这是半佛仙人的第1963篇原创 我又买了一件迪卡侬MH1 0 0抓绒衣。 3 0多块。 这已经是，第十一件了。 为什么是十一件？ 因为十是圆满。 1 三体人脱水，是群体的无助。 御寒，是恒温动物对宇宙的卑微陈情。 十一是圆满之外多出来的那个。 就像我和这个世界的关系一样，我像是多出来的那个。 就像怪奇物语的主角叫十一，就像你明明有十根手指，却总在梦里发现自己正在用第十一 根手指弹奏《肖邦的秘密》。 那第十一根手指，是我对抗世界的铠甲，是我锁定世界的唯一锚点，是迪卡侬MH1 0 0抓绒 衣。 以及，这东西不到4 0，但你几乎找不到不能穿它的地方，这简直是把人民币盖在了我的灵 魂上。 我曾经，无数次，被冬天凌迟。 地球公转带来熵增的混乱，皮肤的颤栗宣告着气候的狂乱。 企鹅挤油，是风中的互助； 狗熊冬眠，是个人的节能； 太阳升起，寒风肆虐，地铁挤成了沙丁鱼罐头，空调吹出了赤道季风，你也该决定穿什么 了。 穿少了，通勤路上的冷风像后妈的巴掌，每时每刻都是灰姑娘真人剧场。 穿多了，地铁里的你像一个哀怨的蚕蛹，在车厢内与无数同类构成一场宏大的山东盛宴。 办公室里，空调热风像赤道坐上了时光机，脱掉外套耳朵依然烫得像一只低温 ...

Core Viewpoint - The article discusses the challenges and nuances of marketing strategies during the year-end period, emphasizing the importance of genuine connection over formulaic advertising [3][4]. Group 1: Marketing Strategies - Brands often aim for impactful year-end marketing but can miss the mark with overly realistic or formulaic approaches that lead to consumer fatigue [3]. - The article criticizes the use of cliché elements in marketing, suggesting that they fail to resonate with consumers and can even provoke negative reactions [3]. - There is a call for brands to focus on authentic storytelling that reflects real-life experiences rather than superficial or exaggerated narratives [3][4]. Group 2: Family and Home - The narrative highlights the significance of family and home, suggesting that true happiness and fulfillment come from connections with loved ones rather than material achievements [6][8]. - The article references the animated series "浪浪山小妖怪" and its collaboration with Pepsi, illustrating how storytelling can convey deeper messages about family and returning home for the New Year [7][8]. - It emphasizes that the essence of the New Year is about bringing joy back to the family, reinforcing the idea that familial bonds are paramount [8][12]. Group 3: Brand Legacy and Storytelling - Pepsi's marketing strategy is noted for its ability to evolve while maintaining a consistent message over the years, creating a strong emotional connection with consumers [10][11]. - The article reflects on Pepsi's historical marketing campaigns, showcasing how they have adapted to cultural changes while remaining relevant [10][11]. - The concept of "bringing joy home" has been a recurring theme in Pepsi's campaigns, illustrating the brand's understanding of consumer sentiment and the importance of family [10][11].

这是半佛仙人的第1961篇原创 1 后台有人发我一个新闻，问钻石怎么就不行了，是不是消费主义不行了？ 恰恰相反朋友。 钻石崩了，就是因为不够消费主义。 或许有人会说不对，应该是因为培育钻的冲击，导致钻石根本不稀缺了。 向下滑动查看所有内容 （新闻来自第一财经） 钻石的崩不是因为消费主义不行了，钻石的崩恰恰是因为钻石太老实了，不够消费主义。 真的朋友，没有给你开玩笑。 再说一遍，奢侈品从来不是靠原材料定价的，别说包了，莆田加东莞这么多年也没让AJ少赚钱，人家茅台的利 润率9 0%多直接写在财报里，就连人家卡地亚蒂芙尼，也用钻石做产品，不是一样涨价和一货难求么？ 2 那么问题来了，都是原材料不值钱，为什么他们能卖溢价而钻石现在不行了？ 说穿了，想让消费者忽视原材料成本，卖出高溢价，要同时做到两点。 一个是面子，一个是里子。 面子就是独一无二的个性符号或者说是身份区隔，让买了的人觉得自己不一样。 里子就是一个可流转的二级市场，让掏了钱的人有机会以一个合理的价格出手回血。 这二者但凡有一个做不到，都不行。 而钻石，恰恰好二者都没做到，能维持到现在才崩已经是奇迹了。 也不是的朋友，钻石这东西从来都不稀缺，奢侈品从来也不 ...

