1.《南京照相馆》单日票房破2亿元 据网络平台数据，截至8月2日20时，《南京照相馆》单日票房破2亿元，继2025年3月1日《哪吒之魔童闹 海》后，时隔155天单部电影单日票房再破2亿元。 2.首搭华为乾崑的奥迪上市，25.99万元起 8月1日，上汽奥迪A5L Sportback正式上市，限时臻享价25.99万元起。新车保留了掀背轿跑姿态、无框车门 等A5 标志性元素，并搭载第五代EA888发动机。作为首搭华为乾崑技术的燃油车，A5L Sportback采用了双 激光雷达+多传感器阵列。新车的奥迪PPC平台引入了全新的电子架构 E³ 1.2，可实现五大域控制器的协同 运作，使其可以接入华为乾崑智能解决方案，实现了城区领航的辅助驾驶、复杂匝道汇入驶出、120米循迹 倒车等功能。 当地时间8月2日，伯克希尔哈撒韦公布，2025年第二季度营收925.15亿美元，上年同期936.53亿美元；归属 于伯克希尔股东的净收益为123.70亿美元，上年同期303.48亿美元。 点评：华为赋能奥迪，智能驾驶新标杆，25.99万起性价比高。 3.伯克希尔哈撒韦二季度净利润123.70亿美元，上年同期303.48亿美元 点评：伯克 ...

Core Viewpoint - Danaher, a global merger giant, has achieved remarkable long-term performance and a unique operational model, providing valuable insights on how to navigate uncertainty in the business world [2]. Group 1: Danaher's Performance and Strategy - Over 40 years, Danaher has completed 400 acquisitions, resulting in a 1800% increase in revenue, outperforming Berkshire Hathaway under Warren Buffett's leadership [2]. - Danaher's gross margin has expanded from around 30% to over 60% [4]. - The company has cultivated successful leaders, including Larry Culp, who transformed General Electric from a crisis to a leading enterprise through strategic restructuring [4]. Group 2: Key Success Factors - The book "The Danaher Model" identifies two core capabilities that underpin Danaher's success: the Danaher Business System (DBS) and exceptional strategic acquisition and integration capabilities [2]. - Danaher's acquisition strategy is guided by the principle of prioritizing market needs, ensuring that each acquisition adds value and avoids blind expansion [5]. - The company emphasizes the power of compounding returns, aligning with Warren Buffett's belief that time is a friend to excellent companies [5]. Group 3: The Power of Systems and Culture - Danaher has transformed adherence to common sense into a practical, executable system through DBS, which is a dynamic management framework rather than a rigid manual [6]. - The continuous evolution of DBS incorporates best practices from acquired companies, reinforcing a culture of improvement and resilience [6]. - Danaher's organizational character is built on humility, which fosters reflection and attracts talent, contrasting with more hierarchical cultural norms [7]. Group 4: Cultural Principles and Practices - In addition to humility, Danaher's core organizational values include excellence, honesty, and focus, supported by six behavioral principles that emphasize continuous improvement and accountability [7]. - The success of Danaher is fundamentally rooted in its culture, which is essential for other companies to learn from and adopt [7]. - The insights from Danaher's experience can significantly enhance the competitive edge of both startups and established firms [8].

