以下文章来源于十分之一信箱 ，作者十分之一编辑部 十分之一信箱 . 与少年读者一起阅读、交流正在发生的大事件。 朋友们，周日好。二月的第一天，南方的同学们应该也已经考完试，正式进入假期了吧？你们都在哪里玩呢？如果你那儿下雪了，别忘了把好奇心团成一个雪球丢 给「Knock Knock 世界」。 人类究竟应该怎么活着？ A：多亏假期赋予我们的闲暇，可以思考这些问题。 假如 AI 有了意识会发生什么？ A：会不会思考自己究竟应该怎么「活着」？ 为什么特朗普对格陵兰岛感兴趣？美国怎么能随便说要将某个地区纳入美国? 美国为什么想占领格陵兰？丹麦人有没有反抗？ A：其实我们第 8 期《雪橇犬被裁员、特朗普想占岛，格陵兰岛正面临哪些危机》就讲过特朗普想要占 有格陵兰岛的原因。不过这一次少年听友们在「为什么」之外又提出了角度不一的问题，很有意思。感 觉我们可以接着写。 梵蒂冈是以欧洲最小的国家，连它的卫队都只有一百多人，他凭什么能存活在战火 纷飞的欧洲大陆上到了科技发达，现代教会仍然手握重权？ 我知道中国的很多历史，但元朝时期算是中国的吗？ 最近总是能听说欧洲非洲等地频发蝗灾，可为什么自从古代以来就一直在频发的中国近些年都没 ...

#Foo By 新品牌? 品质不如大牌吧? 下 原本 同 理到大的提 目家品牌 超多9.99元的品质好物 好品质吃一口就知道 沃尔玛就是好逛 图 g 9 84 12 >> Walmart 44 《 《 》 《 《 》 《 》》》 《 《 》 《 》》 每月上新超100款, 熟悉的货架每次都有新惊喜 PAGE N ST BE THE 彩 24.99 预计阅读时长 8 mins 从几十款到近千款：「沃集鲜」狂飙，沃尔玛超 市的绝地反击 欢迎来到今天的咖啡豆回复时间。我们的听众「番茄超人蕊」提到，Ta 最近在沃尔玛购物时发现不少「山姆 同款」产品，比如瑞士卷、黑松露饼干等，而且这些产品都来自沃尔玛的自有品牌沃集鲜。其实最近这段时间 不仅有「番茄超人蕊」，我们也看到了听友「小申同学」和「兆青」都给我们投稿提出了和沃集鲜相关的问 题，除了对这个自有品牌的发展好奇之外，大家也会想知道既然都是同属于一家企业，为什么旗下的不同自有 品牌商品会越来越相似，难道不会左右互搏吗？ 那我们就先来回答听友的第一问题， 沃集鲜到底是一个怎样的品牌？ 根据公开资料，沃集鲜是沃尔玛中国在 2019 年推出的自有品牌。在沃尔玛的品牌架构中，沃 ...

预计阅读时长 5 mins 从「烧钱黑洞」到「香饽饽」：F1 如何让车企们 「逃离」后又「归来」? 这个月初， F1 今年的新车队凯迪拉克车队宣布，中国车手周冠宇将在 2026 赛季担任其储备车手。除了通用 旗下的凯迪拉克，奥迪此前收购了索伯车队，今年索伯车队也更名为了奥迪车队，在新的赛季加入 F1。赛车 的引擎供应商中也迎来了几个老面孔。美国车企福特将会时隔 20 多年重回 F1 比赛，为两支红牛车队提供引 擎。反复加入和离开 F1 的日本车企本田，今年也会第五次回到 F1，为阿斯顿马丁车队提供引擎。 F1 的首席执行官曾表示，主流的汽车制造商对他们来说十分重要。在很长一段时间里，赛车运动都是车企测 试新技术的试验场。梅赛德斯 AMG 的首席技术官认为，竞速时，他们不会考虑一些用在民用车上的技术，而 是会寻找更复杂的技术解决方案。根据金融时报的报道，在经济繁荣的时期，F1 能够吸引了七八家家不同的 大型汽车制造商，比如日本的本田、丰田，德国的奔驰、奥迪、宝马，法国的雷诺都参与过 F1。 但是一些车 企并不会长期在 F1 赛车运动中投入，他们之前还会反复地退出 F1 赛场。 像是 2008 年金融危机前后，本 ...

预计阅读时长 7 mins 门票 420 元，教练费上千：南方「虎妈」如何撑 起百亿冰雪经济? 过去人们总会觉得，只有经常下雪的北方才适合发展冰雪经济，但这几年一个明显的变化是，很多并不常下 雪、甚至几乎没有冬天的南方城市，正在成为冰雪消费最活跃的地区。根据《中国滑雪产业白皮书》的数据， 目前全国运营的七百多家滑雪场中，室内场馆共有 80 家左右，虽然占比不高，但贡献却很突出。仅在 2024— 2025 年这一年时间里，室内雪场累计接待滑雪人次达 563 万，占全国当年总滑雪人次的 21% 以上。从区域分 布上来看，浙江以 9 家室内雪场位居全国第一，华东、华南等非传统冰雪区域的参与度也在明显提升。 而在这一轮增长中，南方的超大型室内雪场尤为引人关注。去年 9 月，雪场面积超过 10 万平方米，号称全球 最大的室内滑雪场——深圳前海冰雪世界正式开业。开业不到半年的时间，这里的日均接待量已突破 5,000 人 次。2024 年正式营业的上海耀雪冰雪世界的雪场面积也接近 10 万平方米， 相当于 14 个足球场的大小。据浦 东时报去年的一篇报道，开业一年的时间，这里累计接待游客超 100 万人次，单日最高客流达到 ...

