Core Viewpoint - The article emphasizes vivo's shift from a technology-centric approach to a user-centric approach in AI development, focusing on creating personalized and intuitive user experiences rather than merely competing on technical specifications [3][9][10]. Group 1: User-Centric AI Development - vivo's strategy is to redefine the value of personalized AI by prioritizing user understanding over technical parameters, aiming for AI that genuinely comprehends user needs [10][12]. - The ultimate goal of AI should be to enhance user experience in everyday situations, making technology seamlessly integrate into users' lives [4][13]. - vivo aims to cultivate a "digital partner" that understands users' preferences and habits, rather than creating an all-powerful AI [6][14]. Group 2: Technological Framework - vivo has introduced the "Blue Heart Personal Intelligence Framework," which serves as the core of its AI capabilities, integrating perception, memory, planning, and execution into a cohesive system [16][19]. - The framework allows for real-time awareness of user activities and preferences, enabling a more personalized interaction [18][20]. - vivo's AI model, with only 3 billion parameters, demonstrates that efficiency and user understanding are more critical than sheer computational power [24][26][28]. Group 3: Collaborative Ecosystem - vivo promotes an open ecosystem through the "Blue Heart Intelligent Open Platform," encouraging collaboration with over 50 partners to enhance AI services [29][33]. - The platform facilitates the integration of various services, allowing third-party applications to provide personalized experiences similar to native services [36][37]. - vivo's commitment to collaboration extends to academic partnerships, fostering innovation in AI through joint research initiatives [31].

Core Viewpoint - The home furnishing industry is undergoing significant adjustments and transformation challenges, with leading custom home furnishing company Sophia (002572.SZ) reporting declines in both revenue and net profit for the first half of the year, marking the largest drop in net profit since its IPO [2][3]. Group 1: Financial Performance - In the first half of the year, Sophia achieved revenue of 4.551 billion yuan, a year-on-year decrease of 7.68%, and a net profit attributable to shareholders of 319 million yuan, down 43.43% [2][3]. - The first quarter saw a staggering 92.69% decline in net profit, indicating severe pressure on the company's financials [3]. - The overall housing market is showing signs of weakness, with a 15.5% year-on-year decline in newly completed residential area, which negatively impacts demand for custom home furnishings [3]. Group 2: Business Segment Performance - All product categories experienced revenue declines, with the core business of wardrobes and related products generating 3.575 billion yuan, down 8.54% year-on-year, although gross margin increased by 0.88 percentage points to 38.24% [4]. - The custom cabinet segment saw a revenue drop of 7.77% to 563 million yuan, while the wood door business faced a significant decline of 18.24% to 215 million yuan, with gross margin plummeting by 15.86 percentage points to 12.22% [4]. Group 3: Strategic Challenges - Sophia's multi-brand and channel strategy is under pressure, with the main brand's revenue declining by 7.09% to 4.128 billion yuan, despite an increase in the number of exclusive stores [5]. - The sub-brand "Milan" is experiencing a "volume-price divergence," with a 21.02% increase in average transaction price but a 26.53% drop in revenue to 176 million yuan, suggesting that the price increase has suppressed demand [5]. - The high-end brand "Simi" has seen a 21.05% reduction in exclusive stores, and its subsidiary reported a revenue of 259 million yuan with a net loss of 1.295 million yuan [6]. Group 4: Channel Performance - The traditional dealer channel, which is the main revenue source, reported a 9.57% decline in revenue to 3.539 billion yuan, while the direct sales channel grew by 27.59% but only accounted for 4.5% of total revenue [8]. - The integrated channel revenue decreased by 13.24% to 852 million yuan, despite an increase in the number of partnered construction companies [8]. - Overseas revenue grew by 39.49% to 34.3 million yuan but still contributed less than 1% to total revenue, indicating that the international market is not yet sufficient to offset domestic declines [8].

