设想一个医疗体系未能达成年度预算目标。初看之下，管理层找不到明确根源：运营报告显示正 常，患者量也无显著波动。 但表象之下，问题逐渐浮现：整体绩效看似达标，但各机构间差异显著；单项成本（如手术室和门 诊的低效排班）单独看尚可，汇总后却问题凸显；临时工依赖推高了人力成本并影响服务连续性。 最终发现，是因为指标监控不够精细，未能及早预警。 这类情景屡见不鲜。究其根源，我们发现问题出在缺乏定期、精细的绩效管理。 例如，某一家机构的高成本与低效率，可能被其他机构较好的表现所"平均"。医院往往拥有进行分 析所需的数据，但数据的深度不足以驱动有意义的变革。缺乏这些有效信号，纠偏措施为时已晚， 领导者便陷入盈利困境。 适应能力成为新优势 最终，高绩效医疗组织的突出之处，不在于它们能避免意外，而在于它们时刻准备着应对意外。当今市场 的特点是成本上升、报销率下降、人口老龄化导致服务使用率增加，使得本已紧张的资源更加捉襟见肘。 在此环境下，适应能力是真正的差异化竞争力。 在问题升级前主动识别，对于应对动荡至关重要。那些能够利用细粒度数据监控绩效的组织，更有能力在 维持高水平患者护理的同时，做出快速响应。 战略性绩效管理框架 希望 ...

背景概述 碳市场是通过交易碳排放配额或信用，激励组织和个人抵消其温室气体排放的交易平台。目前主要存在 两类市场机制，使政府能够通过1）政策驱动的合规市场，和2）自愿减排行动来实现减排目标（图 1）。政策驱动的合规市场通常被称为碳排放交易体系（Emissions Trading Systems, ETS）。 | 图 1 | 合规碳市场与自愿碳市场是目的和机制各不相同的两个独立市场 | | | | --- | --- | --- | --- | | | | 合规碳市场 碳排放交易体系 | 自愿碳市场 碳信用与碳抵消 2 | | ট | 目标 | - 依据政府法规建立,旨在帮助国家、地区或 行业实现减排目标 | - 在无政府监管的情况下建立,供各组织自愿 选择用以抵消或减少其碳排放 | | 14 | 参与者 | 特定区域和行业必须按政府规定参与 | 参与完全基于自愿 组织参与是出于企业社会责任、品牌声誉或 | | | | 参与者需获取排放配额,违规将面临罚款等 处罚 | 对可持续发展的承诺 | | >< <= O->A | 监管框架 | - 监管机构对配额的分配与拍卖、监测、报告 | - 其运作不受监管机构管辖 | ...

Core Insights - The report by Kearney highlights a significant reduction in the time required for Chinese brands to establish recognition overseas, from a decade to just 3-5 years, driven by cross-border e-commerce, social media, and advanced supply chain systems [1][4]. Brand Evolution - Chinese brands are no longer just exporting products but are also effectively conveying cultural expressions and lifestyles, redefining the global consumer landscape [3][4]. - The success of brands like Pop Mart and Florasis illustrates a shift in the paradigm of Chinese consumer goods going global, reflecting a transformation in consumer engagement [3][4]. Strategic Shifts - There has been a notable upgrade in strategic thinking among Chinese companies, with global expansion now viewed as a necessity rather than an option, leading to organizational changes such as the establishment of independent overseas divisions [5][12]. - The traditional linear business model is evolving into an agile approach that emphasizes iterative testing and rapid market feedback, allowing for quicker strategic adjustments [6][12]. Brand Positioning - The fundamental change in brand positioning sees Chinese brands moving away from competing solely on value-for-money to establishing premium pricing and cultural narratives that resonate with global consumers [7][8]. - Successful cultural exports, such as the games Black Myth: Wukong and Ne Zha, demonstrate the potential for Chinese cultural elements to gain international recognition through innovative storytelling [7][10]. Categories of Brands - Kearney categorizes Chinese consumer brands into three types: 1. Home appliances and consumer electronics, facing challenges in maintaining growth and profit margins [8]. 2. Fashion apparel and cultural products, which are experiencing high growth but must build user loyalty and cultural connections [8][9]. 3. Toys, beauty, and personal care products, showing explosive growth potential, exemplified by brands like Florasis [9]. Lessons from Other Markets - Insights from Japan and South Korea highlight the importance of maintaining quality and responsiveness in global markets, with Japanese brands serving as a cautionary tale against centralized decision-making and over-reliance on specific markets [10][11]. Future Trends - The integration of artificial intelligence is expected to enhance product iteration and supply chain efficiency, while the cultural content industry will provide brands with greater pricing power [12]. - Companies face challenges such as management inertia, talent pipeline issues, and compliance costs, necessitating localized decision-making and talent cultivation [13]. Confidence in Chinese Brands - There is a strong belief in the potential of Chinese brands, bolstered by supply chain advantages and strengths in product design and localized marketing, although global expansion remains a high-risk endeavor [14].