后台回复（不是评论区，是后台）即可参与抽奖。 就像大家之前回复摸鱼一样。 先看业务模式。 但凡觉得胖东来是超市，用超市的方式分析，根本就没玩明白游戏规则。 胖东来最核心的业务是房东。 不是超市，是房东。 有时候是大房东，有时候是二房东，但没区别，都是收租。 不要用超市那点货品差价理解胖东来。 超市那点毛利，那点坑位费，根本支撑不起胖东来这样的模式， 要用房东的收租模式来理解胖东来。 但凡去线下逛过胖东来，你对商业有基础的了解，你就会发现一个华点，他们开的是综合体，其中只有一部分是超市。 那，其他那么多地方，在干嘛？ 这时候，你会意识到他们的超市业务本身哪怕不赚钱，只要人多，他们整体也可以很赚钱。 因为他们的商城里面是有大量的其他门店和商家入驻的，目的就是他们的人流，这就代表他们本身可以收租。 只要保证人流和人气，他们就可以作为房东的存在来收租。 只有在这个前提下，才能理解为什么他们如此的照顾客户。 因为只要照顾好客户，他们就可以收其他来他们这里开门店的商家的租。 所以一切策略都是围绕人流和客户满意度来展开，可以大力照顾顾客利益，照顾到客户都觉得离奇的程度，各种不扯皮和敢赔背后，是 这一切完全可以理解为是人流的 ...

Core Viewpoint - The article emphasizes the importance of trust and authenticity in the fresh food market, particularly through the example of JD's procurement of Chagan Lake fish, showcasing its robust supply chain and commitment to quality [3][5][19]. Group 1: JD's Strategy and Supply Chain - JD's purchase of a 3.8-pound Chagan Lake fish for 1,699,999 yuan serves as a demonstration of its strong fresh food supply chain, aiming to establish trust with consumers and competitors [3][5]. - The company has developed a comprehensive supply chain system that includes sourcing, anti-counterfeiting, and traceability, addressing the critical issue of product authenticity in the fresh food market [7][9]. - JD's approach involves direct procurement and packaging at the source, ensuring that products like Chagan Lake fish are genuinely sourced and traceable, thus eliminating the risk of counterfeit products [15][17]. Group 2: Market Challenges and Consumer Trust - The fresh food market faces significant challenges due to low costs of counterfeiting and high difficulty in product identification, leading to consumer skepticism [11][12]. - Authenticity is crucial for products like Chagan Lake fish, as consumers need assurance that they are receiving genuine products rather than substitutes [11][19]. - JD's commitment to building a trustworthy supply chain allows consumers to confidently purchase authentic products, thereby creating a sustainable market for genuine producers [19][22]. Group 3: Competitive Advantage - JD's unique position in the market stems from its ability to control the entire supply chain, from sourcing to delivery, which is not easily replicable by competitors who rely on outsourcing [22][23]. - The company's investment in logistics and infrastructure over the years has enabled it to establish a reliable and efficient supply chain, setting it apart from other platforms [22][23]. - By ensuring that nearly 50% of Chagan Lake fish is directly sourced and packaged by JD, the company mitigates risks associated with third-party suppliers and enhances consumer trust [17][19].

Core Viewpoint - The article reflects on the situation of the Yanran Angel Hospital, which has provided free surgeries for over 7,000 children for more than a decade but is now facing eviction due to inability to pay rent. It highlights the contrast between the hospital's charitable work and the commercial failures of its founder, Li Yapeng, emphasizing that while his business acumen is questionable, his character and contributions to society are commendable [3][4]. Summary by Sections - The Yanran Angel Hospital has been a significant charitable institution, helping thousands of children, but is now at risk of closure due to financial difficulties [3]. - Li Yapeng, known for his commercial failures and controversial marketing attempts, has not effectively leveraged his charitable work for public recognition until now [3]. - The article suggests that Li's struggles in business may stem from his good character, indicating a disconnect between personal integrity and commercial success [4]. - Despite the negative perception of his business capabilities, the article acknowledges his genuine efforts in philanthropy, which have positively impacted many lives [4].