十分之一信箱 . 与少年读者一起阅读、交流正在发生的大事件。 以下文章来源于十分之一信箱 ，作者十分之一编辑部 朋友们，周日好。今天，我们的编辑骞文、主播幸倍正在上海参加小宇宙 2025 年颁奖典礼，还会合体做一个 分享，题目是《如何和少年们一起创作一档播客》。你们的好奇心也是「Knock Knock 世界」的创作源头。 为什么现在很多教育机构都在倒闭？ A：好问题。而且，我最近还频繁收到短信和电话，都是推销语数英教辅课 程的，之前从来没有这么集中收到过。这是为什么呢？我也很好奇。 我在班中发现，现在小孩子都会出口成脏，而网上玩游戏的时候，比 如像玩三角洲和平精英的时候都会听到里面的小孩子骂得非常难听。 难道游戏公司并没有对语音进行控制吗？为何现在小孩子说脏话已经 是为常态，家长也不会去管呢？ A：游戏公司为什么没有对语音进行控制，这个问题很有意思。我的女儿在使用 messenger kids 和同学聊天的时候，提到过一个功能，如果里面出现不当词语， messenger 会自动屏蔽这个词，不展示给对方。 好奇最近几年垃圾分类不再谈起，但大家似乎都已经习惯了在家做垃圾分类， 不久前刷到个讲垃圾分类的视频说是因为 ...

预计阅读时长 6 mins 不是专业户外，却卖出专业第一：骆驼的「休闲 沖锋衣」革命 听友「肯尼亚有小动物」发现，身边穿骆驼这一户外品牌的人越来越多了，甚至通勤坐地铁的时候，也随处可 见骆驼的冲锋衣或者羽绒服。日常生活中，骆驼的出现的频率也在不断提高。社交媒体上，还有人调侃「冬天 到了，学校和地铁里遇到的骆驼比沙漠的还多」。这位听友想知道，为什么这个品牌近些年卖得这么好？他们 做了些什么呢？ 的确，就像这位听友所说，近年来骆驼销量表现非常突出。去年的双十一期间，骆驼在天猫平台开售 30 分 钟，销售额就突破了一亿元，他们还一度位列抖音运动户外品牌榜的榜首。竞争对手伯希和的招股书也显示， 2024 年骆驼在国内户外服饰的市场占有率排名第一，销售额达到56 亿元。 不过，骆驼最初并不是一个户外运动品牌。中国知识产权报的报道显示，上世纪 20 年代初，天津有一家鞋厂 名为「沙船」。他们生产的皮鞋以「骆驼」图案作为商标，1956 年，沙船皮鞋厂被并入到天津百货公司，但 是到了 90 年代，沙船鞋厂停止了皮鞋的生产。随后在 2001 年，在广东经营鞋履生意的商人万金刚收购了骆驼 牌的商标，还把骆驼的产品拓展到了户外领域 ...

Core Viewpoint - Moutai is facing challenges such as price inversion and high inventory, prompting the company to reclaim pricing power through direct online sales channels [3][4][5] Group 1: Market Dynamics - Moutai has historically maintained a high-end image through controlled distribution and pricing strategies, contrasting with competitors like Wuliangye, which diluted its brand through extensive sub-branding [4] - The decline in government and business consumption of liquor has shifted focus towards younger consumers, who prefer other alcoholic beverages like beer and cocktails, leading Moutai to explore new product lines aimed at this demographic [5][8] - The actual market price of Moutai products has seen significant fluctuations, with the price of a bottle of Flying Moutai dropping from 2320 yuan to below 1499 yuan within a year, indicating a broken supply-demand balance [5][6] Group 2: Strategic Adjustments - Moutai has shifted to a direct sales model via its "i Moutai" platform, allowing the company to bypass traditional distributors and directly engage with consumers, thus addressing issues like price inflation and inventory management [5][6] - The company has announced the cessation of forced distribution of non-standard products, aiming to regain pricing authority and focus on best-selling items, which may lead to short-term revenue impacts but is intended to strengthen brand integrity [6][7] - Moutai's product strategy includes a pyramid structure, with Flying Moutai at the base and premium products at the top, enhancing the perceived value of older Moutai products in the collector's market [7] Group 3: Consumer Engagement - The "i Moutai" platform has seen rapid user growth, with over 2.7 million new users registered shortly after the launch of Flying Moutai, indicating a successful strategy to engage consumers and boost sales [7] - Despite efforts to broaden the consumer base, there are concerns about whether ordinary consumers, especially younger ones, will be willing to spend significant amounts on Moutai products, which could dilute the brand's high-end image [8]

