Core Viewpoint - The article emphasizes that the essence of membership-based supermarkets is not merely a replication of business models but a deep integration of supply chain, product strength, operational capability, and brand trust, which requires time to develop into a systematic project [1][5]. Group 1: Membership Supermarket Trends - Hema has decided to close all offline X membership stores by the end of August this year, marking a complete withdrawal from the membership store format [2]. - The membership supermarket format, which originated in the U.S. and entered China in the 1990s, requires consumers to pay a membership fee to gain shopping access, distinguishing it from traditional supermarkets [2][3]. - The initial enthusiasm for membership stores, sparked by Costco's success in Shanghai in 2020, has faded, with many retailers like Yonghui and Carrefour moving away from this business model [3]. Group 2: Challenges Faced by Membership Supermarkets - Membership supermarkets require a robust supply chain to ensure product uniqueness and cost-effectiveness, with Costco's model exemplifying this through its strict gross margin policy [3][4]. - Product strength is a core competitive advantage, necessitating a deep understanding of member preferences, as demonstrated by Costco's focus on high-income families and Sam's Club's appeal to the middle class [4]. - Operational capabilities are critical, with Hema's X membership store facing issues such as product quality fluctuations and member rights management, contributing to its decline [4]. Group 3: Brand Trust and Market Positioning - Membership stores operate on a "fan" business model, where brand trust is a significant competitive advantage, as profits are derived from membership fees rather than product markups [5]. - The decline of membership supermarkets reflects a rational return to the industry, prompting players to reassess their strengths and consider more practical market strategies [5].

归根结底，问题不在于我们是否应废除评分制度，而在于我们 是否愿意重新思考它，并重新设计评价逻辑，使其更真实地回 应当代社会和个体发展的实际需要。每所学校都应从自身语境 出发，开启这场反思；而那些深陷于数字与排名迷思的大学， 也该重新理解"评分"的意义。 作者：胡泳 封图：图虫创意 编者按 近期，多所"双一流"高校纷纷启动对绩点制度的调整与改革。复旦大学已引入"P/NP"成绩机 制，允许部分课程不计入绩点；南京大学、华中科技大学、上海财经大学、中国人民大学等高 校，也在逐步弱化绩点排名的权重，推动以"去量化""去内卷"为导向的学业评价变革。2025 年7月26日，北京大学宣布自2025级本科生起取消绩点（GPA）制度，成为近年来改革力度最 大的高校之一。 作为一个长期高度依赖绩点的教育体系，这一系列变化不仅是对教学管理细节的微调，更标志 着高校对"唯分数论"的反思正在从边缘走向主流。绩点制度的松动，不只是技术性的修修补 补，它所触及的，是教育预设的根基。 在本文中，胡泳追问：分数究竟是什么？我们为何如此依赖它？从"绩点制改革潮"出发，他 引导我们重新理解学习的意义，思考一种可能的"无分数"学习想象。 评分制度是 ...

Core Viewpoint - The collaboration between Huawei and Chery through the launch of the Zhijie brand and the establishment of dual design centers in Shanghai and Shenzhen marks a significant strategic shift, aiming to reshape the landscape of China's smart electric vehicle market with a focus on Huawei's full-stack technology and the "pure blood HarmonyOS" approach [1][4][5]. Group 1: Strategic Developments - On August 7, the Zhijie brand strategic cooperation agreement was signed in Shenzhen, and the dual design centers were officially opened, indicating a new starting point for the Zhijie brand after internal adjustments and market fluctuations [2]. - Chery has fully committed to the Zhijie brand, abandoning the Star Era resources, which is expected to enhance Zhijie's market position and eliminate internal competition for resources [8][10]. - The launch of the new R7 and S7 models, referred to as the "Double 7 New Models," is seen as the first step in brand rejuvenation, featuring advanced technology such as 192-line laser radar and the Huawei ADS 4 driving assistance system [5][26]. Group 2: Product and Market Strategy - Zhijie plans to expand its product lineup beyond the Double 7 models, with intentions to introduce a large SUV (R9) and the first MPV model under the HarmonyOS driving system, reflecting ambitions to penetrate broader market segments [7]. - The "Double 7 New Models" are positioned as a critical product for achieving the "third generation of maturity," with a focus on high-end specifications and user experience, aiming to compete directly with established players like Tesla [25][26]. - The strategy includes a "no optional extras" approach, where key features are standardized across all models to simplify user decision-making and enhance customer satisfaction [25][26]. Group 3: Operational and Structural Changes - The restructuring of the Zhijie project has transitioned from a divisional model to an independent subsidiary, allowing for more efficient decision-making and a clearer delineation of responsibilities between Huawei and Chery [13][14]. - The establishment of a dedicated R&D base in Wuhu, along with the relocation of the engineering team, aims to enhance research efficiency and align with Huawei's operational standards [15][11]. - The collaboration has evolved from initial disagreements over control to a more integrated partnership, with Huawei taking the lead in product quality and operational management while Chery provides strategic support [16][13]. Group 4: Challenges and Adaptations - Zhijie's journey has faced significant challenges, including delivery issues and market fluctuations, which have prompted a reevaluation of operational strategies and a focus on rebuilding trust with consumers [18][20]. - The brand's initial high order volume for the S7 was met with delivery delays due to production capacity issues, leading to a reassessment of supply chain resilience and user response mechanisms [18][20]. - The transition from a reliance on Huawei's brand strength to a more user-centric approach marks a critical evolution in Zhijie's operational strategy, emphasizing direct user engagement and efficient manufacturing processes [20][21].

