Core Insights - The article discusses the success of Oleve, a startup that has generated $6 million in annual revenue within two years, attracting over 5 million users and achieving profitability with a monthly revenue exceeding $500,000 and a profit margin of 20%-30% [4][5]. Group 1: Business Model and Growth Strategy - Oleve operates as an "AI factory," rapidly generating AI products and utilizing viral marketing strategies to accumulate users [5]. - The company launched its first product, Quizard AI, which provides math homework assistance, and gained 10,000 users within 30 hours of a TikTok video that garnered 2.3 million views [7][14]. - Oleve's second product, Unstuck AI, achieved over 800,000 users in nine weeks, with TikTok views exceeding 250 million [17]. Group 2: Marketing and User Engagement - Oleve employs aggressive marketing strategies, including leveraging popular TikTok audio and conducting street interviews to create engaging content [15][18]. - The company maintains high interaction levels on social media, responding to user inquiries and demonstrating product effectiveness through videos [22]. Group 3: Organizational Structure and Team Dynamics - Oleve's team consists of four core members, emphasizing efficient collaboration and clear role definitions, with a focus on hiring cross-functional talent [25][28]. - The company follows a principle of prioritizing profit, with each team member responsible for key performance indicators [30]. Group 4: Product Development and Iteration - Oleve utilizes a structured approach to product development, employing a framework called "Trellis" to manage chaos and prioritize tasks based on user interactions and business KPIs [20][21]. - The company has automated its marketing growth strategies, allowing for rapid iteration and application across multiple products [30]. Group 5: Industry Insights and Future Directions - The article highlights a trend in the AI industry where startups adopt a matrix approach, developing multiple applications simultaneously to increase the likelihood of success [34]. - The success of Oleve serves as a case study for the potential of AI-driven startups to innovate and capture market share in consumer-focused applications [32][33].

Core Viewpoint - Pop Mart is aggressively entering the gold jewelry market with its new brand popop, aiming to capture a share of the market traditionally dominated by established gold brands [4]. Group 1: Pop Mart's New Initiatives - Pop Mart launched its first gold series products under the popop brand on September 12, featuring items like gold beads, pendants, and ornaments, utilizing its IP Baby Molly [4]. - The popop brand is part of Pop Mart's strategy to expand its boundaries, with significant investments in store locations and design [4]. - The introduction of gold products signifies a direct competition with traditional gold brands, although experts suggest that a full-scale battle is still distant [4]. Group 2: Stock Performance and Market Reactions - Despite the launch of popop's gold products, Pop Mart's stock price has declined by 15.74% since reaching a peak of 339.8 HKD per share on August 26, closing at 276.8 HKD on September 12 [4]. - The decline in stock price is attributed to significant price fluctuations in the labubu plush series in the secondary market, with prices dropping from around 600 RMB to 133 RMB for certain items [5]. Group 3: Supply Strategy and Market Impact - Pop Mart's change in supply strategy, which involved a significant increase in the production of labubu plush products, led to a market oversupply, affecting the stability of secondary market prices [6]. - The monthly production capacity for labubu plush products has surged to 30 million, a tenfold increase compared to early 2025 [6]. - The influx of products has prompted resellers to offload their inventory, further driving down prices and impacting investor confidence [6][8]. Group 4: Long-term Strategy and IP Management - Pop Mart's management aims to diversify its IP portfolio to reduce reliance on a single product, which is seen as a risky strategy [7]. - The company prefers to enhance the liquidity of its IPs rather than relying on their resale value in the secondary market [7]. - The decision to adjust supply strategies is viewed as an opportunity to reshape the secondary market dynamics and regain investor confidence [8].

Core Viewpoint - Background checks are increasingly common in the job market, leading to both opportunities and challenges for job seekers, as discrepancies in resumes can result in job offers being rescinded [4][5]. Group 1: Background Checks in the Job Market - Companies are increasingly utilizing HR, headhunters, or specialized background check firms to verify candidates' information, a practice that has become more prevalent in China [8][9]. - Over half of background check issues are related to candidates' work history, with common discrepancies including inflated or shortened employment durations and fabricated job experiences [9][10]. - Approximately 40% of job seekers have encountered "anomalies" in their professional credibility during background checks, with the education and training sector showing the highest rate of discrepancies at 53.8% [14][15]. Group 2: The Evolution and Challenges of Background Checks - Initially, background checks were limited to high-level executives, but they have now expanded to include ordinary workers, creating anxiety among job seekers [20][21]. - Background checks often include verification of identity, education, credit issues, and legal records, with a focus on previous employment references [21][25]. - The process lacks transparency, often leaving candidates unaware of the specific reasons for disqualification, which can lead to significant personal and professional consequences [25][26]. Group 3: Job Seekers' Strategies to Navigate Background Checks - Job seekers are increasingly sharing experiences and strategies on social media to navigate the complexities of background checks, emphasizing the importance of selecting trustworthy references [38][43]. - Candidates are advised to clarify the scope and timing of background checks with potential employers, especially if they are currently employed [43][44]. - In cases of failed background checks, candidates are encouraged to communicate with HR to understand the reasons and seek clarification, which can sometimes lead to successful employment despite initial setbacks [44][45].