以下文章来源于首席消费新观 ，作者宁缺 首席消费新观 . 你的首席消费推荐官，让消费更有价值，更有趣。 贵阳为何能成"咖啡冠军之城"？ 中国的"人均咖啡第一城"是哪里？ 贵州，正在变得不一样——这个曾经偏居西南的"小透明"，除了避暑和漂流出圈外，如今正以咖啡与美食为媒介，悄然刷新着外界的认知。 2025年7月，霍启刚与郭晶晶专程造访贵阳"乔治队长"咖啡馆，不仅品尝特色咖啡，更与主理人深入交流烘焙技艺。 这家咖啡馆的火爆并非偶然。就在两个月前，主理人彭近洋刚在印尼雅加达举办的2025世界咖啡冲煮大赛中勇夺桂冠。值得玩味的是，彭近洋并非孤例——在他 之前，已有不少贵阳咖啡师在国内外各类赛事中斩获大奖。 无独有偶，足球巨星罗伯特·巴乔和罗伯托·卡洛斯同期也在贵阳打卡了贵阳的咖啡店。虽然是为了村超而去的贵州，但据说他们对贵阳咖啡的评价都不错，这样的 场景，在过去的贵阳难以想象。 贵州不像云南产咖啡豆，但却把咖啡玩出了花儿。 与咖啡同样引人注目的，是贵州菜的异军突起。以"山"系列为代表的贵州菜品牌正在一线城市快速扩张，动辄需要排队数小时才能品尝。从深山到都市，从默默无 闻到一位难求，贵州风味正在完成它的华丽转身。 咖啡 ...

Core Viewpoint - The article discusses the challenges faced by Zong Fuli, the new leader of Wahaha, following the death of her father, Zong Qinghou, and the subsequent family inheritance disputes, highlighting employee dissatisfaction and management style differences [4][6][10]. Group 1: Management Challenges - Zong Fuli has been absent from the company for over a month, leading to speculation about her whereabouts and management style [4][6]. - Employee dissatisfaction has risen due to significant reforms and layoffs initiated by Zong Fuli, contrasting sharply with her father's management approach [6][12]. - A lawsuit involving over a thousand employees regarding stock buyback issues has intensified the internal conflict within Wahaha [7][8]. Group 2: Employee and Distributor Sentiment - Many employees and distributors express frustration with Zong Fuli's management, citing unrealistic sales targets and financial strain due to reduced reimbursements [7][8][12]. - Distributors report significant losses and operational challenges, feeling neglected by the new management [8][22]. - The restructuring efforts have led to a substantial reduction in the sales workforce, with many employees experiencing drastic salary cuts [13][24]. Group 3: Strategic Changes - Zong Fuli aims to modernize Wahaha's management structure, focusing on data-driven decision-making rather than the previous relationship-based approach [15][16]. - The company has not launched new products since Zong Fuli took over, indicating a pause in innovation while she implements structural changes [18][20]. - Wahaha is shifting its sales strategy to gain better control over distribution channels, which has met resistance from existing distributors [20][22]. Group 4: Financial Performance and Future Outlook - Despite the turmoil, Wahaha's production lines continue to operate normally, suggesting that internal operations remain stable [10][12]. - There are indications of declining sales performance in certain regions, raising concerns about the company's future under Zong Fuli's leadership [23][24]. - The lack of transparency regarding sales data has led to speculation about the company's performance and employee morale [24].

以下文章来源于棱镜 ，作者温世君 棱镜 . 腾讯新闻出品栏目，《棱镜》聚焦泛财经深度记录。 按照李嘉诚习惯的"虚岁"来计算，7月29日是他的98岁生日。 生日前一天，他选择了"浪子回头"。备受争议的李嘉诚全球港口资产售予美资财团一事，以官宣中国内地投 资者入局而获得破解之道。 7月28日，长江和记（0001.HK）公告称，拟邀请中国内地主要策略投资者加入其出售港口资产的交易，并 特别强调，在未获得所有相关监管机构和部门批准前，不会进行任何交易。 这则公告发布前一周，已有多家媒体报道，中国远洋海运集团有限公司（中远海运）正在谈判加入收购李 嘉诚旗下全球港口的跨国财团。报道还称，中远海运要求在收购相关港口后，拥有关键的否决权。 中远海运在最新国资委"央企名录"中位列39位。截至2024年底，中远海运经营船队综合运力1.3亿载重吨、 1535艘，规模为全球首位；在全球投资码头58个，其中集装箱码头51个，年吞吐能力1.3亿标准箱，同样居 世界第一。 显然，这家企业确有能力力挽狂澜，是接得住招的"大玩家"。 各取所需是永恒法则 四个月前的3月4日，长江和记曾发布公告：几个月前，公司已与贝莱德牵头的财团进入"独家磋商" ...