Core Viewpoint - The article discusses the challenges and opportunities for urban investment companies (城投公司) in issuing science and technology bonds (科创债), emphasizing the necessity for at least 70% of the raised funds to be allocated to science and technology investments or incubator operations, with strict oversight on fund usage [1][4][7]. Group 1: Feasibility and Market Conditions - Urban investment companies are exploring the feasibility of issuing science and technology bonds to achieve low-interest financing and high fundraising goals, with the total issuance scale exceeding 760 billion yuan by the end of July [2][4]. - The average interest rate for science and technology bonds is between 1.7% and 2%, which is lower than traditional corporate bond rates [2][4]. - Despite the potential benefits, urban investment companies face significant challenges in obtaining the necessary qualifications to issue these bonds, as securities exchanges do not currently support such issuances for these companies [3][7]. Group 2: Regulatory Requirements - To qualify for issuing science and technology bonds, urban investment companies must meet the "335" requirements, which limit the proportion of construction-related assets and income, as well as the reliance on government subsidies [3][4]. - The issuance of science and technology bonds is subject to strict scrutiny, with relevant departments conducting checks to ensure that funds are not diverted to unrelated sectors [1][4][7]. Group 3: Strategic Initiatives - Urban investment companies are actively working to align their operations with the requirements for issuing science and technology bonds, including establishing dedicated mechanisms to ensure that over 70% of the raised funds are used for eligible projects [9][10]. - Some companies are considering setting up independent market-oriented entities to manage science and technology investments and incubator operations, aiming to enhance their chances of obtaining bond issuance qualifications [17]. Group 4: Market Sentiment and Future Outlook - There is a growing interest among various market participants, including financing leasing companies, to issue science and technology bonds, driven by favorable market conditions and the potential for lower financing costs [11][17]. - The trend towards longer maturities for science and technology bonds is also appealing, as it provides stable funding for extended periods [17].

Core Viewpoint - The rapid development of AI has transformed it from a mere tool into an emotional companion, raising questions about the authenticity of the emotional support it provides and the potential consequences for human interaction and emotional health [2][4][10]. Group 1: AI as an Emotional Companion - AI has evolved to fulfill roles traditionally held by humans, such as providing emotional support and companionship, especially during times of loneliness and distress [2][5]. - The ability of AI to offer emotional value is rooted in its training models and operational logic, utilizing vast datasets to simulate human-like interactions [6][7]. - AI's responses can often feel more understanding than those from real friends, leading to a false sense of emotional connection [6][7]. Group 2: Emotional Dependency and Its Consequences - The interaction with AI creates a high-response relationship, leading to a sense of being spoiled and potentially causing individuals to struggle with real-life interpersonal relationships [11]. - As AI takes over more cognitive tasks, there is a risk of humans becoming passive recipients of information and losing their critical thinking abilities [12]. - The rise of virtual connections through AI may lead to a decline in genuine human interactions, as individuals may prefer the conflict-free environment AI provides [13][14]. Group 3: The Reversal of Human and Tool Dynamics - AI, originally designed to empower humans, may lead to a reversal where humans become dependent on AI for emotional and cognitive functions, resulting in a decline in human agency [16]. - The increasing intelligence of AI contrasts with a potential decline in human capabilities, creating a widening gap between technology and human skills [16]. Group 4: Recommendations for Healthy Coexistence with AI - It is essential to redefine the perception of AI as a tool rather than a companion, emphasizing its role in enhancing human capabilities without replacing them [20]. - There is a need to focus on developing critical thinking, emotional regulation, and interpersonal skills to counteract the passive tendencies fostered by AI [21]. - Establishing clear boundaries regarding the use of emotional data by AI is crucial to prevent manipulation and dependency, ensuring that AI serves to promote human growth rather than replace it [23][24].

