… 当然是眼泪啦，开怀大笑的眼泪。 来吧，我们一起来欣赏一下。 视频的前半部分，讲的大概是： 方方 ...

Core Viewpoint - The article emphasizes the significance of Hainan's upcoming closure on December 18, marking a pivotal moment for the establishment of a new offshore international trade center, which aims to enhance China's role in global trade and improve its competitive edge [4][5]. Group 1: New Offshore Trade Concept - Hainan aims to develop a new type of offshore trade, transitioning from being merely a supplier of goods to a service-oriented role similar to Singapore, facilitating trade for goods from other countries [7]. - The new offshore trade model allows Chinese enterprises to engage in global supply chains without passing through Chinese ports, enhancing operational efficiency [7][8]. Group 2: Importance of Hainan Free Trade Port - The Hainan Free Trade Port will cover an area of 35,400 square kilometers, significantly larger than existing free trade zones, providing ample space for talent and enterprises [8]. - The port's open policies will surpass those of traditional free trade zones, with over 70% of goods enjoying zero tariffs and simplified customs procedures [9][20]. Group 3: Financial and Service Trade Development - Hainan is positioned to become a center for offshore RMB settlement, complementing Hong Kong's established role, and facilitating the flow of capital between domestic and international markets [12][13]. - The growth of service trade in Hainan is projected to exceed 20% in 2024, with significant increases in sectors like transportation, tourism, and digital trade [10]. Group 4: Global Trade Dynamics - The article discusses the shift in global trade dynamics, highlighting the rise of intermediate goods in trade and the increasing importance of service trade, which now constitutes 30% of total trade volume [10][18]. - The "Three Zeros" principle (zero tariffs, zero barriers, and zero subsidies) is identified as a new international trade rule that Hainan aims to adopt to enhance its trade competitiveness [18][19]. Group 5: Future Prospects - Hainan's development as a free trade port is seen as a critical step in China's broader strategy to enhance its global trade position and attract foreign investment [22][24]. - The article draws parallels between Hainan and Shenzhen's past, suggesting that Hainan's current status as a less developed region may provide a unique opportunity for reform and growth [23][24].