近日，科尔尼发布最新报告： 《中国品牌浪潮：从世界工厂到全球心智占领》 。报告指出，以往，一个 中国品牌在海外建立知名度往往需要10年甚至更长时间，而如今，这一周期正被大幅压缩至3至5年。这场 变化并非偶然，而是由跨境电商、社交媒体以及高度成熟的供应链体系共同催化的结构性转折。 《中国品牌浪潮：从世界工厂到心智占领》 外部不确定下的路径转变 当前全球经贸环境正经历深刻重塑，地缘政治、贸易摩擦与本土保护主义抬头，显著提高了中国企业 全球化的不确定性。面对这一复杂局面，陈沛祎明确指出："外部不确定性已成为当前中国品牌出海 的'新常态'，但这不会改变出海的基本方向，而是深刻改变了出海的路径选择与成功逻辑。" 她进一步阐释了这种路径转变的具体内涵："过去出海主要利用中国供应链成本优势；而现在，为规避 关税，已从'产品出海'转变为'产能出海/本土投资'。这意味着企业必须在目标市场建立完整的研发、生 产和营销闭环，实现从'中国制造'向'本地化制造'的质变。" 为了适应这种新逻辑，企业的全球布局策略也在优化。"贸易限制在倒逼中国企业优化供应链布局，通 过在墨西哥、东欧或东南亚等地建厂作为'跳板'，将原本线性的长距离贸易缩短 ...

Core Insights - The 56th World Economic Forum Annual Meeting will be held in Davos, Switzerland, from January 19 to 23, 2026, focusing on "the spirit of dialogue" to rebuild trust and promote cooperation amid rising geopolitical uncertainties and ongoing global economic adjustments [1] - Kearney's participation includes over ten forum activities addressing key topics such as global health, the scaled application of artificial intelligence, and corporate operational sovereignty [1] Geopolitical and Technological Trends - Geopolitical factors continue to reshape global discussions, particularly in Europe, while AI is moving towards large-scale applications, especially in healthcare and research [5][6] - The normalization of uncertainty is a significant theme, with discussions emphasizing the need for resilience in business strategies [5][6] Strategic Business Adjustments - The summit highlighted keywords such as sovereignty, geopolitics, and AI, prompting a fundamental inquiry into the "business significance" of these themes [7] - Companies are encouraged to shift capital allocation from return-focused strategies to resilience-focused approaches, actively addressing regulatory challenges rather than merely complying [8] AI and Financial Services - AI has become a necessity for financial institutions, with digital assets gaining mainstream acceptance and programmable finance emerging as a core capability for traditional banks [8] - The year 2026 is anticipated to mark a turning point for global "financial discipline," driven by business outcomes that necessitate the scaling of AI [9] Global Cooperation Initiatives - Kearney is collaborating with UNICEF and other international organizations to launch the "Alliance for Children in Emergencies," focusing on systemic cooperation for children's emergency aid amid climate change and regional conflicts [12] - Discussions among U.S. executives at the forum centered on enhancing corporate resilience and updating capabilities in the context of a reshaped global order [14] Chinese Market Considerations - The forum's emphasis on the "spirit of dialogue" aligns with the current realities faced by Chinese enterprises, particularly in areas such as AI application, global operational rebalancing, and supply chain resilience [14] - Kearney aims to connect global perspectives with Chinese market practices to help businesses translate dialogue into actionable strategies and long-term value [14]

