鸿蒙完成了从系统自主 到生态成熟的关键跨越。 如果说过去几年，中国科技的关键词是突破与追赶，以国产自主来补齐「有没有」，那么2025年，这股力量正在汇聚成一个更具时代意义的拐点：「好不好 用」开始取代「能不能做」，成为衡量中国科技底层创新力的标准之一。 在当下这个阶段，相较于技术突破带来的存在感，如今更重要的议题是它是否能够支撑规模化使用，是否经得起高频调用，是否真正进入普通用户的日常生 活。在所有底层创新中，操作系统是这一变化最直接的检验场。 在过去这一年中，鸿蒙操作系统被置于更具体、也更现实的维度下审视——应用是否齐全，体验是否完整，生态是否能够自我运转。正是在这一意义上，鸿 蒙6成为今年操作系统领域最具代表性的观察样本。 自2024年10月鸿蒙5正式发布，到2025年3月华为Pura X发布即预搭载鸿蒙5，推动鸿蒙生态进入规模化的增长阶段，再到2025年10月鸿蒙6正式发布，这一 年里，鸿蒙完成了从系统自主到生态成熟的关键跨越。 目前，鸿蒙5和鸿蒙6终端设备数突破3200万，鸿蒙注册开发者数量超过1000万，鸿蒙生态可获取的应用数量和元服务数量超过了35万，鸿蒙成为智能终端 历史上发展最快的操作系统之一 ...

以下文章来源于斑马消费 ，作者范建 斑马消费 . 寻找泛消费领域的斑马企业 同仁堂，同样经不起折腾。 文 ｜ 范建 来源｜ 斑马消费（ ID： banmaxiaofei） 封面来源 ｜ IC photo 日前，一瓶磷脂含量为0的南极磷虾油，让"同仁堂"这块金字招牌再次蒙羞，也 让同仁堂集团的品牌和商号使用乱象 ，再次暴露在公众视野。 其实这样的事件已不止一次，7年前爆发的"蜂蜜门"，就已敲响了警钟。科学管控集团内的企业乱用"同仁堂"背书，整顿贴牌产品乱象，避免类似事件再次 发生，已迫在眉睫。 一张白纸揉皱了再难恢复原样。同仁堂这个百年招牌，同样经不起这样的折腾。 躺枪误伤 "南极磷虾油事件"爆发后，同仁堂已连续多天被架在火上炙烤，上海消保委更是火力全开隔空喊话。同仁堂（600085.SH）再也坐不住了。 12月18日，公司公告澄清：未直接或间接持有南极磷虾油相关报道中提及的北京同仁堂（四川）健康药业任何股权及投资权益， 不属于公司下属企业。 据公告，北京同仁堂（四川）健康药业并非上市公司同仁堂旗下企业，实际控制关系为：中国北京同仁堂（集团）有限责任公司（下称：同仁堂集团）控股 北京同仁堂健康药业股份有限公司（ ...

Core Viewpoint - The article emphasizes that Indonesia is becoming a testing ground for Chinese internet companies as they transition from "tool export" and "content export" to "service and model export" in the Southeast Asian market [2] Group 1: Market Landscape - The digital consumption market in Indonesia has a mature infrastructure, yet there is a gap in software services, leading to the emergence of applications like Qpon, which has gained over 43 million users and 660,000 daily orders within a year [4][6] - Indonesia's retail market is valued at $183 billion, but only 20% of merchants have moved online, indicating a significant opportunity for digital service providers [9] Group 2: User Acquisition and Retention - Qpon leverages low-cost user acquisition strategies by utilizing OPPO's extensive user base and offline channels, achieving high growth efficiency [11] - The platform employs pricing strategies like "7K coffee" and "1K first order" to attract price-sensitive users, integrating social elements to enhance user engagement and retention [12][14] Group 3: Technological Integration - Qpon is utilizing AI to address the issue of unstructured data in the local market, aiming to create a new digital infrastructure that enhances supply-demand matching efficiency [16] - The introduction of features like "Qpon Adviser" allows for more intuitive user interactions, making decision-making simpler and more accessible for users in Southeast Asia [18] Group 4: Competitive Landscape - Qpon's growth reflects the importance of timing and adapting business models to local markets, showcasing the potential of Chinese internet experiences when localized [19] - The competition in Southeast Asia is shifting towards enhancing operational efficiency and service intelligence, indicating that the next phase of competition will focus on digitalization and smart services [19]