Core Insights - The article discusses the rapid technological advancements and the resulting societal shifts, emphasizing the generational differences in perceptions and experiences of these changes [3][4][5]. Group 1: Technological Advancements - The pace of technological progress, particularly in AI, quantum computing, and robotics, is described as unprecedented, leading to a sense of urgency and excitement in the tech community [7][8]. - There is a belief that while technology creates new job opportunities, it also generates anxiety about job displacement, particularly among white-collar workers [9][10]. - The article highlights the need for individuals to adapt to changing skill requirements as AI reshapes job roles and workflows [10][11]. Group 2: Societal Concerns and Consumer Behavior - The concept of "谷子经济" (Guzi Economy) is introduced, reflecting a trend where consumer behavior is influenced by emotional connections to products and characters, rather than just technological advancements [19][20]. - The phenomenon of "Labubu" is discussed as a case study of consumer excitement driven by social media, illustrating how ordinary people engage with new trends [15][16]. - The article notes that despite the rapid advancement of AI, many consumers still seek tangible, physical products that provide emotional comfort and connection [20][21]. Group 3: Generational Perspectives - Younger generations, referred to as "digital natives," exhibit a natural acceptance of AI and are more focused on how to utilize it effectively in their lives [35][36]. - There is a notable concern among youth regarding global issues such as climate change, indicating a heightened awareness and engagement with societal challenges [42][44]. - The article suggests that maintaining curiosity and a desire to explore the world will be crucial for the younger generation as they navigate an uncertain future [49][50]. Group 4: Governance and Power Dynamics - The article discusses the shifting power dynamics between traditional nation-states and large tech companies, which are increasingly exercising authority typically reserved for governments [24][25]. - It highlights the need for new governance mechanisms to address the challenges posed by technological advancements and the emergence of a "cloud empire" [26][27]. - The implications of AI on political processes and public discourse are examined, emphasizing the potential for technology to influence societal norms and values [26][27].

Core Viewpoint - Jollibee Foods Corporation, known as "快乐蜂," announced a restructuring plan to spin off its international business into a new company that will be listed in the U.S., aiming to enhance its valuation and compete with global giants like McDonald's and Yum Brands [4][3]. Group 1: Company Overview - Jollibee started as an ice cream shop in the Philippines in 1975 and evolved into a fast-food chain focusing on fried chicken after recognizing market demand [5]. - The company has expanded to over 10,000 restaurants and cafes globally, with about 70% located outside the Philippines [4]. Group 2: International Expansion Strategy - The initial overseas expansion aimed to serve the Filipino diaspora, which numbers between 10 to 12 million globally, with around 4.6 million in the U.S. [8]. - Jollibee strategically opened its first U.S. store in Daly City, California, where the Filipino population is significant [8]. Group 3: Growth and Market Position - Jollibee has over 1,700 global stores, with plans to open 500 more in North America by 2030 [7]. - The brand's signature fried chicken and other products have driven substantial international growth, with Jollibee's revenue from its restaurants accounting for half of the group's total income in 2023 [12]. Group 4: Challenges in Global Market - The acceptance of Filipino cuisine abroad is limited, as the diverse influences on Filipino food make it hard to define and promote [11]. - Jollibee faces stiff competition in the U.S. from established brands like KFC and McDonald's, which complicates its market penetration [11]. - Past acquisitions, such as Smashburger, have not always been successful, highlighting the risks associated with the company's growth strategy [12]. Group 5: Acquisition Strategy - Since 2000, Jollibee has made 27 cross-border acquisitions, spending approximately $1.1 billion, often targeting smaller, struggling companies for turnaround [9]. - The company operates multiple brands, including Jollibee, Chowking, and Yonghe King, but its core revenue still heavily relies on the Jollibee brand [9].

Core Insights - The article emphasizes the importance of curiosity and engagement between the podcast "Knock Knock World" and its young audience, highlighting how the interaction fosters a deeper understanding of various topics [1][9][15] Group 1: Audience Engagement - The podcast editor expresses concern about connecting with the audience, fearing a generational gap in interests [1] - A Marvel fan among the audience demonstrates that curiosity can transcend specific interests, showing openness to diverse topics [3][9] - The podcast has successfully created a dialogue with its young listeners, allowing them to contribute ideas and topics for discussion [7][10] Group 2: Curiosity and Learning - The article discusses how young listeners possess an unrestricted curiosity, which can lead to unexpected interest in topics they initially might not find appealing [9][14] - The podcast's approach encourages young listeners to explore and question the world around them, fostering a culture of inquiry [12][16] - The editor reflects on the significance of allowing young voices to shape content, recognizing that their questions often stem from everyday experiences [13][14] Group 3: Content Development - The podcast has seen a significant number of topic submissions from its audience, with 1,886 ideas received, indicating strong engagement [10][15] - The editor acknowledges the challenge of balancing serious topics with lighter, more entertaining content, questioning the depth and significance of the ideas submitted [10][11] - The podcast aims to present complex subjects in an engaging manner, making them accessible and interesting to young listeners [9][11]