以下文章来源于劲旅网 ，作者陈杰tigereat 劲旅网 . 劲旅网-文旅新经济增量价值发现平台。我们以理性、严谨、客观、专业、务实的视角，为中国文旅业 界和关注文旅产业的金融界、科技界、产业界、学界等领域的精英们，实时输出有深度、有态度、高品 质的原创内容，以及产业社群服务。 本文来自微信公众号： 劲旅网 ，作者：陈杰，编辑：壮壮，头图来自：AI生成 一 "今年我们酒店接到的企业年会订单量惨不忍睹。" 华北某市从事高星酒店销售业务的A君这两天忍不住向劲旅君吐槽，往年这个时候整个团队都为企业 年会订单忙得不可开交，今年却一反常态。 不仅年会订单数量暴跌，价格也持续走低。 往年企业年会餐标价格至少1500元/桌，今年1000元/桌还是强凑出来的。 更有甚者，一些小企业客户就带着十来个员工在酒店吃顿饭权当年会了，没有工作总结，没有颁奖抽 奖，大家埋头吃饭，完事就撤，一点热闹气氛都没有。 在社交媒体上，"今年年会消失了？"的帖子不绝于耳，大家都在私下询问别家企业年会到底还办不 办？ 在一项名为"今年你们公司还有年会吗？"的投票，超过5000人的投票结果中，75%的人都投向"公司 没有年会"。 更多的人则是在各种帖子 ...

以下文章来源于未来图灵 ，作者张凤静 未来图灵 . 研究数据显示，Grok的用户群体平均每小时生成6700多张"脱衣"图像。而数字情报公司Peryton Intelligence的数据显示，仅在2026年1月2日当天，Grok就收到了199,612个独立的脱衣请求。面对 汹涌的舆论压力，X平台于1月9日宣布，图像生成功能仅对付费用户开放，并于1月15日正式发布安 全声明，禁止为真实人物生成暴露服装（如比基尼）的图片。 面对这一复杂难题，我们专访了北京师范大学新闻传播学院喻国明教授。身为北京师范大学新闻传播 学院学术委员会主任、教育部长江学者特聘教授，喻国明长期深耕技术、社会与人性的关系领域，凭 借其开创的"认知神经传播学"以及"社会安全阀""舆论代偿机制"等理论蜚声学界。他的剖析始终跳出 二元对立的桎梏，力求探寻兼具现实观照与建设性价值的平衡之道。 在本次访谈中，他开宗明义地指出，讨论的前提是必须严格区分"公共空间"与"私人空间"，成年人在 私域内的合理消费应受保护。但这绝非为技术滥用开脱。他犀利地指出"技术非绝对中立"，并提出了 清晰的"责罚相称"责任划分原则：有意为之的开发者应负主责。面对全球"监管碎片化 ...

出品 | 妙投APP 作者 | 刘国辉 编辑 | 丁萍 头图 | AI生图 新年伊始，作为招行的重要业务线之一，招行财富管理业务出现重要的人事调整，财富平台部总经理厉明东，将接任信用卡中心总经理。信用卡 中心原总经理刘加隆即将退休。总行零售金融总部总经理陆小荣，将兼任财富平台部总经理。 有意思的是，接管信用卡业务的厉明东，长期执掌财富管理业务。而即将担纲财富管理业务的陆小荣，出身并长期任职于信用卡中心。这一来一 去之间，有培养干部丰富履历的考虑，也有对于财富管理和信用卡业务协同的考量。 这形成了"双向奔赴"，厉明东从财富平台部调到信用卡中心，陆小荣则是长期任职于信用卡中心，在零售金融总部这个偏中后台支持的部门历练 后，走到了财富平台部这个前台业务部门。 而对于财富管理行业来说，不管是基金销售还是保险销售，招行都是非常重要的渠道。厉明东的调离，缺乏财富管理业务经验的陆小荣上任，对 于招行财富管理业务，会有怎样的影响？ 两大今昔明星业务之间的人事换防 厉明东早年在招行南京分行、深圳分行担任高管，2020年初担任总行财富管理部总经理，负责财富产品体系搭建、客户分层运营等，2021年 初，提出深耕大财富管理价值循环链 ...

