Core Viewpoint - The article discusses the phenomenon of "old rabbits" in large internet companies, referring to long-tenured employees who are perceived as low performers but are difficult to remove due to their established positions and relationships within the organization [4][9][20]. Group 1: Definition and Origin of "Old Rabbits" - The term "old rabbit" originated from Alibaba's talent assessment matrix, describing employees with good values but consistently low performance [9][10]. - As the internet industry matured, many early employees lost their business drive, becoming "old rabbits" characterized by long tenure, low output, and stable relationships [9][10]. - The criticism of "old rabbits" became more pronounced as companies faced slower growth and began to prioritize efficiency, leading to a push for their removal [10][12]. Group 2: Organizational Dynamics - The presence of "old rabbits" is often a symptom of deeper organizational issues, such as stagnation and outdated systems, which create an environment where low performance can thrive [16][17]. - Employees in higher positions often adopt a "do not disturb" attitude, leading to communication breakdowns and inefficiencies within teams [7][20]. - The article highlights that as companies enter a contraction phase, the likelihood of "old rabbits" emerging increases, particularly among older employees who may feel stuck in their careers [16][17]. Group 3: Employee Perspectives - Many employees express frustration with "old rabbits," viewing them as detrimental to team performance and resource allocation [22][23]. - The article illustrates how "old rabbits" can create a toxic work environment, where their lack of engagement negatively impacts younger employees and overall productivity [22][23]. - Despite the negative perceptions, some employees also recognize the survival strategies of "old rabbits," who navigate the corporate landscape by leveraging their experience and understanding of company dynamics [27][28]. Group 4: Challenges in Removing "Old Rabbits" - The difficulty in removing "old rabbits" stems from their deep understanding of company processes and the potential disruption that their removal could cause [25][26]. - Companies face significant costs associated with replacing "old rabbits," including recruitment, training, and potential declines in team performance during transitions [25][26]. - The article concludes that the presence of "old rabbits" is a complex issue, with organizations often becoming "rabbit dens" where inefficiency is tolerated due to the challenges of change [26].

他至今都能回忆起，彼时经常送餐的一家公司正是雷军出任CEO的金山毒霸。他能感受到那里的激情：汗水、野心、灰尘和键盘敲击声交织在一起。 但他并未想到，25年后，他已经从东北小菜馆老板儿子、送餐员的身份，奋斗成为拥有400多家门店的火锅品牌"熊喵来了"创始人。 出品｜虎嗅商业消费组 作者｜李佳琪 编辑｜苗正卿 头图｜熊喵来了 2000年，中关村。 时年22岁的东北小哥吴红涛，正拿着打包好的餐盒，穿梭在中关村的写字楼中。就在不久前，他刚辞去东北铁饭碗，来北京投奔在中关村经营东北菜 馆的母亲。和东北办公室里"体面"的工作不同，在中关村，吴洪涛的起点是"外卖员"。 以下文章来源于商业弧光 ，作者李佳琪 商业弧光 . 听风者，捕光人，最准点的商业节拍 在熊喵来了门店内，虎嗅发现，整个门店是一个国潮与熊猫IP的沉浸式融合场域。红墙为底，木质格架吊顶垂挂着缤纷的灯笼，暖光揉着国风韵味漫 开，与金属质感的吊灯碰撞出年轻的时尚感。墙面排布着熊猫主题的菜品海报，巨型熊猫形象跃然墙边，将品牌IP基因揉进空间细节。 不难看出，品牌在设计层面想要达到既是火锅消费的场景，也是契合年轻人审美、适合打卡传播的视觉载体的效果。 值得注意的是，当 ...

大家早上好！这里是今天的早报，每天早上，我都会在这里跟你聊聊昨夜今晨发生了哪些大事儿。 昨夜今晨 【美众议院有关弹劾总统特朗普的动议经表决后被搁置】 据央视新闻，当地时间12月11日，美国众议院以237票赞成、140票反对的投票结果，搁置了得克萨斯州国会众 议员阿尔·格林提出的弹劾美国总统唐纳德·特朗普的动议。 所有共和党议员都投票支持这项所谓的"搁置动议"，而尽管许多众议院民主党议员私下里认为特朗普不应该继 续担任总统，或者应该被弹劾，但他们大多不愿推进这项决议。 【OpenAI发布更先进模型GPT-5.2】 财联社12月12日电，OpenAI宣布推出新人工智能模型GPT-5.2，旨在提升ChatGPT在编程、科学及工作任务中 的表现。该模型速度更快，擅长信息查找、写作和翻译，分为三档以模拟人类推理，处理复杂任务。GPT-5.2 将于周四向付费用户开放。 此前，OpenAI CEO Sam Altman在公司备忘录中拉响"红色警报"，要求加快改进ChatGPT，但表示谷歌Gemini 3的影响小于预期。Altman预计公司将于明年1月退出"红色警报"状态，恢复常态。 【中央明确普通高中优质本科扩招】 据第一 ...