Core Viewpoint - The article discusses the opening of the first offline store of Little Elephant Supermarket, marking its transition from online to offline retail, and highlights the strategies and customer reception during the launch [4][5][6]. Group 1: Store Opening and Customer Reception - Little Elephant Supermarket opened its first offline store in Beijing on December 19, attracting significant customer interest with long queues and a bustling atmosphere [5][6]. - The store's opening was supported by a large number of staff, including employees from Meituan, indicating a strong promotional effort [5][6]. - The store featured a variety of promotional products, including a popular group-buying deal for eggs, which drew many customers to inquire about the offers [8][10]. Group 2: Product Offering and Store Experience - The supermarket emphasizes a "fresh" and "smoky" atmosphere by offering a wide range of freshly prepared products, including baked goods and seafood, with a focus on in-store preparation [14][20]. - Unique features include a "brewery" section for craft beer, where customers can sample different types, enhancing the shopping experience [17][25]. - The store also includes a "store within a store" concept with a partnership featuring a specialty dumpling shop, showcasing a diverse product range [18][19]. Group 3: Competitive Positioning and Strategy - Little Elephant Supermarket aims to compete with established players like Hema and Sam's Club by offering a high proportion of private label products and a comprehensive product range [27][29]. - The supermarket's pricing strategy includes bright electronic price tags, differentiating it from competitors like Happy Monkey, which uses paper price tags [24][30]. - The company plans to expand its offline presence while maintaining a robust online delivery system, although the current store does not yet support online ordering [29][33]. Group 4: Future Outlook and Market Trends - The retail landscape in China is rapidly evolving, and Little Elephant Supermarket is positioning itself to capture market share by enhancing its offline presence and expanding its logistics capabilities [36][38]. - The company has ambitious growth targets, aiming for a GMV of nearly 30 billion yuan in 2024, with plans for further expansion in subsequent years [36][37]. - The strategic adjustments within Meituan's grocery retail division indicate a focus on profitable and scalable business models, with Little Elephant Supermarket and Happy Monkey being key components of this strategy [36][37].

镜相工作室 . 以下文章来源于镜相工作室 ，作者镜相作者 商业世界的风向与人 违法与否，只在一句提示词之间。 文 ｜ 黄依婷 编辑 ｜ 卢枕 来源｜ 镜相工作室（ID：shangyejingxiang） 封面来源 ｜ unsplash 在很多人的印象里，造假是少数人的事。它需要专业的技术和硬件设备，需要行业人脉积累，造假者往往隐匿在灰黑产缝隙，是神秘的、恐怖的、没有道德 底线的，与大众保持着既远又近的距离。 但今年开始，一群人感受到了明显的变化。 11月，毛绒玩偶商家于瑾第一次遭遇AI假图仅退款。到货一周后，买家发来一张图申请仅退款，在店铺客服以人为损坏为由驳回后，买家申请平台介入并成 功拿回了50元。 但那张申请仅退款的图有一个不合常理的地方——玩偶柔软的裙边上，有类似陶瓷制品的坚硬裂痕。于瑾认定这是AI假图，发到社交平台吐槽。后来，在媒 体的介入下，平台自掏腰包，把这50元返还给了于瑾，用AI假图申请仅退款的买家却销声匿迹。 于瑾意识到，AI的普及让"羊毛党"的恶意退款成本更低了。一台手机、一句提示词就能生成一张以假乱真的图片，薅走一个价值一百多元的玩偶，放在二手 平台倒卖。"不用付出什么，也不会得到什么 ...