一家全球电子平板公司希望优化其支付方案。该公司业务增长迅速，但自创立之初就一直沿用同一家支付 解决方案提供商及其费率结构。 这种情况在中小型企业中十分常见。实际上， 超过三分之二的线上购物车弃单都是由支付流程不畅导致 的 ，这不仅造成收入损失，也带来糟糕的客户体验。 支付成本通常占总收入的3%到5%，有时甚至直接决定企业盈利与否 。然而，支付与收款解决方案的合 同却很少被重新审视和调整，这主要是因为中小企业缺乏专门的支付领域专业知识，导致每年白白损失大 量资金。 解决方案 支付解决方案本身具有复杂性，且往往伴随着高昂成本。为了确保成本透明化并释放价值，我们采用一套 行之有效的方法，可在几周内见效。Prokura的采购专家与科尔尼的支付专业人士携手合作，共同为企业 量身定制兼具可扩展性的支付方案，从而实现显著的成本节约。 "与Prokura和科尔尼的合作是一次宝贵的经历。他们的专业知识、协作精神和专注投入，帮助我们提升了支 付体系的效率与价值。" ——间接采购负责人 以下是我们为这家电子平板客户实施的具体步骤： 1. 评估诊断 此外，随着企业进军国际市场，如果支付体系未能预见并适应这种增长，支付欺诈和汇率手续费 ...

航空业正指望可持续航空燃料（SAF）来帮助其在 2050 年实现净零目标。然而，SAF 的需求似乎已经 超过了供给。2024 年底，SAF 的产能达到了每年 440 万吨，很快还将有 690 万吨的新产能投产，但这 仍不足以满足到 2030 年至少 1700 万吨的估计需求。在未来五年内，还需要生产另外 580 万吨才能弥补 这一缺口，而根据所使用的技术不同，新增这些产能可能耗资高达 600 亿美元。此外，必须在 2026 年 前敲定最终投资决策（FIDs），项目才能顺利推进。 在中国，航空业同样高度重视 SAF 在实现净零目标中的作用。根据中国航空运输协会 2025 年发布的相 关报告，随着国内航空市场的持续复苏和对绿色发展的重视，对 SAF 的需求也在不断增加。2024 年， 中国 SAF 的产量有所增长，但与国际水平类似，仍远不能满足市场需求。 然而，可持续航空燃料（SAF）的融资难度与其生产复杂度不相上下。该行业仅有短短几年时间为投资 者搭建清晰的路径，而以下三个因素正深刻影响着每一项财务决策： 若要在 2030 年实现可持续航空燃料（SAF）发展目标，SAF 生产商、各国政府与投资者需携手降低生 产 ...

目前，讨论焦点主要集中在智能体的一项核心能力上 —— 无需人工干预即可执行操作与工作流，这一 能力有望对企业效率与就业市场产生深远影响。显然，该领域蕴含着巨大的价值潜力。2025 年 1 月， 英伟达首席执行官黄仁勋就预测，AI智能体领域将是一个价值数万亿美元的机遇。 目前中国智能体市场占全球AI智能体市场规模的35%，年复合增长率约28.7%，核心驱动力来自多模态 大模型技术突破、垂直行业渗透率提升及政策红利释放。 国内市场以 政务、金融、医疗 为三大主力应用场景，合计占比超过60%，其中政务领域因智慧城市项 目集中落地增速最快，2025年需求规模同比激增42%。 这一创新技术有望为人工智能更具成本效益、更安全的应用奠定基础 —— 但前提是它能克服两大主要 障碍。 AI智能体正受到广泛关注，且在企业高管层关于 "如何最优应用人工智能" 的讨论中，其占比持续提 升。 言模型被封装在一个 "智能体外壳"中，而该外壳的设计初衷就是最大限度降低 "幻觉" 发生概率。 ChatGPT 刚发布时，若向其提出一个简单的数学问题，它会尝试直接通过大型语言模型生成答案。问 题在于，该模型给出的答案，是训练数据中它见过的 "最 ...