那个NG . 以下文章来源于那个NG ，作者阿珂可 用关注决定视界｜复杂世界的策展人 出品 | 虎嗅青年文化组 作者 | 阿珂可 编辑、题图 | 渣渣郡 本文首发于虎嗅年轻内容公众号"那個NG"（ID：huxiu4youth）。在这里，我们呈现当下年轻人的面貌、故事 和态度。 要是未来短视频平台出了R18专区，一定是因为2026年的ICE执法视频太恐怖了。 在海的这边，看客们都把它们当成了新一代电子榨菜。混合政治和暴力的街头实况，简直是最完美的下饭瓜 条。 而在美利坚的刺激战场里，人们躲、跑、藏、打，为了逃避ICE的追杀大显神通。 要是现在向他们其中一位请教性价比最高的自保方式，他会这样说：反抗，不如把自己穿得丑一点。 要论哪个国家最缺乏时尚感，美国一定稳居黑榜的前几名。本地人穿衣之土，已经演变成一则让全世界都心照 不宣的地狱笑话。 在《摩登家庭》里就有这么一幕。米奇一句"咱俩穿得都一样"直接把法国路人搞破防：你没有理由攻击我。 可现在比美国时尚更地狱的是，有的移民为了不被ICE枪击，开始把自己往丑里捯饬了。 这事还得从美国最近的混乱形势开始讲起。 ICE是 U.S. Immigration and Cust ...

Core Viewpoint - The article discusses the impact of AI on human intelligence and the importance of maintaining independent deep thinking models in the face of AI advancements [7][10][28]. Group 1: AI and Human Intelligence - The debate in the media and communication circles is divided between those who favor traditional methods ("hand-made") and those who embrace AI [7]. - Economists argue that AI may lead to the production of standardized and mediocre individuals, as AI can replace what it teaches [7][9]. - The author emphasizes that the training process of thinking models in the human brain is crucial, and the rise of short video consumption has already altered these models [8][9]. Group 2: Importance of Independent Thinking - Establishing an independent deep thinking model is essential for individuals, especially in fields like media and public relations [11][12]. - The article suggests that the ability to think deeply and independently is a key differentiator among individuals [13]. - The author highlights that while AI can assist in learning, the practice ("habit") must still rely on individual effort [13][14]. Group 3: AI Usage in Core Fields - It is advised to minimize AI usage in one's main area of expertise to ensure the development of independent thinking [15][16]. - The article notes that excessive reliance on AI for writing and creativity can lead to a decline in cognitive abilities [17][19]. - The author argues that the process of physically creating and expressing thoughts is a vital cognitive training exercise that should not be undermined by AI [19]. Group 4: Cultural and Historical Context - The article stresses the importance of preserving the legacy of human civilization and warns against the dangers of fragmented information consumption [21][22]. - It discusses the potential negative effects of AI on societal values and the need for human oversight in the information dissemination process [26][27]. - The author concludes that the choice of whether AI makes humanity smarter or dumber lies in human hands, emphasizing the need for a human "editor" to guide AI's role [28].

Core Viewpoint - The article discusses the transformation of traditional supermarkets in Beijing, particularly focusing on the "胖改" (Fat Reform) initiative, which aims to enhance the shopping experience but has led to mixed consumer responses regarding pricing and product availability [5][25]. Group 1: Consumer Experience - Consumers have reported a decline in foot traffic and interest in supermarkets post-reform, with many expressing dissatisfaction over increased prices and a lack of everyday products [6][7][25]. - The transformation has made stores appear cleaner and more organized, but this has not translated into higher customer satisfaction, especially among price-sensitive shoppers [6][9][25]. - Observations indicate that during peak shopping times, such as holidays, the customer turnout has significantly decreased compared to pre-reform levels [7][19]. Group 2: Pricing and Competition - The article highlights that the average prices of products in reformed stores have increased, which has alienated budget-conscious consumers [26][28]. - Comparisons with e-commerce platforms reveal that many products are available at significantly lower prices online, leading consumers to prefer online shopping over physical stores [12][30]. - The competition from membership-based stores like Sam's Club is intensifying, putting additional pressure on traditional supermarkets to justify their pricing strategies [26][28]. Group 3: Operational Challenges - The reform has led to increased operational costs, particularly in labor, as stores have expanded their workforce and raised employee salaries significantly [29][30]. - Despite some positive metrics, such as increased sales and customer return rates, the long-term sustainability of these reforms remains uncertain due to rising costs and the challenge of maintaining service quality across different locations [28][30]. - The article emphasizes the need for traditional supermarkets to balance quality and pricing while navigating the complexities of supply chain management and organizational culture [30][31].

