Group 1 - The core viewpoint of the article is the launch of Kearney's 2026 campus recruitment in Greater China, inviting students to join the company and pursue their dreams [2][4]. - Kearney is presented as a leading global management consulting firm with a robust talent development mechanism, tailored training programs, and experienced mentors to accelerate career transformation [2][4]. - The company offers diverse and challenging project tasks, allowing employees to engage deeply in various industries and witness the practical outcomes of their ideas [2][4]. Group 2 - The recruitment event is scheduled for September 6, 2025, at 21:00 Beijing time, targeting graduates from domestic and international institutions, including those from Hong Kong, Macau, and Taiwan [2]. - The application deadline is set for September 4, 2025, at 9:00 Beijing time, with a specific registration link provided for interested candidates [2][5]. - The company seeks candidates with outstanding problem-solving abilities, critical thinking, and strong communication skills in both Chinese and English [6][7].

消费者压力指数 他们称之为麻木，也有人说是精疲力尽、幻灭，或干脆是精神抽离——无论命名为何，消费者已 经学会了如何在不确定中生存。他们进化出了某种"焦虑耐受力"：在全球冲突、生活成本高涨等 层层阴影下，依然维持生活如常。 经济压力不是从天而降，而是温水煮青蛙。全球事件逐个爆发，仿佛是针对消费者的精神凌迟。 当中东战火、贸易风波或政策风向突变登上头条，消费者或许会踌躇，但并不会立刻改变——除 非这些变化已经渗透了他们的生活中的点点滴滴。 科尔尼消费者研究院发布的最新《消费者压力指数报告》表明：尽管压力仍在、也在转化，但在 多数地区并未大幅增加（见图1）。 通货膨胀与住房问题，已成为全球消费者焦虑的"两大核心"。食品、能源等开支上涨，带来广泛 而持续的压力；而房租与房贷成本，则在从纽约到悉尼的无数城市中，占据着人们心头最沉重的 焦点。尽管如此，某些次级情绪指标已有缓解迹象（见图2）。 | 1.000 | | 1 | | | ZAN ZN | | | | | . | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | ...

Core Viewpoint - The article emphasizes the importance of aligning strategy with execution in the context of China's economic transformation and digitalization, proposing a "Five-Step Method" to facilitate the transition from strategic planning to execution [2][27]. Group 1: Five-Step Method for Strategy Implementation - **Step 1: Internal Capability and Resource Inventory** Companies must assess their current resources and capabilities against the demands of the new strategy, identifying gaps and ensuring alignment with strategic goals [5][6][7]. - **Step 2: Dual Analysis** A top-down approach decodes strategic goals into specific business objectives, while a bottom-up analysis validates these objectives and develops actionable plans, ensuring clarity and transparency in the execution process [8][9][11]. - **Step 3: Evaluate Business Strategic Value** Existing business activities are categorized based on their strategic value, allowing for informed decisions on resource reallocation and prioritization of strategic initiatives [12][13][20]. - **Step 4: Resource Allocation and Implementation Plan** Focus on key strategic areas to create actionable resource allocation plans, adapting to the evolving trends of enhancing quality and efficiency rather than mere business expansion [15][16]. - **Step 5: Establish Continuous Governance Mechanism** Implement a governance structure to ensure that the new strategy remains on track and can adapt to market changes, emphasizing the need for iterative improvements [17][21][27]. Group 2: Key Success Factors for Strategy Implementation - **Top-Level Design Perspective** The new strategy should be treated as a top management initiative, with leaders coordinating across departments to achieve overall business objectives [22][24]. - **Phased Implementation Rhythm** A gradual approach to implementation is recommended, using pilot programs and phased rollouts to minimize disruption and manage risks effectively [23][24]. - **Deep Collaboration Among Stakeholders** Engaging and aligning internal teams and stakeholders is crucial for the successful execution of the new strategy, addressing potential conflicts and ensuring buy-in [24][25]. - **Quantitative Monitoring of Execution Effectiveness** Establish metrics to track progress and performance against strategic goals, facilitating communication and adjustments as necessary [25][26].

Group 1 - Kearney is a leading global management consulting firm with branches in 40 countries, employing top consultants from prestigious business schools and industry experts [2] - The firm offers comprehensive management consulting services, including strategy, organization, operations, digital solutions, and enterprise service transformation [2] - Kearney has a rich history of over a century, consistently leading business transformation trends with unique perspectives and insights [2] Group 2 - The company is committed to helping clients achieve transformation and upgrade while exploring the infinite possibilities of each member's life [2] - Kearney provides an excellent growth platform for individuals interested in management consulting, driven by curiosity and a desire for self-improvement [2]