Core Viewpoint - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, and rising costs, emphasizing the need for a systematic methodology to navigate these challenges and achieve sustainable growth [2][4]. Group 1: Challenges in the Business Environment - By 2025, the business landscape is undergoing unprecedented restructuring, with common issues such as profit erosion due to homogenized competition and survival pressures from price wars [2]. - The failure rate of mergers and acquisitions remains high, indicating a pressing need for effective strategies among Chinese companies [2]. Group 2: The Danaher Model - The book "The Danaher Model" dissects the success strategies of Danaher, known as the "king of acquisitions," highlighting the Danaher Business System (DBS) as a key driver of its success [2][10]. - Danaher’s approach to mergers has evolved from opportunistic acquisitions to a focus on industry upgrades through systematic management practices [7]. Group 3: Midea Group's Implementation - Midea Group began learning from international best practices, specifically the Toyota Production System, but found limited success until adopting the DBS framework [4]. - Midea established its own Midea Business System (MBS) based on DBS, achieving significant improvements in operational efficiency, with an average annual efficiency increase of approximately 15% [5]. Group 4: Globalization and Innovation - Danaher’s globalization strategy combines internal and external growth, emphasizing the importance of localizing research and development to meet local demands [8]. - Midea has expanded its global footprint with 17 R&D centers and 22 manufacturing bases, aiming to create a "second home market" through its Own Branding & Manufacturing (OBM) strategy [8]. Group 5: Lessons for Chinese Enterprises - The article posits that Danaher serves as both a mirror and a measuring stick for Chinese companies, helping them identify gaps and paths for improvement [10]. - The narrative underscores the importance of embracing change, adhering to common sense, and leveraging global experiences to navigate uncertainties in the economy [10].

1.网易云音乐起诉韩国SM娱乐，回应：案件在审理中 企查查资料显示，近日，法院公开杭州乐读科技有限公司、杭州网易云音乐科技有限公司起诉SM ENTERTAINMENT CO.、卡斯梦（上海）文化传播有限公司等开庭信息，案由涉及滥用市场支配地位纠 纷。公告显示，该案件计划将于8月6日，在浙江省杭州市中级人民法院开庭审理。对于前述开庭信息，新 浪科技向网易云音乐求证，网易云音乐方面表示，目前相关案件在审理中，暂时没有更多信息可透露。 点评：网易云音乐起诉SM娱乐，版权争夺战升级，市场格局或重塑。 2.国家发改委：第四批690亿元消费品以旧换新资金将于10月下达 国家发展改革委政研室主任蒋毅8月1日表示，今年第三批690亿元支持消费品以旧换新的超长期特别国债资 金已下达完毕，将于10月份按计划下达第四批690亿元资金。 3.比亚迪发行50亿元短期科创债 8月1日，中国货币网公告显示，比亚迪发行规模50亿元人民币的科技创新债券、期限183天。该期债券票面 利率1.48%。 4.胖东来声明：网络平台相关不实信息存在严重误导性影响 据知情人士透露，生物制药巨头艾伯维（ABBV）正就以约10亿美元收购Gilgamesh P ...