以下文章来源于中国企业家杂志 ，作者张文静 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 本文来自微信公众号： 中国企业家杂志 （ID：iceo-com-cn） ，作者：张文静，头图来自：中国企 业家杂志（邓攀摄） 沉默许久，贾国龙开口说了第一句话："我又进入了这个循环。" "什么循环"，记者问。 "要自证清白。" 除了生意受影响，随之而来的是网上的众多质疑声。对此，贾国龙说，他很在意，"但很无奈，一点 办法都没有。" 采访结束后，贾国龙从包间出来，遇到两位正在用餐的顾客，他告诉他们，"罗永浩刚刚黑过我"。 从目前的局面来看，双方都选择针锋相对，硬刚到底。贾国龙称， 哪怕生意不做了，和罗永浩的官 司一定要打。 但最终结局会走向何方，仍是未知数。 8月，罗永浩进入了播客赛道，推出一档长访谈节目，名为"罗永浩的十字路口"，现在虽然他在直播 中说"诉求不是打西贝或贾老板，是希望推动中国预制菜行业透明化"，但却不可避免地把贾国龙推到 了人生的十字路口。 以下为《中国企业家》与贾国龙对话内容 （有删减） ： 一、"日营业额一天掉了100万元" 9月12日下午两点，在位于北京中粮祥云小镇的西贝店——就在罗永浩吃饭的 ...

以下文章来源于果壳 ，作者代天医 果壳 . 科学和技术，是我们和这个世界对话所用的语言。 本文来自微信公众号： 果壳 ，作者：代天医，编辑：odette，题图来自：AI生成 相比于90后和00后的小时候，现在的中国孩子运动兴趣班和装备选择更多了，饮食条件更好了， 身 高和体重也在增长，但是肌肉变得更弱了。 如果以立定跳远代表肌肉健康，那么中国儿童青少年的肌肉健康水平20年间持续降低，近10年更为 严重。 ｜ 参考文献[1] 快速导览 这一代中国孩子，肌肉变弱了 中国从1985年开始每5年一次的全国学生体质健康调研， 其中的立定跳远项目可以评估下肢肌肉的爆 发力，被认为是最简便有效的肌肉健康测试之一。 到2000年时，立定跳远成绩较1985年明显提高。 然而，今年发布的一项研究显示，2000年到2010年期间，7～22岁各年龄段男生和女生的立定跳远距 离均降低，并在2010年到2019年期间加速下降。 而且， 成绩下滑最严重的年龄段为18～22岁，这本应是肌肉变强的高峰期。 2010～2019年间，22 岁男生的立定跳远中位数从234.3厘米下降到219.4厘米，女生也从172.8厘米降至162.5厘米。 在其 ...

