其中，召回编号S2025M0149I：涉及XMA7000MBEVR2和XMA7000MBEVR2车型，共计98462 辆；召回编号S2025M0150I：涉及BJ7000MBEVR2车型，共计18425辆。 对于此次召回，知情人士向澎湃新闻记者回应称：系软件OTA召回，用户只需要升级系统即 可。此次召回并未覆盖所有已出货的SU7标准版，仅包括2024年2月6日至2025年8月30日生产的 部分SU7标准版电动汽车。 据市场监督管理总局发布的公告显示，本次召回范围内部分车辆在L2高速领航辅助驾驶功能开 启的某些情况下，对极端特殊场景的识别、预警或处置可能不足，若驾驶员不及时干预可能会 增加碰撞风险，存在安全隐患。 资料图。本文来源： 澎湃新 闻 记者 范佳来 吴遇利 小米召回11万辆SU7标准版，知情人士：系软件 OTA召回，并非所有已出货的标准版都涉及 小米召回超11万辆SU7标准版一事引发关注。 9月19日，据国家市场监督管理总局网站，小米汽车科技有限公司（下称"小米汽车"）根据《缺 陷汽车产品召回管理条例》和《缺陷汽车产品召回管理条例实施办法》的要求，向国家市场监 督管理总局备案了召回计划。决定自即日起， ...

Core Viewpoint - Vanke has implemented a new organizational structure aimed at flattening management layers and enhancing control from the headquarters, transitioning from a three-tier to a two-tier management system [2][5][6] Group 1: Organizational Structure Changes - Vanke's new structure consists of "Group Headquarters," "Regional Companies," and "Business Units," with the previous development and operation department being dissolved [2][3] - The number of regional companies has been increased to 16, allowing for direct management from the headquarters [2][3] - The new structure emphasizes a direct management approach from headquarters to cities, eliminating the previous regional tier [2][6] Group 2: Management Team Adjustments - Key executives such as Chairman Xin Jie and other senior vice presidents have retained their positions, while new roles have been assigned to others in line with the new structure [5] - The adjustments are focused on "capacity aggregation," "risk system prevention," and "organizational efficiency," aiming to enhance business and risk management while reducing management levels [5][6] Group 3: Industry Context and Financial Performance - The restructuring aligns with a broader trend among leading real estate companies, such as Poly Developments and China Resources Land, which are also optimizing their organizational structures in response to market changes [5][6] - Vanke reported a revenue of 105.32 billion yuan for the first half of the year, a decrease of 26.2% year-on-year, with a net loss of 11.95 billion yuan, indicating challenges in the current market environment [6]

经调查核实，该平台违反《中华人民共和国电子商务法》第三十五条及《网络反不正当竞争暂 行规定》第二十四条的规定，存在利用服务协议、交易规则和技术手段对平台内经营者的交易 及交易价格进行不合理限制的问题。郑州市市场监管局已于2025年9月4日依法向其下达《责令 改正通知书》。本次约谈旨在督促企业全面整改、规范运营，切实维护公平竞争市场秩序，保 障平台内经营者合法权益。 会议要求，携程旅行网要高度重视此次行政约谈，严格按照时限完成整改。企业要在规定期限 内完成合同条款修订、调价工具优化等整改任务，并建立健全长效合规机制，加强内部监管和 问责，杜绝类似问题再次发生，确保依法合规开展经营活动。 会议强调，公平竞争是市场经济的核心。互联网平台企业应进一步增强法治意识，主动接受监 管：一要建立健全常态化法律法规学习机制，不断提升中高层管理人员及一线运营人员的合规 经营能力，积极配合市场监管部门工作；二要坚守诚信原则，彻底纠正各类不合理限制行为， 充分尊重商户自主经营权，针对"强制开通、无法退出"等问题进行彻底整改，重塑以用户和商 户为中心的服务理念；三要切实保障平台内经营者合法权益，严禁利用技术手段变相操控价 格、限制交易 ...