Group 1 - The article discusses the progress of handling the estate of a deceased woman in Shanghai, highlighting the lack of legal heirs and the planned legal procedures for estate management [4][6] - The local community committee is coordinating with the deceased's former employer and distant relatives to arrange a farewell ceremony by the end of December [4] - The estate will be managed by the district civil affairs bureau if appointed as the estate manager, with remaining assets allocated to public welfare after settling debts [4] Group 2 - The article mentions that A-share companies have significantly increased their dividend payouts, with total cash dividends reaching 2.61 trillion yuan, surpassing the total for the entire year of 2024 [7] - The animation film industry in China is projected to achieve a record box office of over 25 billion yuan in 2025, with top films identified [7] - The article notes that the Sanya duty-free sales reached 1.18 billion yuan on the first day of the Hainan Free Trade Port's full operation, indicating strong consumer demand [9]

以下文章来源于硬氪 ，作者欧雪 硬氪 . 专注全球化、硬科技报道。36kr旗下官方账号。 自主研发了国内首个 量子程序设计与验证平台"isQ"。 文 ｜ 欧雪 编辑 ｜ 袁斯来 来源｜ 硬氪（ID：south_36kr） 封面来源 ｜ 企业供图 硬氪获悉，北京中科弧光量子软件技术有限公司（下称 "弧光量子"）近日完成数千万元A轮融资。本轮由北京信息产业发展投资 基金独家投资。资金将用于扩大团队，加快研发，以应对行业发展带来的软件新需求。重点包括两方面：一是适配分布式芯片等 新趋势，与硬件协同设计协议和解决方案；二是加快建设高效量子计算算法库，扩充人才库。 弧光量子成立于 2020年，专注于量子软件与量子计算应用，依托于中国科学院软件研究所，开展量子软件的科研及产业化落地。 公司核心团队中，超过 80%的成员毕业于清华大学、北京大学、中国科学院等知名高校及科研院所，硕博士学历人员占比高达 90%。公司创始人兼董事长应圣钢毕业于清华大学，获博士学位，并曾于悉尼科技大学从事博士后研究，现为中国科学院软件研 究所正高级工程师。 自 2020年起，中国量子计算发展进入快车道，成功研制出量子计算原型机"九章"。其算力表现 ...

Core Viewpoint - McDonald's has implemented multiple price increases over the years, leading to consumer dissatisfaction, particularly among budget-conscious customers, as the prices of popular items have risen while portion sizes have shrunk [4][5][30]. Price Increases - On December 15, McDonald's raised prices on most menu items by 0.5 to 1 yuan, marking the second price increase of the year and the third consecutive year of end-of-year price adjustments [4][5][11]. - The "1+1" budget meal, which remains at 13.9 yuan, has seen the price of its most popular item, the double cheeseburger, increase by 1 yuan, effectively making the meal more expensive for consumers who prefer this option [5][14]. - The average price increase across various products has been reported to be around 3% [30][31]. Consumer Reactions - Social media has been flooded with complaints from consumers regarding the price hikes, with many expressing their frustration over the perceived decline in value [10][24]. - The shrinking size of menu items, particularly the double cheeseburger, has led to further dissatisfaction, as customers feel they are receiving less food for their money [17][22]. Market Context - McDonald's has faced similar backlash in international markets, with reports of significant price increases in countries like Australia and the United States, where the average price of menu items has risen substantially since 2019 [32][34]. - In the U.S., a class-action lawsuit was filed against McDonald's for misleading advertising regarding portion sizes, highlighting the growing discontent among consumers [32][34]. Brand Positioning - Despite the price increases, McDonald's continues to be viewed as a relatively affordable dining option compared to other fast-food chains, maintaining a strong customer base among budget-conscious consumers [41][42]. - The brand has successfully marketed itself as a staple for working-class individuals, with its budget meal options being particularly popular in urban areas [40][41].