Core Insights - The article emphasizes the unique talents and diverse skills of Kearney Originals, highlighting their ability to integrate personal interests and professional expertise, which contributes to Kearney's distinctive corporate culture [1][2]. Group 1: Career Development and Personal Growth - Candace Chui views career development as a non-linear process, akin to the growth rings of a tree, where each experience contributes to personal growth [3][6]. - The journey of self-discovery and the establishment of life goals are shaped through challenges and the impact on others, rather than being a vague endpoint to be found [6][7]. - Embracing challenges is seen as essential for personal and professional growth, with a focus on stepping out of comfort zones to achieve meaningful experiences [7][12]. Group 2: Leadership and Team Dynamics - As the APAC Marketing Director, Candace integrates her experiences into leadership practices, fostering collaboration across diverse markets and cultures [12]. - The importance of trust and shared values in team dynamics is emphasized, especially in remote work environments where team members may never meet in person [7][12]. - Candace believes that a sense of purpose is crucial not only for individual motivation but also for showcasing the value of support functions within the organization [7][12]. Group 3: Company Culture and Values - Kearney's corporate culture is characterized by an entrepreneurial spirit that resonates with employees' personal career philosophies, creating a unique work environment [12]. - The mission of connecting diverse markets while respecting individual uniqueness is a driving force for the company, aiming to foster innovation and collaboration [12].

Core Viewpoint - The beverage industry faces significant challenges in translating sustainability commitments into quantifiable emission reductions, with current progress lagging behind the required pace to meet net-zero targets set for 2030 and 2050 [1][12]. Emission Tracking: Current Status - The beverage industry has shown a 10% improvement in carbon emissions compared to 2021 predictions, but the current compound annual reduction rate of -1.7% is far below the -7.8% needed to meet the 1.5°C temperature control target [2][3]. - If the current reduction pace continues, carbon emissions are projected to reach 1.2875 billion tons by 2030, exceeding the interim target of 1.25 billion tons by 3% [3]. - By 2050, emissions are expected to remain at 920 million tons, representing an 83% gap from the net-zero target of 160 million tons [3]. Sectoral Differences in Emission Reduction - Different beverage categories exhibit varying progress in emissions reduction, with wine leading at a 38.4% reduction, followed by beer and fruit wine at -26.4%, dairy and alternatives at -16.1%, ready-to-drink beverages at -8.3%, and hot drinks at -6.8% [5]. - Conversely, categories like spirits and soft drinks have seen increases in emissions by 94.6% and 10.5%, respectively, primarily due to improved reporting and increased production [5]. Decarbonization Strategies: Insights from CSOs - A survey of Chief Sustainability Officers (CSOs) from leading beverage companies revealed that only 17% are fully satisfied with their carbon reduction progress, while 66% are cautiously optimistic [7]. - Regarding net-zero targets, 40% of CSOs are confident in achieving their goals, while 60% express concerns about meeting certain benchmarks [7]. - The industry is actively pursuing decarbonization across the value chain, with 57% of CSOs adopting new agricultural practices and 71% implementing packaging reduction measures [8][10]. Investment and Structural Challenges - The beverage industry is characterized by gradual improvements rather than breakthrough changes, with key challenges including insufficient commercial value of decarbonization initiatives and low internal consensus [11]. - To overcome these barriers, companies need to integrate sustainability goals with core business strategies, enhance cross-departmental collaboration, and develop robust business case evaluations for long-term benefits [11][12]. Future Outlook - Despite the challenges, there is a positive momentum in the beverage industry towards achieving sustainability goals, with a focus on critical areas for investment and improvement [12]. - Companies are expected to increase decarbonization investments by 25% in 2025, reflecting a cautious yet optimistic approach to funding sustainability initiatives [10].

Group 1 - The core viewpoint of the article emphasizes that physical stores are regaining value, but this is only effective for certain players in the market [1][3] - In the 2024 holiday season, physical store sales in the U.S. are projected to reach an impressive $776 billion, accounting for 80% of total retail sales, reflecting a 3% year-over-year growth [1] - Brands like Abercrombie & Fitch have shown resilience, achieving a 16% net sales growth in 2023, indicating that well-designed stores can drive brand growth [1] Group 2 - Despite the resurgence of physical store value, challenges such as market uncertainty make many brands cautious about expanding their physical presence [3][4] - The article identifies three major challenges for physical store expansion: rising construction costs (up 30% since pre-pandemic), labor shortages (74% of retailers facing frontline employee shortages), and tight cash flow due to pandemic impacts [6][8] Group 3 - To overcome these challenges, the article suggests three strategies for transforming and upgrading physical stores: 1. Focus on consumer insights to reconstruct the shopping journey, utilizing AI to analyze customer behavior and optimize store layouts [5] 2. Establish a rapid testing and iteration mechanism for innovation, allowing brands to validate new retail concepts at minimal costs [6] 3. Implement cost-effective and efficiency-driven store renovation plans, including modular design and collaboration with innovative suppliers to reduce preparation time [12] Group 4 - The future outlook indicates that transforming the perception of physical stores from cost centers to revenue-generating engines is crucial for brands willing to invest in future-oriented store design and operations [9]

