香港特区行政长官李家超在政府总部会见传媒介绍最新进展时表示，目前大埔宏福苑起火的 7栋大厦火势已全部受控，消防员已成功救出55人。 来源：新华社 更多财经视频，请关注视频号"新浪财经" 事关烟花爆竹!这项强制性国家标准发布 13 连 接 财 富 经 客 户 端 载 新 浪 财 下 往期回顾 李家超说，无论现场环境如何复杂，消防员的拯救工作不会停顿，受影响居民正紧急安排住 宿，到目前为止已经开放9个庇护中心，有超过500名居民正在使用。 李家超说，特区政府正统筹公私营力量，动用所有资源为居民提供所需的紧急住宿支援，并 已经物色到接近1000个单位，后续安排会主要以政府过渡性房屋及房协的专用安置居屋为 主，初步合共可以提供1800个单位。同时，还将向灾民派发每户1万港元应急补助金。 ...

Core Viewpoint - The recent leadership change at Wahaha Group, with Xu Simin replacing Zong Fuli as the legal representative, chairman, and general manager, indicates a strategic shift within the company while Zong Fuli retains a significant 29.40% stake in the company [2][3]. Group 1: Leadership Transition - Xu Simin, aged 31, with a legal background, has a history in the restaurant industry and has been closely associated with Zong Fuli, leading to speculation that he may be a figurehead while actual control remains with Zong Fuli [4][6]. - Xu's rapid ascent within Wahaha, from entering the executive team in August 2024 to becoming chairman and general manager in just over a year, reflects a significant shift in the company's management dynamics [8][10]. Group 2: Xu Simin's Background - Xu Simin founded a fast-food brand in 2015 and has maintained a 38% stake in his restaurant venture while also working in the legal department of Hongsheng Group [6][8]. - His promotion within Hongsheng Group was notably due to his effective crisis management during an environmental compliance issue, which saved the company significant costs [10]. Group 3: Challenges Ahead - The primary challenge facing Xu Simin as the new chairman is the trademark issue, particularly regarding the use of the "Wahaha" brand, which requires unanimous consent from all shareholders [12]. - The current ownership structure includes a 46% stake held by a state-owned entity, 29.4% by Zong Fuli, and 24.6% by an employee shareholding committee, complicating decision-making regarding brand usage [12][13]. - Recent developments indicate a pushback against the new "Wawa Xiaozong" brand, with distributors expressing concerns and leading to a retraction of the brand's rollout [13][14]. Group 4: Strategic Vision - In a recent sales meeting, Xu emphasized the importance of aligning with national strategies and maintaining a focus on the manufacturing sector as essential for the company's long-term stability and growth [14]. - He highlighted the need for private enterprises to contribute to economic development and job creation, reinforcing Wahaha's commitment to its foundational values [14].

Core Viewpoint - The collaboration between Beijing Bank and the China Children's Center aims to enhance financial literacy among children aged 6-12 through immersive and interactive educational activities, contributing to the development of child-friendly cities and financial empowerment [2][3]. Group 1: Collaboration and Educational Goals - The China Children's Center, as a national-level extracurricular education institution, focuses on the comprehensive development of children and has accumulated rich educational resources and practical models over the years [3]. - The partnership with Beijing Bank leverages the bank's professional advantages to provide financial resources and scenario-based services for children's quality education, aligning with national calls to integrate financial literacy into the basic education system [3]. Group 2: Event Structure and Activities - The event features four core areas: "Currency Enlightenment," "Career Experience," "Financial Competition," and "Safety Protection," designed to cater to different children's growth needs and interests [4]. - Activities include hands-on experiences with currency evolution, real banking processes, financial games, and safety knowledge, aimed at enhancing children's understanding of financial concepts and skills [4][5]. Group 3: Child-Centric Approach - The event emphasizes listening to children's voices, allowing them to actively participate and express their needs and expectations, thus making them the "little masters" of the activities [6][7]. - The establishment of the "Jingmiao Observation Group" enables children to contribute ideas for optimizing activities and content, fostering a sense of ownership and engagement in their learning process [7]. Group 4: Future Initiatives - Beijing Bank plans to deepen its collaboration with the China Children's Center, creating more systematic financial education projects through the "Jingmiao Club," integrating resources from financial enlightenment, cultural heritage, and social welfare [7].

Core Viewpoint - The article discusses the shift in investment strategies among Chinese investors from a focus on single asset types to diversified asset allocation in response to changing economic conditions and declining deposit interest rates [2][5]. Group 1: Change in Investment Perspective - The traditional investment mindset has been dominated by high returns from real estate and rigid financial products, leading to a neglect of the importance of asset allocation [5]. - Current low returns on fixed-income products and high volatility in equity markets necessitate a diversified approach to meet investor needs [5]. Group 2: Common Pitfalls in Asset Allocation - Investors transitioning from traditional "capital preservation" strategies struggle with the volatility of net asset value products, leading to a reluctance to embrace diversified asset allocation [7]. - A common misconception is that holding multiple products equates to diversification; for example, owning several funds in the same sector does not provide true diversification and can lead to concentrated risk [7][6]. Group 3: Effective Asset Allocation Strategies - The "Four Seasons Portfolio" strategy, based on Harry Browne's "Permanent Portfolio," allocates assets equally among stocks, bonds, cash, and gold, achieving over 7% annualized returns with less than 10% maximum drawdown [9][10]. - This strategy allows investors to navigate different economic cycles without needing to predict market conditions, providing a safety net during downturns and capturing opportunities during upturns [10][11]. - The "Four Seasons Portfolio" is designed for ease of use, allowing investors to select based on risk tolerance and investment goals, with automatic rebalancing to maintain the desired asset allocation [11].