Core Viewpoint - The Hong Kong-based beauty retail giant Mannings has announced the closure of all its offline and online stores in mainland China, marking a significant shift in the retail landscape and reflecting the challenges faced by traditional retail brands in adapting to changing consumer behaviors and market dynamics [5][8][36]. Group 1: Company Overview and Historical Context - Mannings was founded in 1972 and specializes in health, beauty, personal care, and maternal and infant products, becoming a prominent drugstore chain under the Dairy Farm Group [20]. - The company entered the mainland Chinese market in 2004, initially thriving due to a lack of established retail brands and the popularity of Hong Kong products among consumers [20][21]. - Over the years, Mannings expanded its presence, particularly in Guangdong, with many stores performing well during its early years [20]. Group 2: Market Challenges and Decline - In recent years, Mannings has struggled in the mainland market, with many stores quietly closing, particularly in regions like Shenzhen and Dongguan [15][16]. - The rise of e-commerce and changing consumer preferences have significantly impacted Mannings, leading to a decline in foot traffic and sales [23][24]. - The company faced intense competition from both traditional rivals like Watsons and new entrants in the beauty retail space, which have captured market share from Mannings [23][30]. Group 3: Closure Announcement and Future Plans - Mannings officially announced the closure of all its mainland stores, with the last operating day for offline stores set for January 15, 2026, and the online store ceasing operations on December 28, 2025 [8][10]. - Despite the closures, Mannings will continue to serve mainland consumers through its cross-border online platforms and encourages shopping at its Hong Kong stores [12]. - The closure reflects a broader trend in the beauty retail industry, where other brands like Sasa International have also exited the mainland market, indicating a challenging environment for traditional retail [29][33]. Group 4: Competitive Landscape and Industry Trends - Mannings' main competitor, Watsons, has over 3,600 stores in mainland China but has also seen a decline in store numbers, closing over 590 locations since 2021 [30][31]. - Watsons is actively pursuing strategies to revitalize its business, including enhancing membership benefits and expanding its service offerings to attract younger consumers [34][35]. - The struggles of Mannings and other traditional retailers highlight the need for innovation and adaptation in a rapidly evolving retail landscape, where consumer preferences and shopping behaviors are continuously changing [36].

Core Viewpoint - The article discusses the evolution of browsers into AI-driven agents, highlighting the competitive landscape among tech companies to redefine browser functionalities and establish a new entry point for users in the AI era [3][4][30]. Group 1: Evolution of Browsers - The transition from traditional browsers to AI-integrated platforms is underway, with companies like OpenAI and Tencent leading the charge [3][4]. - AI capabilities are being embedded into browsers, allowing them to not only display content but also understand and execute tasks, marking a significant shift in user interaction [8][9][12]. - The QQ browser has emerged as a frontrunner in this transformation, integrating AI functionalities deeply into its user experience [12][30]. Group 2: Competitive Landscape - The competition among global tech companies is intensifying, with various models of AI browsers being developed, including enhanced traditional browsers and fully integrated AI browsers [10][11]. - The concept of "Agentic browsers" is gaining traction, which allows for task execution and user intent understanding, representing the ultimate form of AI browser evolution [11][33]. - QQ browser's unique approach combines AI capabilities with user-friendly design, enabling seamless task execution without disrupting existing user habits [25][28]. Group 3: Market Dynamics - The article emphasizes the importance of user habits and ecosystem integration in determining the success of AI browsers, suggesting that those who can effectively merge AI capabilities with user needs will dominate the market [26][30]. - The future of human-computer interaction may involve multiple forms of interfaces, including desktop agents and smart devices, all vying for the primary touchpoint between users and AI [32][34]. - The shift from information access to task completion will redefine competitive strategies in the browser market, with a focus on contextual understanding and multi-modal capabilities [33][35].