Core Viewpoint - The article discusses the challenges faced by international hotel groups in India, contrasting the optimistic growth projections with the harsh realities of operating in the market, highlighting the complexities and high transaction costs involved [4][14][56]. Group 1: Challenges in the Indian Hotel Market - International hotel groups face significant operational challenges in India, including legal disputes and high transaction costs, which can lead to prolonged legal battles and financial losses [9][21][32]. - A recent case illustrates the difficulties, where a hotel project in Bangalore faced contract termination and legal issues, resulting in a lengthy arbitration process that could last until 2028 [10][12][21]. - The article notes that the relationship dynamics in India are different from other markets, with local owners often holding more power than international brands, leading to potential exploitation [20][24]. Group 2: Growth Projections vs. Reality - Despite the operational challenges, major hotel groups like Marriott and Hilton are aggressively expanding in India, with ambitious plans to increase room counts significantly over the next few years [15][16][17]. - The article highlights a disconnect between the optimistic growth narratives presented by hotel executives and the actual difficulties on the ground, suggesting that the market may not be as lucrative as it appears [17][44]. - A report indicates that disputes related to hotel management contracts have surged by 37% in the past two years, indicating a growing trend of legal issues in the sector [21]. Group 3: Comparison with the Chinese Market - The article contrasts the Indian market with China, noting that while India is seen as a growth opportunity, the operational efficiency and market stability in China make it a more attractive destination for hotel investments [47][55]. - In China, the average time from signing a hotel contract to opening is significantly shorter (18-24 months) compared to India (36-60 months), highlighting the bureaucratic hurdles in India [47][51]. - The consumer market in India is described as polarized, with a lack of a substantial middle class to support mid-range hotel brands, unlike in China where a robust business travel segment exists [53][55].

Core Viewpoint - The article highlights a significant demographic shift in China, with a projected decline in birth rates and an increasing aging population, indicating a need for policy adjustments to address the challenges posed by these trends [2][6][25]. Population Trends - In 2025, China's new birth population is expected to be 7.92 million, marking a decrease of 3.39 million from the previous year, and the lowest since the founding of the People's Republic of China [2][6]. - The average years of education for the population aged 16-59 has reached 11.3 years, while those aged 60 and above account for 23% of the total population [2][6]. Educational and Social Implications - The declining birth rate suggests that over half of kindergartens may face a shortage of children, leading to potential closures in schools at various educational levels in the future [6]. - Families, particularly urban middle-class households, are increasingly focused on ensuring the quality of their children’s education and future success, leading to a competitive environment for child-rearing [7][11]. Policy and Economic Pressures - Current policies aimed at increasing birth rates, such as extended maternity leave and financial incentives, have shown limited effectiveness against the backdrop of rising living costs and educational pressures [9][11]. - Families are experiencing a "triple pressure" from the need for elite education, career challenges, and the burden of caring for elderly relatives [10][11]. Strategic Adjustments - The article suggests that the focus should shift from quantity to quality in population policies, aligning national strategies with the realities of family decisions regarding child-rearing [13][14]. - A new social safety net that allows for a more inclusive understanding of success and stability is necessary to alleviate the pressures on families [14][25]. Industry Implications - The real estate market is expected to undergo significant changes due to the declining young population, necessitating a shift from expansion to optimization and quality improvement in housing [19]. - The "silver economy" is projected to become a major growth driver, with a diverse range of services needed for the aging population, extending beyond traditional elder care [20]. - The demand for artificial intelligence and robotics will increase as these technologies address labor shortages and enhance service quality in various sectors [21]. Consumer Behavior Changes - The new generation of consumers is expected to prioritize spending on knowledge, experiences, health, and sustainability, leading to a more rational and value-driven consumption pattern [23]. - The insurance industry is likely to evolve from simple product sales to comprehensive risk management solutions that cover the entire lifecycle of individuals and families [23].