Core Insights - The article discusses the ongoing digital transformation driven by the proliferation of artificial intelligence (AI) and the expansion of cloud computing, highlighting the paradox that digital assets heavily rely on physical resources, particularly energy-intensive data centers [1][2] - In North America, data centers' total energy consumption has surpassed 20 GW, with significant new capacity in the planning stages, making site selection a critical factor for data center deployment [1] - In China, the electricity consumption of data centers is projected to grow at an average annual rate of 20% from 2024 to 2030, significantly outpacing the overall electricity consumption growth [1] Data Center Demand and Infrastructure - Existing data centers struggle to meet current demands due to the fundamental changes in infrastructure requirements driven by AI, necessitating unprecedented power density and specialized cooling solutions [2][3] - The report emphasizes the importance of strategically selecting locations for new AI data centers, as existing facilities may require significant upgrades to support AI workloads [2][3] AI Data Center Site Selection - The "AI Data Center Site Attractiveness Index" evaluates potential sites for new AI data centers across 25 core markets in North America, providing a comprehensive framework for site selection [2][7] - The assessment includes 18 different parameters categorized into six key factors: power infrastructure and cooling needs, land resources, network connectivity, labor market, business environment, and climate and resources [7][10] Emerging Markets vs. Mature Markets - Emerging markets such as Austin/San Antonio, Iowa, and Montreal are becoming leading choices for new AI data centers due to their robust power infrastructure and ample land resources, contrasting with traditional data center hubs facing increasing constraints [12][15] - The report indicates a clear differentiation between mature markets with severe limitations and emerging locations with reliable infrastructure and growth potential [12][15] Challenges in Mature Markets - Mature markets like Virginia and Silicon Valley face significant challenges, including power supply limitations and high land costs, which hinder large-scale AI data center expansions [19][20][21] - The article notes that operators are increasingly seeking alternative sites due to these constraints, with many regions actively competing for data center investments through incentives and infrastructure improvements [25] Global Trends in Data Center Development - Outside North America, regions such as Saudi Arabia, France, and Malaysia are emerging as key players in data center development, driven by energy availability, government incentives, and strategic positioning [22] - In China, the rapid growth of computing infrastructure is evident, with a projected doubling of intelligent computing capacity by 2025, indicating a shift towards emerging hubs for AI data centers [23]

Core Insights - The article highlights that while the Chinese economy shows resilience, it faces structural challenges, with growth expected to be between 4% and 5%, significantly lower than the pre-pandemic average of nearly 7% [1] - Internal policies are focused on industrial capacity building and export competitiveness, but domestic consumption, particularly from residents, has not been fully unleashed [2] - External pressures, including trade tensions with the US and EU, add uncertainty to the short-term outlook, yet the government's commitment to stable growth supports long-term confidence in the economy [3] Internal Policy Focus - The current emphasis is on enhancing industrial capabilities and export competitiveness, with insufficient focus on domestic demand and consumer spending [2] - Structural and temporary overcapacity in sectors like new energy vehicles and semiconductors reflects a supply-side focus that suppresses short-term consumer activity and profit margins [2] Consumer Behavior Trends - A survey of 3,000 new luxury consumers in China indicates a shift towards more rational and planned purchasing behavior, with a projected 4% decrease in per capita luxury spending from RMB 146,800 to RMB 141,500 [4] - Approximately 80% of consumers maintain a positive outlook on the macroeconomic situation, yet their spending remains cautious, reflecting a thoughtful approach to consumption rather than impulsive buying [4] Demographic Insights - Consumer behavior shows significant differentiation by age, income, and city tier, with younger consumers (Gen Z) more likely to reduce luxury spending compared to older generations [6][7] - Nearly half of consumers reducing luxury spending cite increased savings as a reason, while a significant portion plans to shift spending towards experiential consumption [6] Market Dynamics - The luxury market is experiencing a cautious recovery, with a notable shift towards domestic luxury brands due to changing consumer preferences influenced by trade tensions [9] - About 75% of respondents indicate that ongoing US-China trade tensions affect their luxury purchasing decisions, leading to a preference for local brands [9] Channel Preferences - Consumers are increasingly choosing official channels for purchases, with 56% preferring offline and 44% online, reflecting a growing emphasis on trust and credibility in purchasing decisions [13] - Overseas purchases remain significant but limited, with about one-third of consumers planning to buy luxury goods outside mainland China, primarily in Asia [14] Future Outlook - The luxury market in China is expected to evolve with two driving forces: sustained consumer confidence and more rational spending behavior [16] - The competitive landscape will hinge on brands' ability to build trust and deepen local operations without overly relying on price promotions [16] - The potential recovery of the luxury market will depend on brands' ability to convert consumer confidence into a sustainable foundation for growth [18]