"对我而言，从内地大厂到香港卖保险，并非'跨界'而是'赛道深耕'。"李曼荔用一句话道破了自己职业转型的核心逻辑。 作为从内地赴港从事"保险创业"大军的一员，李曼荔带着大厂运营的实战经验，与对行业趋势的敏锐洞察，在新赛道实现了职业的快速跃升。在她迅速晋 升为保诚区域总监的背后，是对香港保险市场需求的精准把握，也是客户对其专业能力的高度认可。 谈及职业转型，李曼荔直言，这一选择源于对行业机会、创业成本与个人能力提升的三重考量。而对她吸引力最大的，"是自由，而且行业天花板极 高。"近日，李曼荔接受了凤凰网财经《凰家会客厅》的专访，以从业者视角解读香港保险热背后的逻辑，以及保险公司在长期发展中的差异化优势。 01 分红险的三大核心驱动力 香港保险越来越受到关注。谈及原因，李曼荔归结为三大核心驱动力，而这三大驱动力也恰好与香港头部险企的优势高度契合。 其一，是香港保险的"全球服务属性"。"香港保险并非局限于区域市场，而是面向全球客户提供服务，能够满足不同群体的多元化需求，这是其区别于单 一市场保险产品的核心特征。" 李曼荔解释道。 其二，是香港资本市场的"投资优势"。作为全球重要的金融中心，香港的投资品种与范围丰富，能 ...

美食家蔡澜说："人老了，什么都尝过的时候，还是那碗白饭最好吃"。 咱们老百姓过日子，离不开一碗好吃的白米饭，香喷喷的冒着热气，幸福感一下就有了。 而五常大米的好吃，已经成为全国人民的共识了，其风味香糯甘甜，是中国大米种类中金字塔 尖的存在。 《舌尖上的中国Ⅱ 》里也称它"米粒饱满坚硬，色泽清白透亮，是咱中国数一数二的好米！" 吃过真正五常大米的人，再吃其他品种的米饭，很可能会觉得索然无味，因为它真的不一样！ 五常大米闷出的米饭，米粒颗颗饱满，色泽光亮，即使是凉了以后也能保持油润的光泽，还没 开锅就已经满屋飘香～ 吃起来软糯香甜，不失弹性，剩饭不回生，不需要山珍海味的菜肴辅佐，空口也能吃得香！ 这种口感保准你吃过一次就忘不掉！ 但在五常以外想要买到纯正的五常大米其实很难。 先给大家看一组数据：有媒体统计，目前中国市场上五常大米的销量高达1000万吨！ 但，真实的五常大米产量是多少呢？ 就算最近几年收成好，推算最多也只能产出105万吨。那多出的将895万吨五常米哪来的？ 显然，面对市场巨大的需求和利益，不良商家们动起了歪脑筋。他们用普通大米"勾兑"五常大 米，赚取暴利差价。 现在市场上90%的五常大米，其实都是" ...

以下文章来源于斑马消费 ，作者徐霁 斑马消费 . 寻找泛消费领域的斑马企业 西贝预制菜的风波未平， 主打现制意式手工冰淇淋的高端品牌"野人先生"也被卷入了风口浪尖。 前不久有消费者晒照指出野人先生使用隔夜奶浆制作冰淇淋，和门店所宣传的"当天现做"不符。要知道，野人先生最便宜的冰淇淋产品都要 28 元 / 个，爆款 单品开心果冰淇淋的售价更是高达 38 元，横向对比 DQ 等品牌，平均价格翻倍有余。 在整体消费市场降级的趋势下，哈根达斯等高端品牌已然举步维艰， 售价高昂的野人先生凭什么逆流而上？当"现制"的滤镜破碎，未来又该何去何从？ 01 凭什么贵？ 在哈根达斯、钟薛高等高端冰淇淋品牌相继跌落神坛之际，最近一两年野人先生逆流而上，迅速攻占了全国各大城市核心商场的负 1 楼。 少有人知的是，野人先生早在 2011 年就已经创办， 2015 年正式发力传统意式冰淇淋赛道，彼时还叫"野人牧坊"。 野人先生初期的发展步伐并不快， 2018 年全国门店数也只有 50 家，且半数开在北京。 转折点发生在 2024 年。当年 4 月 品牌从"野人牧坊"更改为"野人先生"，在加盟商们的助推下，扩张速度进入快车道。 仅到 20 ...