Core Viewpoint - The article discusses the restaurant industry's use of pre-prepared meals, emphasizing that the focus should not be on whether meals are pre-prepared but rather on the value, pricing, and experience offered to consumers [3][4][5]. Group 1: Consumer Perception and Pre-prepared Meals - Consumers are already heavy users of pre-prepared meals, and the success of these products in e-commerce indicates a lack of discrimination against them [4]. - The debate over the definition of pre-prepared meals is deemed irrelevant; what matters is the product's pricing, positioning, and taste [4][5]. - Major brands like KFC, McDonald's, and Haidilao do not engage in discussions about whether their meals are pre-prepared, focusing instead on delivering value and experience [4][5]. Group 2: Brand Strategy and Consumer Experience - Successful brands provide unique experiences that justify their pricing, such as KFC and McDonald's offering consistency and hygiene, while Haidilao emphasizes service and emotional connection [5][6]. - Brands like Mizuki Ice City and Salia focus on delivering exceptional value without over-explaining their offerings [6]. - The article suggests that brands should not confront consumer criticisms about pricing but instead maintain a confident stance regarding their pricing strategies, indicating that some consumers may simply not be the right fit for their offerings [7].

Group 1 - The core viewpoint is that AI has created a protective effect for established creators while posing challenges for new creators, as the latter struggle to prove their originality in the AI era [3][4]. - Established creators benefit from the presence of AI, as they have already proven their capabilities before AI's rise, thus they do not need to self-validate their work [3][4]. - New creators face significant difficulties in demonstrating that their work is not AI-generated, leading to doubts from peers and clients, which can hinder their opportunities [4][5]. Group 2 - The article highlights that the questioning of a creator's work as AI-generated can be seen as a form of validation for established creators, contrasting with the detrimental impact it has on new creators [4][5]. - The concept of "self-validation" is introduced, emphasizing that new creators must find ways to prove their worth in a landscape where AI is prevalent, which is inherently challenging [3][4]. - The author expresses a sense of confidence in their work, stating that they do not need to prove their originality, as their work predates AI's capabilities [5].

Core Viewpoint - The article discusses the public relations (PR) challenges faced by Xibei, emphasizing that the issues are not solely due to the PR team's capabilities but rather stem from the actions and mindset of the company's leadership [2][30]. Group 1: PR Challenges - Xibei's PR team has been criticized over the past six months, but the author argues that their approach is actually quite professional and they have identified the root of the problems [2][30]. - The departure of the PR vice president and the current state of the company's leadership indicate that the PR issues are exacerbated by the boss's actions, which overshadow the team's efforts [5][30]. - The article suggests that even with advanced strategies and knowledge, the PR team is often powerless against the decisions made by the leadership [10][14]. Group 2: Reality of PR Work - The role of PR is often misunderstood; it is not about controlling narratives but rather about navigating a challenging environment where PR professionals are seen as subservient to the company's leadership [14][22]. - Many PR professionals feel their existence is tied to improving the company, which can lead to frustration and depression, as they are ultimately just employees [23][24]. - The article highlights that despite the absurdity of the situation, the PR team at Xibei has demonstrated resilience and professionalism, which could be a valuable experience for future job opportunities [31][32].

Core Viewpoint - The integration of Qianwen APP with Alibaba's ecosystem marks a significant shift in the food delivery industry, moving beyond traditional subsidy wars to a new paradigm driven by AI technology [3][6][10]. Group 1: Industry Dynamics - The past decade of food delivery competition has primarily revolved around subsidy wars, where companies compete to offer the most attractive financial incentives to users [3][6]. - The introduction of AI into the food delivery space represents an elevation of competition, focusing on consumer convenience and habit formation rather than just financial incentives [6][10]. - The concept of "habit" is highlighted as a crucial competitive advantage in the business world, where companies aim to create user habits that persist even after subsidies are removed [3][6]. Group 2: AI Integration - AI's role in simplifying the food ordering process is emphasized, as it can understand user preferences and streamline the ordering experience, making it more intuitive and less burdensome for consumers [6][10]. - The integration of AI with platforms like Taobao Flash Purchase allows for a seamless user experience, where consumers can place orders without navigating multiple applications [6][10]. - The necessity for AI to be practical and widely applicable in everyday life is underscored, as true technological transformation occurs when innovations are integrated into common consumer behaviors [7][10]. Group 3: Competitive Advantages - Alibaba's ecosystem, which includes Qianwen, Taobao Flash Purchase, and Alipay, provides a unique competitive edge by ensuring trust and security in transactions, which is critical for consumer acceptance of AI-driven services [10][11]. - The challenges faced by competitors outside of Alibaba are highlighted, particularly the lack of a cohesive ecosystem that combines AI, payment, and delivery services, making it difficult for them to replicate Alibaba's success [10][12]. - The historical context of Alibaba's strategic moves, including the development of its AI capabilities and the evolution of its delivery services, illustrates a well-planned approach to dominate the market [14][15].