Core Insights - The article emphasizes the importance of understanding the return on investment (ROI) in e-commerce, as many businesses struggle to reconcile their sales growth with actual profits, highlighting a case where a company achieved 13 million yuan in sales but only 50,000 yuan in net profit due to focusing solely on GMV growth without considering ROI [2][4]. Group 1: E-commerce Challenges - E-commerce platforms are becoming more complex, requiring businesses to adapt to diverse consumer behaviors and marketing strategies [3]. - Businesses are encouraged to analyze the entire customer journey rather than focusing on isolated metrics, as this can lead to better resource allocation and decision-making [4][11]. Group 2: New Solutions from Douyin E-commerce - Douyin E-commerce has introduced a new marketing product called "Qianchuan·Chengfang," which aims to help businesses clarify their operational costs and maximize the value of every investment [8][10]. - The platform offers three main capabilities: Qianshe (strategy management), Qianyi (execution management), and Qianxun (intelligent recommendations), which collectively enhance businesses' marketing effectiveness [10][14]. Group 3: Steps to Optimize Business Operations - The first step involves helping businesses calculate their total costs across all stages of the sales process, providing a comprehensive view of user acquisition costs [11]. - The second step focuses on optimizing budget allocation and ROI targets through intelligent systems that streamline marketing and advertising efforts [12][15]. - The third step aims to enhance profit levels by optimizing marketing strategies to achieve the best ROI and maximize overall profits [15]. Group 4: Enhanced Marketing Strategies - The article discusses the upgrade of smart coupons to help businesses achieve specific growth targets, such as attracting new customers or activating memberships [20]. - A new dual-commission model for influencer partnerships allows for more flexible collaboration, benefiting both influencers and businesses by reducing costs and increasing profits [21][22]. Group 5: AI Integration and Dynamic Decision-Making - AI plays a crucial role in optimizing marketing strategies by analyzing user behavior across the entire customer journey, enabling businesses to make informed decisions [14][23]. - The integration of AI tools allows for real-time adjustments and recommendations, helping businesses stay aligned with market trends and consumer preferences [23]. Conclusion - The evolution of user behavior and business needs has prompted a shift in platform strategies, with Douyin E-commerce moving towards a model that emphasizes shared ROI goals with businesses, marking a significant transformation in the e-commerce landscape [25].

Group 1: Industry Overview - The non-ferrous metals industry, often labeled as "bulky and crude," has unexpectedly entered a high-profile period since 2025, with indices outperforming even the AI-driven TMT sector, and core commodity prices like gold and copper reaching historical highs [5] - The industry is undergoing a systematic transformation, with China evolving from a follower to a leader in global resource allocation through overseas acquisitions and capacity expansion [6][7] Group 2: Changes in Industry Narrative - A new variable, processing attributes, has emerged as a third core attribute alongside financial and resource properties, increasingly influencing the pricing and competitiveness of non-ferrous metals [9] - Supply rigidity is a fundamental support for price stability, as insufficient investment in resource extraction over the past decade, coupled with rising nationalism and stricter environmental regulations, has made new capacity hard to release [10] - Geographical mismatches in resource distribution have intensified national competition for influence in the non-ferrous industry, with countries like China actively acquiring overseas mines to secure resource safety [13][14] Group 3: Gold Market Dynamics - The new pricing logic for gold is shifting towards hedging against dollar credit risk, with gold becoming a preferred reserve asset amid rising global debt and currency devaluation [16][17] - Central banks and individual investors have increasingly turned to gold, with central banks net purchasing around 1,000 tons annually, accounting for about 23% of global demand [20] - China, as the largest gold producer and consumer, has seen its mining companies actively participate in global resource allocation, with significant acquisitions enhancing their competitive edge [21][24] Group 4: Copper Market Insights - The copper market is experiencing a tight balance between supply constraints and steady demand growth, with prices rising over 30% this year [26] - China's copper enterprises have transitioned from followers to leaders, with significant investments in overseas resources and a complete industrial chain from mining to processing [30][33] - The global copper supply is expected to face significant challenges due to aging mines and declining ore grades, while Chinese companies are well-positioned to capitalize on these trends [31][33] Group 5: Aluminum Industry Landscape - Aluminum, the most consumed non-ferrous metal, maintains high prices due to its strong processing attributes and the competitive nature of the industrial system [35] - China dominates the global aluminum market with a 57% share of electrolytic aluminum production, and the industry is expected to maintain a balanced supply-demand dynamic [36] - Chinese aluminum companies are expanding their competitive advantages through cost reduction strategies and integrated operations, solidifying their global leadership [38][40] Conclusion - The non-ferrous metals industry is not merely a cyclical story of price fluctuations; it reflects a complex interplay of financial, resource, and processing attributes, alongside global resource allocation dynamics, showcasing the rise of Chinese enterprises from followers to leaders in the sector [41][43]