Core Viewpoint - The ongoing conflict between Luo Yonghao and Hua Shan highlights the challenges and controversies within the marketing consulting industry in China, particularly regarding the reputation and practices of Hua Yu Hua [2][3][4]. Group 1: Conflict Background - Luo Yonghao issued a "final ultimatum" to Hua Shan, demanding a public apology by 6 PM, or he would release recorded conversations [3][4]. - The dispute originated from Hua Shan's comments about the restaurant chain Xibei, which Luo Yonghao challenged, questioning the implications of Hua's statements [4][5]. - This conflict is not isolated; it follows a previous confrontation in September, where Luo criticized Hua Yu Hua's handling of public relations for Xibei amid controversies [5]. Group 2: Hua Yu Hua's Business Model - Hua Yu Hua, founded in 2002, has established itself as a leading marketing consulting firm, particularly in the restaurant industry, with clients including Xibei, Haidilao, and others [7][9]. - The firm charges significantly high fees for its services, with reported consulting fees exceeding 60 million yuan from Xibei alone over ten years [5][9]. - Hua Yu Hua's approach focuses on long-term partnerships, emphasizing that the value of their services increases over time [9]. Group 3: Controversies and Regulatory Issues - Hua Yu Hua has faced multiple controversies and regulatory penalties, including a fine for misleading advertising in 2021 and another for content deemed damaging to national dignity in 2017 [11]. - Despite its high-profile successes, the firm has been criticized for its marketing strategies and the high costs associated with its services [6][9].

人口老龄化是我国全面建设社会主义现代化国家新征程的基本国情，也是推进中国式现代化 必须面对的重大课题。在此背景下，发展养老金融不仅是国家战略的重要部署，更是金融机 构践行人民性、赋能美好生活的必然使命。 11月21日，由中信银行主办、新华网承办的第三届"信·新"品牌高质量发展论坛在北京举 办。其间，中信银行正式宣布对"幸福+"养老金融服务体系焕新再升级，以更懂客户的养老 账本、更前瞻的投教工具和更专业的队伍服务，积极构建覆盖全生命周期的养老保障体系， 为我国养老金融高质量发展注入新动能。 作为国内较早布局养老金融的商业银行，中信银行历经多年探索，养老金融服务体系日臻完 善。2009年围绕客户全生命周期养老需求布局，推出国内首张老年专属借记卡"幸福年华 卡"；2019年与中国老龄协会建立战略合作关系；2022年推出涵盖"一个账户、一个账本、 一套产品、一套服务、一支队伍、一个平台"六大支撑的"幸福+"养老金融服务体系，首 创"养老账本"一站式养老规划服务平台、组建首支养老金融规划师队伍；2023年首创"三 分四步"全生命周期财务规划方法论，举办首届养老金融论坛，相关成果获评服贸会服务示 范案例；2024年举办首 ...

Core Viewpoint - The report emphasizes the increasing awareness and proactive planning of retirement among Chinese residents, highlighting a shift from traditional views to a more integrated approach to retirement wealth management and services [2][3][4]. Group 1: Awareness and Planning - Recent surveys indicate that respondents believe around age 37 is the optimal time to start retirement planning, showing a trend towards younger planning ages while remaining stable over the years [4]. - There is a significant decline in the younger demographic (ages 18-34) who feel they are "too young to worry," dropping from 78% in 2023 to 47% in 2025, indicating a shift in mindset towards planning [4]. - Among respondents under 50, 85% are actively engaged in monthly retirement planning, reflecting a strong awareness and willingness to act [4]. Group 2: Supply and Demand Dynamics - The low-interest-rate environment and increasing longevity have led to a shift in retirement investment from "safety-first" savings to "diversified asset allocation" [6]. - Financial product offerings have expanded, including personal pension accounts that now encompass government bonds, specific retirement savings, and index funds, enhancing the variety available for retirement planning [6]. - The core demands of respondents have evolved from merely preserving capital to seeking comprehensive services that integrate finance with health, care, and leisure [6]. Group 3: Integrated Financial Services - The report suggests that retirement financial services are transitioning from single-product offerings to a comprehensive service system that balances returns, safety, and quality of life [6]. - Financial institutions are innovating continuously, leading to more refined product structures that closely integrate with retirement services and leverage digital technology [6]. Group 4: The CITIC Solution - Since 2009, CITIC Bank has focused on the full lifecycle of customer retirement needs, establishing a unique "Happiness+" retirement financial service system [8]. - CITIC Bank has developed a comprehensive ecosystem for retirement financial services by leveraging its full financial license and extensive industrial coverage, integrating wealth management, health care, and home living [9]. - The bank is committed to educating the elderly on retirement financial knowledge, publishing resources that address core needs such as retirement security, quality of life, and intergenerational wealth transfer [9]. Group 5: Commitment to Quality Development - CITIC Bank aims to innovate retirement financial products and services, adhering to a customer-centric approach while collaborating with industry partners to promote the deep integration of retirement finance and services [10].