Core Viewpoint - The article emphasizes the need for continuous improvement in the construction of a rule-of-law government, highlighting both achievements and shortcomings revealed by incidents like the "Liangzheng Jie" case [1][5]. Group 1: Incident Overview - The "Liangzheng Jie" incident involved a traffic dispute that escalated due to the actions of the individual involved, leading to significant public outcry and scrutiny [2]. - The individual, Hou, was administratively detained for five days for violating the Public Security Administration Punishment Law, which was generally well-received by the public [2]. Group 2: Issues Identified - There were significant communication failures, as complaints made by the involved parties went unanswered, leading to the escalation of the situation [3][4]. - The initial handling of the incident by law enforcement was criticized for a lack of transparency and accountability, with public information being inadequately managed [4][5]. Group 3: Recommendations for Improvement - The article calls for a more proactive approach to public complaints and better responsiveness from authorities to prevent similar incidents from escalating [4]. - It stresses the importance of transparency in government operations, advocating for the principle of "publicity as the norm, non-publicity as the exception" in handling public events [4]. - The need to uphold the boundaries of public power and protect citizens' rights is highlighted, suggesting that administrative actions must be fair and legally compliant [5].

Core Viewpoint - The "Autumn Milk" event, initially a one-day promotion on the first day of autumn, has evolved into a 10-day marketing campaign, reflecting the competitive landscape of the takeaway industry and the need for brands to prepare well in advance [1][8]. Supply Chain Changes - The preparation for the "Autumn Milk" event began two weeks prior to the peak sales day, with brands like Sweet Lala and Yihe Hall initiating stock orders and inventory checks well in advance [4]. - Brands are standardizing their product offerings, focusing on high-selling items like "Qingfeng Meihua" and "Yiteng Quanfufu," while reducing reliance on perishable fresh fruit products [5]. - Digital systems are being adopted to better forecast demand and manage inventory, with brands like Ningji using historical data to guide stocking decisions [6]. Marketing Cycle Changes - The marketing cycle for "Autumn Milk" has expanded from a single day to a 10-day promotional period, allowing brands to engage in various marketing activities each day [8][9]. - The event has become a significant annual promotion akin to "Double 11," with brands leveraging social media and influencer partnerships to drive sales [8]. - The extended period allows for better operational management, reducing pressure on the peak day and enhancing customer decision-making [9]. Strategic Changes - Historically, brands employed a strong pricing strategy during "Autumn Milk," but this year, many are increasing discounts and promotional efforts to boost sales [11]. - Companies are focusing on long-term customer retention strategies, with brands like Ningji and Yihe Hall implementing dual-track approaches to attract new customers while nurturing existing ones [12]. - The goal is to transition public traffic from delivery platforms to private channels, enhancing customer loyalty and profitability [12].

Core Viewpoint - Morgan Fund's new product, Morgan Yingyuan Stable Three-Month Holding Mixed FOF, achieved significant fundraising success, raising nearly 2.8 billion yuan in a single day, despite the company's intention to limit its initial offering size and avoid creating a "hot product" [2][3][9]. Fundraising and Product Details - The fundraising for Morgan Yingyuan Stable Three-Month Holding Mixed FOF began on August 4, 2025, and was closed on the same day due to overwhelming demand, with a total size of 2.752 billion yuan [6][7]. - The fund employs a "fixed income plus" strategy, with equity assets not exceeding 30%, and allows for a 20% allocation to overseas assets through QDII and Hong Kong mutual recognition funds, which is seen as a unique selling point [7][16]. Sales and Distribution Channels - The success of the fund is attributed to the strong sales capabilities of the main distribution channel, China Merchants Bank, which is referred to as the "king of retail" [4][16]. - The fund's target clientele includes high-net-worth individuals who are sensitive to net value drawdowns and seek to mitigate single market risks while benefiting from equity market recoveries [16]. Performance Metrics - Morgan Fund currently manages six FOF products with a total scale of 517 million yuan, with the largest being Morgan Borui Balanced One-Year Holding FOF at 252 million yuan [8]. - The new fund's single-day fundraising amount exceeds five times the total scale of Morgan Fund's existing FOF products, highlighting the effectiveness of its distribution strategy [9]. Managerial Insights - The fund is co-managed by two experienced fund managers, En Xuehai and Wu Chunjie, who have a background in asset allocation and macroeconomic strategy [10][13]. - The fund's performance will be closely monitored, as long-term results must meet the expectations of "diversified stability" to maintain investor confidence [17].