Core Viewpoint - Tesla has updated its mission to "build a world of extraordinary abundance," where people can achieve high income without the need to work [2][5]. Group 1: Tesla's Mission Evolution - Initially, Tesla's mission was to "accelerate the world's transition to sustainable energy," with a clear path outlined in the first three chapters of the "Master Plan" [3][4]. - The first chapter focused on producing high-end sports cars to fund the development of more affordable vehicles, which has been completed with models like Roadster, Model S, Model X, and Model 3 [4]. - The second chapter aimed to provide solar energy solutions and expand the electric vehicle lineup, with partial completion noted by 2025 [4]. - The third chapter, released in 2023, set a goal for 100% sustainable energy by 2050, which is still considered far from realization [4]. Group 2: Future Vision of Abundance - The concept of a world of extraordinary abundance is based on a productivity explosion driven by robots and AI, with the Optimus robot expected to surpass human capabilities in various fields [8][9]. - In this envisioned world, people would not need to work for income, and the cost of goods and services would approach zero, rendering money less significant [9]. - The future may allow for extended lifespans, but concerns about societal challenges and the potential loss of human dominance over superintelligent AI are raised [11][12]. Group 3: Current Challenges and Expectations - Tesla's focus on AI and robotics, particularly the Optimus robot and autonomous driving, is seen as crucial for achieving its new mission [16]. - The company aims to produce the Cybercab, a low-cost autonomous vehicle, with a target production capacity of 2 million units by April 2024 [16]. - However, there are concerns about Tesla's ability to meet these commitments, especially given past delays and the current decline in vehicle sales, which dropped by 8.6% year-on-year in 2025 [21]. - Investors are increasingly wary, as the company's market narrative may overshadow its fundamental performance, and 2026 is viewed as a critical year for demonstrating tangible progress [21].

Core Viewpoint - The article discusses the volatility and potential of AI application stocks, highlighting the recent surge and subsequent decline in their prices, emphasizing the need for logical investment rather than speculative trading [3][4][6]. Group 1: AI Application Market Dynamics - The AI application market saw a significant surge starting January 9, driven by the IPO of MiniMax, which rose over 90%, boosting market confidence in AI commercialization [3][4]. - Following the initial excitement, many AI companies issued announcements clarifying their limited revenue from AI, leading to a sharp price correction in the sector [4][5]. - The article suggests that while the current market may present opportunities, investors should focus on companies with genuine value and sustainable business models [4][7]. Group 2: GEO Model in Advertising - The article introduces the GEO (Generative Engine Optimization) model as a transformative approach in advertising, allowing users to input specific demands and receive optimized product recommendations directly from AI [9][11]. - The GEO market is projected to grow significantly, with estimates of $2.9 billion in China and $11.2 billion globally by 2025, indicating a shift from traditional SEO to AI-driven marketing strategies [11][12]. - Companies that own AI models and user behavior data are expected to be the primary beneficiaries of the GEO model, similar to how Google and Baidu benefited during the SEO era [12][13]. Group 3: AI in Healthcare - The AI healthcare sector has shown strong performance, with companies like 泓博医药 and 迪安诊断 seeing over 50% gains year-to-date, driven by increasing market interest [22][24]. - Government policies are increasingly supportive of AI in healthcare, with initiatives aimed at integrating AI into medical services and diagnostics [24][25]. - The article notes that advancements in AI healthcare applications, such as OpenAI's ChatGPT Health, are enhancing market sentiment and could lead to further growth in the sector [26][29]. Group 4: AI in Financial Technology - The financial technology sector has also experienced growth, with a 14% increase in the financial technology ETF as of January 14, 2026 [37]. - AI is expected to enhance the capabilities of both internet finance companies and financial IT firms, improving customer engagement and operational efficiency [38][39]. - However, the article cautions that while AI can improve operational efficiencies, it may not fundamentally change the poor business models prevalent in financial IT companies [40].