Core Viewpoint - The article discusses the financial success and lifestyle changes of designers Long Jiasheng and Wang Xinming, who created popular toy IPs Labubu and Molly under Pop Mart, highlighting their wealth accumulation and the impact of their designs on the market [3][4][5]. Group 1: Financial Success - Long Jiasheng and Wang Xinming purchased properties in Hong Kong for their studios, with prices of 18.52 million HKD and 36.65 million HKD respectively [4]. - Labubu's revenue from the THE MONSTERS series exceeded 3 billion CNY in 2024, with 4.81 billion CNY in the first half of 2025, indicating significant growth [6][7]. - Long Jiasheng's estimated earnings from Pop Mart could reach approximately 293 million CNY over a year and a half, based on a profit-sharing model [7][8]. - Wang Xinming received a fixed annual fee and equity from Pop Mart, with his shares valued at around 4.6 billion CNY as of September 17 [9][10]. Group 2: Lifestyle Changes - Long Jiasheng's success has led to increased demand for his previous works, and he is now engaged in various industry activities and exhibitions [17]. - Wang Xinming enjoys a semi-retired lifestyle, balancing work and personal interests, and has shifted to creating limited edition Molly designs [19]. - Both designers have seen their lives transformed by their success, with Long Jiasheng focusing on new creative projects and Wang Xinming enjoying a more relaxed approach to his work [17][19]. Group 3: Market Impact - The article emphasizes that as long as Pop Mart continues to thrive, the designers' financial and reputational growth will persist, suggesting a sustainable model for IP-driven success in the toy industry [20].

Core Viewpoint - The company emphasizes its innovative business model and commitment to fair pricing, which has allowed it to become a leading player in various retail sectors, including electronics and home appliances [4][5]. Group 1: Business Model and Growth - The company started with a transparent pricing model in 2004, which replaced traditional opaque pricing in the electronics market [4]. - By 2009, the company expanded into the home appliance sector, despite initial resistance from investors, and by 2016, it became the largest home appliance retailer in China [5][6]. - The company has successfully entered multiple categories, including fresh food and fashion, establishing itself as a leader in these markets [5][6]. Group 2: Industry Challenges and Innovations - The company identified significant pain points in the food delivery and hotel industries, where high commission rates negatively impact service quality and profitability for small businesses [6][7]. - The introduction of the "Seven Fresh Kitchen" model has led to a 30% increase in sales for local restaurants within a 5-kilometer radius, demonstrating that the company's model can coexist with and support existing businesses [7][8]. - The company has hired 280,000 delivery riders and is committed to providing full social insurance, setting a new standard in the food delivery industry [9]. Group 3: Brand and Consumer Engagement - The company aims to build trust and enhance consumer experience through high-quality products and services, similar to the approach taken by renowned brands like Moutai [9][11]. - The company values direct communication with consumers, as evidenced by its ongoing user meetups, which facilitate feedback and engagement [10].

Core Viewpoint - The core viewpoint of the article emphasizes that Fosun Pharma is focusing on innovation and accelerating globalization through a series of strategic actions in the first half of 2025, despite facing challenges in its core business performance [4][5][11]. Financial Performance - In the first half of 2025, Fosun Pharma achieved revenue of 195.14 billion yuan, a year-on-year decline of 4.63% [5][6]. - The net profit, excluding non-recurring gains, was 9.61 billion yuan, down 23.39% year-on-year, indicating pressure on core business operations [5][6]. - The increase in net profit by 38.96% to 17.02 billion yuan was primarily due to investment income of 21.2 billion yuan from the sale of non-core assets [5][6]. - The pharmaceutical segment, which accounts for 71.24% of total revenue, saw a revenue decline of 5.29% to 139.01 billion yuan [7][19]. Business Segments - The innovative drug business grew by over 14% year-on-year, reaching over 43 billion yuan, and now represents 31% of the pharmaceutical segment's revenue [7][8]. - The medical health services segment generated 35.92 billion yuan, a slight decrease of 1.83%, affected by price adjustments and centralized procurement policies [7]. - The medical devices and diagnostics segment reported revenue of 19.55 billion yuan, down 5.51%, impacted by geopolitical tensions affecting overseas operations [7]. Strategic Actions - The company has been actively restructuring its strategy, including the sale of non-core assets to focus on core innovative businesses, with over 20 billion yuan in signed disposals in the first half of 2025 [11][19]. - In August 2025, Fosun Pharma launched a new round of equity incentive plans with clear performance targets for net profit and innovative drug revenue growth [17][19]. - The company has made significant international collaborations, including licensing agreements for innovative drugs, indicating a strong push for global expansion [12][20]. Management Changes - In April 2025, Fosun Pharma underwent a significant management reshuffle, appointing new leadership with diverse backgrounds to drive its strategic focus on innovation and internationalization [15][16]. - The new management team is characterized by a strong emphasis on technical expertise and international experience, aiming to enhance the company's operational capabilities [16]. Market Response - The stock performance of Fosun Pharma has shown a divergence between A-shares and H-shares, with A-shares lagging behind the industry average while H-shares have outperformed significantly [9][10]. - Analysts have differing views on the company's future, with some optimistic about its innovative pipeline and others cautious due to ongoing pressures from centralized procurement policies [21].