Core Viewpoint - The introduction of a nationwide child-rearing subsidy in China aims to stimulate birth rates and alleviate the financial burden on families, potentially creating a significant consumption market in the mother and baby sector [4][8][12]. Group 1: Subsidy Details - Starting January 1, 2025, families with children under three years old will receive an annual subsidy of 3,600 yuan per child, regardless of the number of children [4][6]. - The total annual subsidy scale is estimated at 72 billion yuan, with 60% expected to be spent on mother and baby consumption, leading to an annual consumption increase of approximately 43.2 billion yuan in the sector [6][8]. - The subsidy is designed to be accessible, with online application systems and some regions already implementing automatic disbursement methods [9]. Group 2: Market Impact - The subsidy is expected to create a consumption increase of around 0.2 percentage points in social retail sales, particularly benefiting essential consumer goods like baby food [11][12]. - The policy is anticipated to activate related industries, potentially generating over 300 billion yuan in additional consumption across sectors such as healthcare and education [11][12]. Group 3: Industry Opportunities - The mother and baby market will see immediate benefits, especially in essential products like formula and diapers, where the subsidy can cover about 30% of expenses [19][20]. - There is a growing opportunity in service consumption, including parent-child travel and childcare services, with the childcare market projected to reach 232.3 billion yuan by 2030 [19][20]. - Companies are encouraged to focus on high-value essential products and enhance user experience through partnerships and improved service delivery [24][26]. Group 4: Long-term Considerations - The subsidy is viewed as a starting point for a broader supportive environment for families, with additional measures needed in childcare services, education, and housing to truly encourage higher birth rates [17][26]. - Companies must innovate and avoid dependency on subsidies, focusing on capturing consumer trends and addressing parenting challenges to maintain competitive advantages in the evolving market landscape [26].

Core Viewpoint - The article discusses the legal situation surrounding Zong Fuli and the trust arrangements established by her father, Zong Qinghou, indicating that while there was a court acknowledgment of the existence of a trust account and funds, the final resolution will depend on further negotiations and court outcomes [2][9]. Group 1 - The court recognized the existence of a trust account and funds, but the future handling of these matters requires coordination between the parties involved and the outcomes of ongoing lawsuits in Hangzhou and Zhejiang [2]. - A handwritten instruction from Zong Qinghou was revealed, indicating a trust arrangement of $700 million for three individuals, with specific instructions for managing the trust and interest rates with HSBC [3][4]. - The court documents also disclosed two wills from Zong Qinghou, stating that his mainland and offshore assets (excluding Jianhao's trust funds) would be inherited by Zong Fuli, his wife, and mother, suggesting a favorable distribution towards his immediate family [6][9]. Group 2 - It is anticipated that Zong Fuli will retain control over Wahaha, even if some assets are distributed to her siblings, indicating a clear direction for the company's future development [9]. - The distribution plan appears to align with Zong Qinghou's wish for equitable treatment among his children, with Zong Fuli inheriting the business and other children receiving a portion of overseas funds [9].

碰撞测试就像多元宇宙，细微差异就可能有不同结果 首先，据汽车工程专家表示，这种看似反常的现象其实符合非对称碰撞的物理规律。 理想i8的短前悬结构搭配11个环形吸能装置，能形成三向力传递路径，可将 冲击力分散至车身框架，而i8车身结构用75%高强度钢和铝合金，属于相当能抗的乘用车材质了。而卡车驾驶室与货箱的铰接设计本就是全车最薄弱点，当i8车头 精准撞击卡车前部底盘时，可能形成杠杆效应，导致卡车驾驶室因力矩失衡而分离。 理想i8与乘龙卡车正面相撞测试，结果卡车驾驶室被撞分离，引起了很多争议。有很多人说，卡车质量那么大怎么可能被撞歪，肯定是假的。 ▲理想官方发布的碰撞测试视频截图 不过，在我看来，这种情况并非没有可能，你先别急着反驳，听我给你说道一下。 第三，卡车前部结构强度弱于后部货箱承重区，而且卡车驾驶室通常通过三道机械锁固定，而非直接与底盘连成一体，极端碰撞下可能会松开。 我们对卡车抗撞的传统印象其实主要来源于后面的装货区，特别是有满载的集装箱，那才是真的硬货。而这次测试本身就是i8用最抗撞击的位置去撞击卡车相对薄 弱的地方，当然就有可能造成卡车的失衡和伤害。 其实，商用车与乘用车碰撞测试标准不同，商用车的 ...