Core Viewpoint - The article discusses the ongoing competition between China and the United States in the field of artificial intelligence (AI), highlighting China's strategic use of an "open-source strategy" to potentially disrupt Western AI business models and gain a competitive edge in the future [4][5]. Group 1: US and China's AI Landscape - The US holds a significant advantage in AI technology, particularly in private sector innovation, cutting-edge research, and advanced computing infrastructure, with 40 out of the top 50 AI models globally developed by American institutions [9]. - China excels in the large-scale deployment of AI across various sectors, leading in AI-related publications and patents, particularly in computer vision and natural language processing [4][10]. - China's industrial robot market share increased from 51% in 2023 to 54% in 2024, showcasing its dominance in AI application scenarios [13]. Group 2: Open Source Strategy - China's open-source strategy aims to undermine traditional software profit models by offering high-performance AI models for free, thereby reducing the willingness of users to pay for premium services [21][23]. - The open-source models developed by Chinese companies are rapidly approaching state-of-the-art performance, making them highly competitive against Western counterparts [20][21]. - This strategy not only democratizes access to AI but also positions China to control the hardware ecosystem needed to run these models, as global developers will require robust hardware solutions [23][25]. Group 3: Hardware as a Strategic Resource - The article posits that the AI era has reversed the traditional logic where software was scarce and valuable; now, hardware is becoming the critical resource due to the high demand for advanced AI capabilities [30][34]. - China's manufacturing capabilities and ecosystem allow it to produce hardware that is well-suited for its open-source AI models, creating a strong synergy between software and hardware [25][34]. - The demand for complex hardware, such as robots and AI chips, is expected to rise exponentially, establishing a significant barrier to entry for competitors [33][34]. Group 4: Future Implications - The article suggests that while China faces challenges, such as reliance on high-precision components and potential Western sanctions, it is exploring multiple strategies to enhance its resilience in the AI landscape [36][38]. - The ability to integrate and expand technology across industries will be crucial for long-term economic power, as highlighted by China's current dominance in electric vehicles and industrial robots [39]. - The competition may lead to a fundamental restructuring of the global technology value chain, with China potentially establishing a non-Western AI ecosystem that could redefine global standards and practices [42][43].

Core Viewpoint - The public dispute between entrepreneur Luo Yonghao and restaurant brand Xibei highlights a significant disconnect between brand narrative and consumer perception in the pre-prepared food era in China's catering industry [3]. Group 1: The Incident - Luo Yonghao's social media posts on September 10, 2023, unexpectedly brought Xibei into the spotlight, leading to a series of online confrontations [2]. - The confrontation involved Luo's live broadcasts across multiple platforms, where he emphasized the need for transparency in pre-prepared food and consumer rights [2][3]. - Xibei's founder, Jia Guolong, expressed his frustration over the perception that Xibei is expensive, reiterating this sentiment during a media event following the incident [5]. Group 2: Pricing and Value Perception - Xibei's average price per person is reported at 85.03 yuan, while other similar restaurants range from 24 to 55 yuan, indicating a significant price disparity [5]. - Luo Yonghao compared Xibei's products with those from high-end restaurants, questioning the value proposition of Xibei's offerings [5]. - Jia Guolong aims to position Xibei as a high-quality, family-friendly dining option, which he believes justifies the higher prices [5][6]. Group 3: Brand Narrative and Consumer Trust - Xibei's business model is driven by "emotional value," where consumers are purchasing not just food but a sense of health and warmth associated with the brand [6]. - Luo Yonghao's critique struck at the core of Xibei's brand narrative, which relies on the perception of fresh, non-prepared food [6][11]. - The incident reveals a growing gap in trust between Jia Guolong's high-quality narrative and Luo Yonghao's representation of consumer experiences [7][12]. Group 4: The Pre-prepared Food Market - The pre-prepared food market in China has doubled in size over the past three years, despite consumer resistance to the concept [8]. - The definition of pre-prepared food was clarified by regulatory bodies in March 2024, distinguishing it from other food categories [9]. - Jia Guolong insists that Xibei does not fall under the regulatory definition of pre-prepared food, while Luo Yonghao argues that consumer perception has already shifted beyond regulatory definitions [10]. Group 5: Industry Trends and Future Outlook - The restaurant industry faces a dilemma between operational efficiency and consumer experience, with a growing demand for transparency [11][12]. - Brands that can effectively bridge the gap between consumer expectations and operational realities will likely succeed in the future [13]. - The incident serves as a wake-up call for the industry, emphasizing the importance of honesty and transparency in brand communication [12][13].