Core Viewpoint - The passing of Chen Yong'an, the founder and controlling shareholder of Tai Hing Group, marks a significant change in leadership for the company, which has been facing challenges in the mainland market and has seen a decline in the number of its restaurants [2][4][6]. Group 1: Leadership Changes - Chen Jiakang has been appointed as the new chairman of the board, while Chen Shufang has been appointed as the vice-chairman, effective immediately [6]. - Chen Jiakang, aged 44, is the son of the late Chen Yong'an and has been with Tai Hing Group since 2009 [6]. Group 2: Company Background - Tai Hing Group was founded in 1989 with the opening of its first fast-food restaurant, "Tai Hing Shao Wei," in Hong Kong [6]. - The company expanded into mainland China in 2004 and went public on the Hong Kong Stock Exchange in June 2019 [6]. - Currently, Tai Hing Group operates 18 restaurant brands, including "Tai Hing," "Min Wah Ice Hall," and "Tea Wood," with over 210 locations [6]. Group 3: Financial Performance - For the first half of 2025, Tai Hing Group reported a revenue of HKD 1.712 billion, representing a year-on-year growth of 6.2% [9]. - The net profit attributable to shareholders reached HKD 40.81 million, showing a significant increase of 280.75%, with a gross margin of 73.4% [9]. Group 4: Market Challenges - In recent years, Tai Hing Group has been reducing its number of restaurants in the mainland market, with the number of locations decreasing from 63 in 2019 to 31 projected for 2024 [9].

Core Viewpoint - Gree Electric Appliances held its second extraordinary general meeting of shareholders for 2025, addressing various topics including product planning, channel transformation, dividend repurchase, and international expansion [2]. Dividend Distribution - The meeting approved the 2025 interim profit distribution plan, with 2,331,422,068 shares voting in favor, representing 99.8959% of the total valid voting rights [7]. - Gree plans to distribute a cash dividend of 10 yuan (before tax) for every 10 shares, totaling 5.585 billion yuan [9]. - The chairman emphasized the importance of sustainable business practices, stating that Gree has distributed over 170 billion yuan in dividends since its listing, despite raising only 5 billion yuan in funds [9]. Business Strategy and Product Development - Gree's sales director reported that since the launch of the "Dong Mingzhu Health Home" in February, over 1,000 stores have opened, with sales shifting from a 7:3 ratio of air conditioners to non-air products to a more balanced 1:1 [10]. - The company is undergoing a channel transformation aimed at flattening the structure, allowing direct communication between end distributors and headquarters [10]. - The chairman defended the company's diversification strategy, stating that success lies in focusing on core technologies and expanding into related fields, rather than merely adhering to traditional specialization [11]. Management and Leadership - The chairman has adopted a more reserved approach, allowing younger management team members to take the lead, as suggested by a former independent director [11].

文 |《BUG》栏目 张俊 松鼠窝、松鼠洗脑院、松鼠嘿咻馆 ... 如果来到三只松鼠总部，你将看到这一系列以松鼠命名的建筑和房间。值得注意的是，就连 三只松鼠的员工在入职后也要改上鼠名，面对顾客还要喊 "主人"，而CEO和老板娘则自称 松鼠老爹、松鼠老母，这些都被指有矮化员工的嫌疑。 三只松鼠创始人、 CEO章燎原近日在朋友圈发声，称如果员工喜闻乐见地接受，都是好的 企业文化。不过，三只松鼠淘宝旗舰店客服表示，如果员工不愿意取鼠名，可能没法入职。 近日，有网友发帖称，在入职三只松鼠后，员工会将自己的名字改为 "鼠某某"，此事引发 公众关注。 针对三只松鼠的鼠名文化，网友们也是意见不一。有网友认为，鼠名文化挺可爱的，不用什 么都上纲上线；但也有网友认为，鼠在中国传统文化中并不是很好的寓意，如果强制改名， 有些 PUA的意味。 根据网友曝光的三只松鼠内部会议画面，每位员工的名牌都是以鼠开头，并且三只松鼠 CEO叫松鼠老爹，老板娘则叫松鼠老母； 网络上曝光的一份内部文件显示，三只松鼠内部 要求坚持 "把顾客当主人"的核心价值观，甚至有一个红本文件，最核心的一条就是"不准让 主人不爽"。甚至三只松鼠的电商客服都要称呼 ...