Group 1 - Nvidia has violated the Anti-Monopoly Law of the People's Republic of China, leading to further investigation by the State Administration for Market Regulation [2] - The investigation is based on preliminary findings that Nvidia breached the conditions set forth in the announcement regarding the acquisition of Mellanox Technologies [2] - The decision for further investigation reflects the regulatory scrutiny over Nvidia's business practices in China [2]

Core Viewpoint - The incident involving Luo Yonghao and Hua Yu Hua has been resolved with an apology from the latter, but the main focus remains on the importance of consumer rights regarding the use of pre-prepared dishes in the restaurant industry [3]. Group 1: Incident Overview - Luo Yonghao publicly criticized Hua Yu Hua during a live-streaming session, accusing them of charging 60 million for 10 years of service to Xibei and labeling them as a "brand assassin" [6]. - The founder of Hua Yu Hua, established in 2002 by brothers Hua Shan and Hua Nan, has a client base that spans various sectors, including internet and dining [6]. Group 2: Company Operations - Hua Yu Hua's official website states that their service model is focused on providing comprehensive marketing consulting services for the entire year, rather than individual project services [6]. - The company does not participate in bidding or competitive pitches and does not have dedicated teams for acquiring new clients, emphasizing the importance of clients understanding their services before collaboration [6].

Core Viewpoint - Xibei has issued an apology to customers, acknowledging a significant gap between its production processes and customer expectations, and has committed to improving its food preparation methods by transitioning from central kitchen processing to in-store cooking by October 1, 2025 [3][5][6]. Summary by Sections Apology and Commitment - Xibei expressed gratitude for customer feedback and recognized the need for improvement in its production processes to meet customer expectations [5][6]. - The company reassured customers of its commitment to food safety and compliance with national regulations [5][6]. Planned Adjustments - By October 1, 2025, Xibei will implement several changes across its nationwide stores, including: 1. Switching to non-GMO soybean oil for all dishes cooked with soybean oil [6]. 2. Preparing children's meals, such as beef rice and beef patties, fresh in-store [6]. 3. Using fresh fish for children's fish sticks, prepared on-site [6]. 4. Transitioning to in-store preparation for lamb skewers, pork chops, and other dishes [6][7]. 5. Cooking oatmeal with fresh pumpkin slices on-site [7]. Customer Engagement - Xibei encourages ongoing customer feedback and suggestions for further improvements, emphasizing transparency and a commitment to customer satisfaction [7]. - The founder of Xibei, Jia Guolong, reiterated the company's dedication to customer service, stating that the company will learn from successful models in the industry [7].

Group 1 - The core viewpoint of the article revolves around Luo Yonghao's criticism of the marketing consulting firm Hua Yu Hua and its role in advising the restaurant chain Xibei, suggesting that their involvement raises questions about the intelligence of brands that choose to work with them [2][3] - Luo Yonghao expressed strong disapproval of Xibei's founder, Jia Guolong, for his handling of a situation involving Luo, indicating that if he had engaged in a direct confrontation, it could have severely harmed Xibei [2] - Luo Yonghao used a vivid analogy to describe the situation, comparing it to a scenario where one party is already severely injured and the advisors are encouraging further conflict, highlighting the absurdity of Hua Yu Hua's advice [2] Group 2 - Luo Yonghao warned that other companies considering working with Hua Yu Hua might face skepticism regarding their own intelligence and decision-making capabilities [3]