Core Insights - The global sports market is projected to exceed $417 billion by 2025, with an annual growth rate of 5% since 2020, and is expected to rise to approximately $602 billion by 2030 [6][2] - The sports industry has evolved from a passion-driven sector to a vibrant commercial ecosystem, where financial success must accompany competitive victories [2][3] - The industry faces challenges such as changing preferences among younger fans, regulatory pressures, content piracy, and the rise of women's sports, which present both risks and opportunities [2][3] Revenue Pools - The sports market revenue is driven by three main value pools: event IP and live experience commercialization, sports betting, and broadcasting and streaming [6][7] - The event IP and live experience pool is expected to reach $154 billion by 2025, with an annual growth rate of 8%, driven by the enduring appeal of sports content and enhanced operational efficiency through data analytics [11][12] - The broadcasting and streaming market is projected to reach $86 billion by 2025, facing challenges from traditional broadcasting being replaced by lower-margin streaming services [17][18] - The sports gaming and betting sector is anticipated to be the largest and fastest-growing value pool, reaching approximately $177 billion by 2025, fueled by the legalization of sports betting in the U.S. and the rise of mobile platforms [19][20] Emerging Trends - Women's sports are becoming a significant growth engine, with projected revenues of $2.35 billion by 2025, reflecting a 240% increase from 2022 [30][31] - New sports formats and derivative forms are emerging, appealing to younger audiences by prioritizing entertainment and interactivity [34][35] - The Middle East is positioning itself as a global sports hub, attracting significant investments and hosting major international events [40][41] Investment Opportunities - Investors can leverage various value levers to enhance institutional value, including optimizing operational efficiency and reconstructing financial systems [3][46] - The influx of value-driven investors is reshaping the sports industry landscape, with a focus on diverse investment types beyond traditional teams and leagues [46][47] - Six core strategies are recommended for value-driven investors to capture growth opportunities while managing risks [51][52]

Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].

Core Viewpoint - The development of Advanced Air Mobility (AAM) is set to revolutionize the aviation industry by creating new applications in passenger transport, cargo delivery, and infrastructure inspection, with a projected market size of nearly $80 billion by 2034 due to increasing demand for efficient, green, and rapid transportation solutions [2][3]. Group 1: AAM Market Growth and Applications - AAM is expected to grow significantly, driven by the need for efficient and sustainable transportation solutions in urban and rural areas [2]. - The AAM technology framework includes various types of aircraft, such as small drones and large electric planes, which are innovating the aviation industry through autonomous operation and propulsion system advancements [2][3]. - The current stage of AAM is characterized by a rapid growth phase, particularly in the drone application sector, with hundreds of pilot projects being implemented globally [2][3]. Group 2: Responsible AAM Implementation - The World Economic Forum and Kearney have released a white paper outlining three core elements for the responsible implementation of AAM [4][5]. - The first element focuses on establishing a responsible strategic direction for AAM, emphasizing the importance of safety, sustainability, and economic growth [6][7]. - The second element involves clarifying the primary tasks of stakeholders in the AAM value chain and promoting collaborative efforts among regulators, investors, manufacturers, and operators [18][19]. - The third element reviews key experiences from early drone deployments, which can inform larger AAM applications and highlight the complexities of real-world implementation [28][29]. Group 3: Stakeholder Responsibilities - Each stakeholder in the AAM value chain has specific responsibilities that are interconnected, requiring strategic collaboration to overcome challenges [21][22]. - Regulators are tasked with creating legal frameworks and safety standards, while investors focus on funding early pilots and infrastructure [22][23]. - Infrastructure providers must develop the necessary physical and digital infrastructure, and suppliers are responsible for creating adaptable components [25][27]. - Original Equipment Manufacturers (OEMs) need to ensure compliance with safety standards and adapt their designs to market needs [25][27]. Group 4: Lessons from Drone Deployments - Real-world drone deployment experiences provide valuable insights for the broader AAM industry, particularly in operational feasibility, economic viability, and social acceptance [30][31]. - Successful drone applications, such as the WFP's DEEP program for disaster response, demonstrate the potential of drones in humanitarian efforts and the importance of collaboration among various stakeholders [33][34]. - The Costa Rica Flying Labs initiative showcases how local capacity building and low-cost technology can enhance environmental monitoring efforts [37][38]. - The MFTS program in India illustrates the effectiveness of drones in improving medical logistics in remote areas, emphasizing the need for stakeholder cooperation and regulatory support [42][43]. Group 5: Future Outlook for AAM - The future of AAM will depend on its ability to create social value and integrate seamlessly into existing transportation networks [49][50]. - As AAM technologies evolve, new applications will emerge, enhancing the efficiency of goods and people movement while addressing public safety and environmental monitoring needs [49][50]. - A structured, phased approach is necessary to balance innovation with safety and social acceptance, ensuring that the principles guiding AAM development are effectively implemented [48][50].