Core Viewpoint - Monster Charging has officially rejected Hillhouse Capital's privatization offer and is proceeding with its original privatization plan in collaboration with CICC Capital and the management team [2][4]. Group 1: Privatization Proposal - Hillhouse Capital made a non-binding privatization proposal on August 15, offering $1.77 per ADS, which is approximately 40% higher than the $1.25 per ADS proposed by the management team and CICC Capital [4]. - Following the announcement of Hillhouse's proposal, Monster Charging's stock price surged over 22% on the first trading day [5]. - The management's initial privatization offer of $1.25 per ADS is significantly lower than the company's cash asset value of approximately $1.63 per ADS, as disclosed in the 2024 annual report [5][7]. Group 2: Market Reactions and Concerns - Investors have expressed concerns that the $1.25 per ADS privatization price does not reflect the company's intrinsic value, given its strong fundamentals and cash flow [7]. - The overall valuation corresponding to the $1.25 offer is only $324 million, while the company's cash value is reported at $413 million [7]. - The management's decision to pursue a low-price privatization has raised questions about whether it aligns with the interests of all shareholders [8]. Group 3: Governance and Voting Rights - The management holds 16.9% of the shares but controls 64% of the super voting rights, which has led to concerns about the potential abuse of these rights [11]. - The super voting rights were intended to empower founders to make strategic decisions, but the current actions of the management have drawn criticism from minority shareholders [12]. - There are fears that the management's actions may undermine investor trust and could lead to potential legal actions from shareholders [12]. Group 4: Background and Legal Issues - The founder of Monster Charging, Cai Guangyuan, has faced legal disputes that have raised concerns about his credibility, which is critical in the tech and internet sectors [14][15]. - Prior to the company's IPO, Cai was sued by angel investors for failing to honor a verbal agreement to grant them equity in the company [16][18]. - These issues have contributed to a perception of integrity concerns surrounding the founder, which could impact investor confidence [19].

2025 年 10 月，大疆一场覆盖 Pocket 3 系列、运动相机、无人机等多款产品的限时促销，将"最高直降 900 元"标签推至公众眼前，也把 "刚买 就降价"的错愕与无奈抛给了无数消费者。 社交媒体上，"大冤种" 的自嘲与维权声浪迅速将大疆推上热搜，线上线下渠道的售后标准差异更引发热议。 只是，这场掀起波澜的降价，对大疆而言，或许本就是一步没得选的棋 。 01 刚买一天，就要降价了 2025 年 10 月 5 日的杭州山姆会员店里，孟涛手里攥着刚买的大疆 Pocket 3 相机套装，价格为 3519 元，心里还盘算着给姐姐送礼物时的惊 喜。 孟涛 没太在意这场购物的特殊流程，付款是在大疆展区旁的专用 POS 机完成，付完款后工作人员坚持要现场拆封激活，说不这样就不能带离门 店，还拿着手机拍下了拆封过程。 孟涛本不想激活新机，但想着能顺利取货也就遵从了，毕竟山姆" 7 天无忧退货"的政策让他觉得多了层保障。 来源 | 大疆官方商城 购买当天，曾有其他顾客向山姆工作人员询问 "产品是否会降价"，得到的答复是："不会降价，从未降过。" 这份保障在第二天就碎了。 10 月 6 日，孟涛看到电商平台的公告： P ...