Core Insights - The article discusses the contrasting media and technology ecosystems in the United States and China, highlighting the supportive environment for content creators in the U.S. compared to the restrictive nature in China [8][9][10]. Group 1: Media Ecosystem - The U.S. has a content creator-friendly ecosystem, exemplified by platforms like Substack, which allows creators to retain 90% of their subscription revenue [8]. - In contrast, Chinese platforms often impose restrictive payment terms on creators, leading to a less favorable environment for content production [9]. - The New York Times' team operates with a focus on content creation without the pressure of revenue concerns, showcasing a different operational model compared to Chinese media [13][20]. Group 2: Creator Support and Engagement - U.S. media companies maintain strong relationships with creators, allowing for collaboration even when creators move to larger platforms [10]. - The N+1 publisher, despite having a small subscriber base, thrives on donations and focuses on nurturing new creators, demonstrating a commitment to quality over quantity [11]. - High renewal rates for subscriptions, such as 80% for some Substack creators, indicate a strong willingness among U.S. audiences to pay for quality content [10]. Group 3: Work Culture and Environment - Companies like Google provide exceptional employee benefits, contributing to a relaxed work culture, with employees typically working from 11 AM to 6 PM [18][19]. - Amazon, while more demanding, still offers a relatively comfortable work environment compared to Chinese standards [20]. - The overall atmosphere in U.S. companies appears more relaxed, which may foster innovation, contrasting with the more intense work culture in China [21]. Group 4: Podcasting Landscape - The podcasting industry in the U.S. has evolved into a mainstream medium, with a clear distinction between high-profile and niche shows, leading to a "middle collapse" phenomenon where mid-tier shows struggle for attention [22]. - U.S. podcasters can afford to take their time in developing content, focusing on quality rather than immediate commercial success, unlike the more frantic pace in China [24][25]. - The article emphasizes the importance of seizing early opportunities in emerging media, suggesting that the current podcasting landscape in China is still in its infancy [26][28].

Core Viewpoint - The article discusses how SUREWAY, a leading foreign trade bag brand, is leveraging 3D and AI technologies to overcome inefficiencies in the fashion industry, particularly in the bag manufacturing process, achieving significant reductions in sampling costs and time while enhancing customer engagement through digital solutions [4][6][39]. Group 1: Industry Challenges - The fashion industry is characterized by significant waste, with long sampling cycles, high development costs, and low order conversion rates being common issues [6]. - Traditional processes often lead to wasted labor and resources, with order conversion rates ranging from 10% to 50% [30]. Group 2: SUREWAY's Strategic Shift - SUREWAY's CEO, Zhao Shiyi, recognized the potential of 3D technology in 2021, viewing it as a means to reconstruct the R&D process and enhance the company's core competitiveness [7][10]. - The company adopted a three-step strategy: pilot, promotion, and deepening, to systematically implement 3D technology in its operations [15][30]. Group 3: Implementation of 3D Technology - The pilot phase focused on overcoming challenges in modeling hardware components, which are critical in bag design [11][12]. - A dedicated team was formed to enhance the realism of 3D models, achieving an 80% realism score after six months of iterative improvements [24]. Group 4: Market Promotion and Customer Engagement - During the promotion phase, SUREWAY faced initial resistance from customers unfamiliar with 3D samples, but successfully demonstrated the advantages of reduced sampling time and costs [25][27]. - The adoption of 3D technology led to a 60% reduction in sampling cycles and a 40% decrease in costs, significantly improving customer willingness to engage [28]. Group 5: Process Reengineering - The traditional workflow was restructured to prioritize digital resource investment and market validation before material procurement, enhancing sales conversion rates [30][32]. - SUREWAY has accumulated over 10,000 digital models, which are viewed as valuable assets for future growth [33]. Group 6: Future Directions with AI - SUREWAY is now focusing on integrating AI to enhance the 3D experience, aiming to provide comprehensive fashion solutions rather than just products [34][35]. - The company has set ambitious goals for future technological advancements, including direct conversion of AI-generated designs into 3D models [36][38].