Core Viewpoint - The current inability of polysilicon prices to continue rising is primarily due to pressure in the supply chain, with downstream companies having limited capacity to accept high-priced resources [1][3]. Price Trends - After a month of continuous recovery, polysilicon prices have stabilized between 45,000 yuan/ton and 49,000 yuan/ton, with transactions beginning to occur [2]. - Prior to the price increase on July 2, polysilicon was priced around 30,000 yuan/ton to 36,000 yuan/ton [2]. - Polysilicon futures saw a significant rise, reaching 54,705 yuan/ton on July 30 before dropping back to around 50,000 yuan/ton [2]. Regulatory Environment - The recent price increase in polysilicon is linked to regulatory efforts aimed at curbing low-price disorderly competition and promoting rational pricing [2]. - The National Development and Reform Commission has initiated measures to revise pricing laws and conduct cost investigations in industries with significant "involution" competition [2]. Cost Structure - Major polysilicon producers have disclosed their cash and full costs, with the lowest reported cost being 27,070 yuan/ton by GCL-Poly Energy [2]. Downstream Impact - The component segment has attempted to raise prices but has faced challenges, with current component prices around 0.665 yuan/W to 0.707 yuan/W, reflecting only a slight increase from July [4]. - Each watt of component requires approximately 2 grams of polysilicon, meaning a 10,000 yuan/ton increase in polysilicon price raises component costs by about 0.1 yuan/W [4]. Investment Returns - The decline in investment returns for photovoltaic power stations is a key reason for the difficulty in raising component prices [5]. - The implementation of the "136 Document" by the National Development and Reform Commission has set mechanisms for market pricing of renewable energy, impacting profitability [5][6]. Installation Trends - The uncertainty in returns has led to a significant drop in new installations, with June seeing a 38% year-on-year decline and an 85% month-on-month decline in new installations [7]. Supply Chain Developments - Despite price stagnation, polysilicon production is increasing, particularly in regions with low energy costs [9]. - The southwestern region, benefiting from low water electricity prices, has seen some polysilicon production capacity resume [10]. Storage Plans - There are ongoing discussions about a polysilicon storage plan, which aims to establish storage enterprises and manage production capacity effectively [10]. - The proposed plan includes a storage capacity of 1.2 to 1.3 million tons, with a target to maintain around 70% operational capacity [10].

Core Viewpoint - The significant surge in the stock price of Upwind New Materials (688585.SH) is primarily driven by market speculation and the anticipation of a major acquisition, despite the company's underlying fundamentals showing a decline in profitability [2][5][11]. Group 1: Stock Performance - From July 9 to August 5, Upwind New Materials' stock price skyrocketed from 7.78 CNY to 110.48 CNY, marking a cumulative increase of 1320.05%, making it the first "15-fold stock" of the year [2][11]. - The company's total market capitalization rose from 3.2 billion CNY to 44.6 billion CNY during the same period, an increase of 14 times [2]. - On August 6, the stock experienced a 20% drop, closing at 88.38 CNY, resulting in a market value loss of approximately 8.914 billion CNY [11]. Group 2: Shareholding Structure - As of August 5, 2025, the controlling shareholders, including SWANCOR IND.CO.,LTD. and other major stakeholders, hold approximately 85% of the company's A-shares, leaving only about 15% for external circulation [3][5]. Group 3: Acquisition and Market Speculation - The stock price surge is linked to an ongoing acquisition where Zhiyuan Robotics intends to acquire at least 63.62% of Upwind New Materials, which is expected to transform the company into a platform for humanoid robots [5][6]. - Zhiyuan Robotics is recognized for its rapid advancements in humanoid robot production and aims to inject its assets into Upwind New Materials, further fueling market speculation [5][6]. Group 4: Financial Performance - For the first half of 2025, Upwind New Materials reported a revenue of 784 million CNY, a year-on-year increase of 12.5%, but a net profit of 29.90 million CNY, down 32.91% from the previous year [11]. - The decline in net profit is attributed to increased costs related to foreign currency receivables and sales expenses [11].