这项在埃及沙姆沙伊赫敲定的协议，基于特朗普上周初公布的包含20点内容的和平计划。不过，协议中涉及哈马斯解除武装等复杂要素仍需进一步协 商，双方在这些关键议题上仍存在明显分歧。 受停火协议消息影响，现货黄金周四早盘跌幅迅速扩大，截至发稿时下跌约30美元，跌幅达0.6%。中东紧张局势的缓和降低了投资者的避险需求， 导致黄金等避险资产价格回落。 稍早前在白宫一场活动期间，特朗普透露可能"在临近周末时前往当地"。白宫新闻秘书卡洛琳·莱维特在后续声明中证实，特朗普正考虑在完成年度 体检后，前往作为谈判举办地的埃及，且未排除访问加沙的可能性。 此次协议的达成标志着由美国斡旋的两年期冲突谈判取得重大突破，但执行阶段仍面临诸多挑战，各方对落实细节的共识将决定和平进程能否持续推 进。 【 热门视频推荐 】 点击在 看 持续关注↓↓↓ 来源|国际财闻汇 当地时间10月8日，美国总统特朗普通过其社交媒体平台宣布，以色列与哈马斯已共同接受分阶段和平方案，所有被扣押人员即将获释。消息发布 后，现货黄金价格在周四早盘应声下跌。 特朗普在Truth Social上发文称："以色列和哈马斯都签署了我们和平计划的第一阶段。这意味着所有的人质将 ...

以下文章来源于白鲸实验室 ，作者柳嘉 白鲸实验室 . 聚焦于AI技术浪潮下的组织重塑、人机协作与行业进化。 来源|白鲸实验室 文|柳嘉 编辑|刘培 裁员的消息有些猝不及防。内部战略调整，期权清零，剩余年假清零，9月30日前全部离职，补偿标准只有N+1，其余免谈......这几乎成了智谱HR和 员工面谈时的统一裁员话术。 智谱作为AI六小龙里第一家冲刺上市的公司，今年4月正式启动IPO，预计10月，完成考核评估并准备上市申请文件。 上市紧要关头裁员的现象时有发生。尤其2025年，DeepSeek的火爆给AI行业带来大震荡，早期为快速扩张而搭建的组织架构，与商业化转型的节奏 发生冲突，剔除冗余与混乱，或许不可避免。 但让员工感到"背刺"的是，公司在危机应对中缺乏审慎与共情。这场裁员，不只是一次成本收缩，更折射出模型厂商在通往盈利与上市之间的艰难抉 择。 01 急速"瘦身" 张晓亮接到裁员电话通知时，正在外地出差，给客户解决模型落地问题。早在 AI1.0 时代， 他就见证过AI四小龙上市前的裁员风波，对智谱上市前的 裁员计划有预感。但没想到会这么快，这么粗暴。 按照智谱4月上市备案计划，智谱10月即将完成IPO辅导 ...

潮汕人对于 "鲜" 的追求，达到了登峰造极的地步。 其中最具代表性的便是 "达濠鱼丸" 。 到底有多鲜？《舌尖上的中 国》 就曾评价： 鲜！鲜到舌尖打颤！ 一口咬下，Q弹 爽滑 ，大海的鲜甜 在嘴里爆发！ 普通鱼丸鱼肉含量只有 30%~50%，它直接达到90%！ "在潮汕能吃到最新鲜的海产，鱼刚上岸就被做成鱼丸了。" 而 达濠鱼丸中正宗好吃的 非 潮汕 达濠 李老 二手打鱼丸 莫属！ ✅ 始于1899年！潮汕人认证百年品牌； ✅官方推荐，与辉同行等大主播力荐； ✅国家地理标志产品； ✅ 无骨无刺 90% 鱼肉含量； ✅只用新鲜那哥鱼肉制作； ✅10斤鲜鱼才出1斤鱼丸； ✅不含防腐剂，不含 卡拉胶 ； ✅非遗技艺传承 ，地道潮汕味！ 点击下图即可购买 ▼ ✅ 与辉同行、东方 甄选 ……众多 直播 间 专场推荐 4袋售价68.8元 的火爆单品 瞬间被抢购一空，今天 我们 争取到了更震撼的优惠！ 李老二鱼 丸的历史可 追溯至清光绪年间 ，那时，现董事长李耀宏先生的曾祖父在潮汕达濠城内创立 了 "达埠李记" ， 他 制作的虾丸、鱼丸就备受顾客欢迎 。 时光流转，到了1989年，16岁的李耀宏从爷爷手中接过了这份家族传 ...