以下文章来源于半佛仙人 ，作者半佛仙人 半佛仙人 . 半佛仙人那些疯癫又暴躁的灵魂文章。 本文来自微信公众号： 半佛仙人 ，作者：半佛仙人，题图来自：AI生成 一 说来有趣，后台经常有人问我开店的成功经验，都给我看笑了。 跟我，问，开店成功？ 我们不能讨论一个不存在的东西。 我这些年最惨的事情就是开店，开各种店，基本上被社会各种角度毒打了一个遍。 而其中坑最狠的，就是民宿。 真的，开别的赔的还能少点，民宿那真是嗷嗷地赔。 很多人觉得再这么打工下去过不了几年就会被淘汰，但如果开民宿，立马就可以从根源上解决这个问题。 因为一年就被淘汰了。 民宿行业对于自己的状态，有一个传神的描述。 开民宿只有两天开心，开业的第一天和成功转手的那一天，其他时候都想上吊。 建议用心感受一下上面这句话，这都是前辈们用钱烧出的血泪。 很多人上班上抑郁了，然后看了几篇图文，几本小说，几个视频就想搞个民宿去实现风花雪月的小日子，心里的小算盘都盘出包浆了。 民宿多好呀，听起来就是吉他，艳遇，江湖，花房姑娘，清新，花朵，咖啡，烧烤，篝火，酒和故事，风一样的日子，还能坐着数钱。 再一想民宿这东西看起来好像没有什么门槛，装修一下就能接客，而且多少还 ...

中国汽车行业正在发生一场静悄悄、但可能影响未来十年的结构性迁移。迁移的方向不是车型，也不 是参数，而是豪华的定义权。 如果把过去三十年的豪华市场拆开，你会发现它由三种力量轮流主导：第一阶段是机械工业的力量： 德系三强曾借着发动机和底盘体系树立起几乎不可撼动的壁垒；第二阶段是品牌叙事的力量：历史越 长、故事越稳、调性越统一，豪华越有议价权；而从近两年开始，正在进入第三阶段： 智能能力的 力量。 智能化重新定义汽车的速度，比我们想象得要快得多。豪华的逻辑也被迫发生质变：不再是皮料厚不 厚，马力大不大，而是这辆车未来三年会不会变得更好？五年后还能不能跟得上时代？能不能降低长 期持有的不确定性？ 当用户从"买一次体验"转向"买长期确定性"，豪华的核心就不再是品牌历史，而是体系能力。这正是 为什么，在行业加速切入智能阶段的当下， 一个"不造车的科技公司"（华为），反而出现在豪华秩 序迁移的中心点上。 如果说上一代豪华靠的是机械与设计，那么新一代豪华靠的则是一整套智能能力链条：操作系统的稳 定与流畅、辅助驾驶的演进速度、服务体系的可预期性、供应链的响应能力、数据与模型持续带来的 体验升级。更关键的是： 这些能力能否被体系 ...

Core Viewpoint - Saudi Arabia's sports investment strategy is shifting from aggressive expansion to a more cautious approach, focusing on sustainable returns and long-term viability in the face of economic pressures and changing priorities [5][9][25]. Group 1: Economic Context and Strategy Shift - Saudi Arabia's GDP grew over tenfold from 1973 to 1981 due to oil price surges, but reliance on oil has made the economy vulnerable to price fluctuations [4]. - The introduction of the "Vision 2030" plan in 2016 aimed to diversify the economy away from oil dependency, with sports becoming a key component of this strategy [5][6]. - The Public Investment Fund (PIF), with assets exceeding $900 billion, is central to this diversification, but recent signals indicate a slowdown in spending on sports and entertainment [9][10]. Group 2: Impact on Sports Investments - PIF's investment contracts dropped by 84% in the first five months of the year, indicating a significant reduction in capital allocation for sports [9]. - The aggressive expansion in sports was initially aimed at enhancing Saudi Arabia's global image and influence, but the sustainability of such investments is now under scrutiny [10][25]. - LIV Golf, a major investment by PIF, has incurred over $1 billion in losses, raising questions about the long-term viability of such high-cost ventures [12][13]. Group 3: NEOM and Future Projects - NEOM, a $500 billion mega-project, is central to Saudi Arabia's post-oil growth strategy, but it faces significant cost overruns and operational challenges [15][18]. - The 2029 Asian Winter Games, planned to be held in NEOM, may be postponed due to these financial pressures, reflecting a broader reassessment of large-scale projects [17][21]. - The need for substantial resources, such as water for artificial snow, adds to the complexity and cost of NEOM, further straining the budget [20]. Group 4: Future of Sports in Saudi Arabia - The shift in investment strategy suggests a more selective approach to sports, focusing on areas with proven revenue potential, such as football, while reducing exposure in less sustainable sectors like boxing [25][26]. - Esports and gaming are emerging as potential focal points for future investments, indicating a strategic pivot towards digital entertainment [27]. - The overall trend suggests that the sports industry will need to adapt to a new reality of reduced funding, emphasizing self-sustainability and realistic financial models [29].