Core Viewpoint - The article discusses the trend of Chinese companies expanding globally, highlighting the experiences of individuals who have been sent abroad for work, particularly in Africa and the Middle East, and how these experiences shape their careers and perspectives on globalization [4][5][6]. Group 1: Individual Experiences and Career Growth - Cheevin's first overseas assignment in Africa was driven by a personal fascination with the continent, while her second assignment reflects the broader trend of Chinese companies going global [4][5]. - Herman's experience in a foreign trade company illustrates the challenges posed by changing international trade policies, prompting the company to establish a factory in the Middle East [5][6]. - The article emphasizes that working abroad serves as a career accelerator, with individuals gaining significant professional growth and skills that would be harder to achieve in domestic roles [13][14]. Group 2: Cultural and Operational Challenges - The article highlights the cultural differences and operational challenges faced by Chinese expatriates, such as adapting to local business practices and navigating complex relationships with local employees [28][34]. - It discusses the importance of understanding local customs and cultural sensitivities to avoid misunderstandings and conflicts in the workplace [34][35]. - The narrative also points out the stark contrast between the perceived wealth of expatriates and the realities of local living conditions, emphasizing the need for cultural adaptation [12][18]. Group 3: Economic Factors and Market Dynamics - The article notes that expatriates often receive significantly higher salaries compared to domestic positions, which serves as a strong incentive for young professionals to seek overseas assignments [16][18]. - It discusses the competitive landscape in markets like Dubai, where price sensitivity among local distributors can lead to intense competition, affecting profit margins for Chinese companies [38][39]. - The shift from merely exporting products to providing comprehensive supply chain solutions is highlighted as a strategic evolution for Chinese companies operating abroad [35][36]. Group 4: Future Directions and Brand Building - The article emphasizes the need for Chinese companies to focus on brand building and differentiation in international markets, as they face competition from established global brands [38][39]. - It suggests that the ultimate goal for Chinese enterprises should be to create global brands rather than just being seen as low-cost suppliers [38][39]. - The experiences of expatriates are framed as crucial for understanding and bridging the cultural gaps that exist in international business operations [28][29].

Core Viewpoint - The rise of "instant retail" led by Meituan, JD, and Alibaba is fundamentally transforming the retail ecosystem, with brands recognizing it as a critical growth area for 2024 and beyond [4][5]. Group 1: Investment and Strategy - As of early September, major internet companies are intensifying their investments in instant retail, with Meituan reallocating resources from other areas and Alibaba treating instant retail as a strategic project [5][6]. - Estimated investments from Meituan, Alibaba, and JD in instant retail exceeded 42 billion yuan from late June to early September, with one company reportedly spending over 22 billion yuan in just two months [6][8]. - The back-to-school season in September triggered new marketing campaigns from these platforms, indicating ongoing competition in the instant retail space [6][9]. Group 2: Brand Perspectives - Brands are experiencing significant benefits from the instant retail boom, with some reporting order growth exceeding 40% year-on-year, largely driven by instant retail channels [4][10]. - A fruit retailer noted a 500% increase in daily orders after joining the Taobao Flash Purchase platform, highlighting the substantial traffic and customer growth from instant retail [10][11]. - Brands like Miniso are observing a shift in consumer purchasing behavior, with an increase in non-emergency product sales, indicating a change in consumer habits towards instant retail [14][15]. Group 3: Market Trends and Consumer Behavior - Instant retail is becoming essential for various sectors, including electronics, with companies like Honor recognizing it as a necessary strategy for future growth [20][21]. - The instant retail market is expected to contribute at least 10% to sales growth for many companies, with potential for even greater increases as consumer habits evolve [22][23]. - Carlsberg views instant retail as a core battleground for expanding user engagement and adapting to consumer trends, with significant revenue projections for 2024 and 2025 [25][26].

Core Viewpoint - The article discusses the recent fluctuations in the A-share market, highlighting the shifting focus of market funds between sectors, particularly between AI computing power and new energy sectors like solid-state batteries and energy storage [2][5]. Group 1: AI Computing Power - The leading sector in the current market rally is AI computing power, with companies like Cambricon, NewEase, and Tianfu Communication showing significant growth [9][12]. - The growth in AI computing power is driven by unexpected advancements in application and computing power industries, leading to increased capital expenditures from major players like Meta, Google, and AWS [11]. - Despite the high expectations, the AI computing power sector has seen a decline in stock prices as the market digests these expectations, with companies like Cambricon facing high valuation metrics [14]. Group 2: New Energy Sector - The new energy sector, particularly solid-state batteries and energy storage, is experiencing a resurgence, although it faces challenges such as overcapacity and low prices [17][18]. - Solid-state batteries are gaining attention due to their safety and performance advantages, with companies like Gotion High-Tech and EVE Energy planning to launch new products in the coming years [21][24]. - Energy storage systems have seen record-high order volumes, indicating strong domestic demand and a shift towards independent energy storage business models [27][30]. - The photovoltaic sector is awaiting policy changes to address overcapacity issues, particularly concerning silicon material production, which is crucial for the industry's supply-demand balance [36][38]. Group 3: Market Dynamics - The article emphasizes the need for new narratives and expectations in the market, as funds shift from high-performing sectors like AI to those with potential for recovery, such as new energy [8][15]. - The solid-state battery sector still has room for growth and narrative development, while energy storage requires further confirmation through orders and tenders [41]. - The interplay between AI computing power and new energy developments illustrates the dynamic nature of market investments, with capital continuously seeking value [41].