Core Viewpoint - Oriental Selection has successfully defended its legal rights against online defamation, with a court ruling in its favor regarding a case involving false accusations made by an individual named Cui [1] Group 1: Legal Proceedings - On May 23, the Beijing Fourth Intermediate People's Court upheld the original ruling in the defamation case against Cui, rejecting his appeal and confirming the first-instance judgment [1] - The final ruling requires Cui to publicly apologize on his Douyin account and pay Oriental Selection 36,000 yuan in damages [1] Group 2: Company Response - Oriental Selection has stated its commitment to using legal means to protect its rights against malicious rumors and online defamation [1] - The company clarified that it has never charged the Guizhou provincial government any promotional fees during its cultural tourism live-streaming events, countering Cui's claims of receiving seven-digit fees [1] Group 3: Ongoing Issues - Despite the court ruling, Cui continued to disseminate defamatory videos and false statements about Oriental Selection [1] - Oriental Selection has reiterated its policy of not charging placement fees to businesses or merchants [1]

Core Viewpoint - The ongoing disputes between internet celebrities and MCN (Multi-Channel Network) agencies highlight the deep-rooted conflicts in the influencer economy, particularly regarding profit distribution, content control, and IP ownership, which have become increasingly prominent as the industry has evolved [1][8]. Group 1: Reasons for Continuous Disputes - The collaboration between MCN agencies and internet celebrities has become a core driver of the industry, yet conflicts over profit distribution, content control, and IP ownership frequently arise, drawing public attention [1][2]. - The rapid increase in the influence and commercial value of internet celebrities has not been matched by timely adjustments in profit distribution mechanisms, leading to heightened tensions as creators recognize the disparity between their contributions and returns [2][4]. Group 2: Unreasonable Contract Terms - MCN agencies often dominate contract negotiations, resulting in vague and stringent terms that create an imbalance of power, planting the seeds for disputes from the moment contracts are signed [3][4]. - Legal cases related to contract disputes involving internet celebrities are numerous, with keywords like termination, job-hopping, breach, and compensation frequently appearing in litigation documents [3]. Group 3: Conflict Between Personal IP and Commercial Operations - Many disputes between MCNs and internet celebrities stem from the conflict between depersonalized operations and the personal branding of creators, with MCNs seeking to commodify influencers while creators aim to maximize their personal brand value [4][6]. - The case of Li Ziqi and her agency illustrates how neglecting the creator's role in content production can lead to significant disputes, as seen in the recent events involving influencer Sui Po [4][6]. Group 4: Impact of Disputes - The increasing number of disputes not only affects the parties involved but also poses challenges to the entire industry ecosystem, potentially limiting the career development of influencers and damaging their reputations [6][8]. - For MCN agencies, disputes can harm brand image and increase operational costs due to legal proceedings, while the departure of top influencers can directly impact business development [6][8]. Group 5: Path Exploration - The ideal relationship between MCNs and influencers should be one of mutual benefit rather than a zero-sum game, necessitating a reevaluation of cooperation models, particularly in profit distribution and contract terms [7][8]. - Exploring new cooperation models, such as IP co-ownership and tiered profit-sharing, could help balance commercial operations with content quality [7]. - Contracts should clearly define rights and obligations, particularly regarding profit distribution and IP ownership, and should be flexible enough to adapt to changes in influencer influence and market conditions [7].

公开信息显示，现任基金经理晏青先生:中国国籍,上海交通大学经济学硕士。曾任交银施罗德基金管理 有限公司研究员、基金经理,上海弘尚资产管理中心(有限合伙)投资经理、海外投资总监。现任永赢基金 管理有限公司权益投资部副总经理。2019年10月16日至2020年11年10月担任永赢创业板指数型发起式证 券投资基金的基金经理;2020年3月25日至2023年10月17日,担任永赢股息优选混合型证券投资基金的基 金经理。2020年9月29日至今,担任永赢港股通品质生活慧选混合型证券投资基金的基金经理。曾任永赢 股息优选混合型证券投资基金基金经理。2021年5月14日担任永赢港股通优质成长一年持有期混合型证 券投资基金的基金经理。 5月19日，永赢港股通优质成长一年混合（011315）下跌0.84%，最新净值0.72元，连续3个交易日下 跌，区间累计跌幅1.67%。 据了解，永赢港股通优质成长一年混合成立于2021年5月，基金规模2.40亿元，成立来累计收益 率-27.57%。从持有人结构来看，截至2024年末，永赢港股通优质成长一年混合的基金机构持有0.02亿 份，占总份额的0.58%，个人投资者持有3.40亿份，占总 ...

作 者丨尹华禄 编 辑丨吴桂兴 遭遇碰瓷？东方甄选（0 1 7 9 7 .HK）拟起诉同名农业公司。 天眼查显示，近日，东方甄选（北京）科技有限公司（即"东方甄选"）与东方甄选（北京） 农 业 有 限 公 司 就 不 正 当 竞 争 纠 纷 案 件 新 增 开 庭 公 告 ， 原 告 为 东 方 甄 选 （ 北 京 ） 科 技 有 限 公 司，该案件将于5月2 7日在北京市石景山区人民法院开庭审理。 南财快讯记者了解到，《中华人民共和国反不正当竞争法》第六条第二项显示，经营者不得 擅 自 使 用 他 人 有 一 定 影 响 的 企 业 名 称 （ 包 括 简 称 、 字 号 等 ） 、 社 会 组 织 名 称 （ 包 括 简 称 等）、姓名（包括笔名、艺名、译名等）。 据 浙 江 佑 平 律 师 事 务 所 介 绍 ， 如 果 被 任 用 名 字 的 企 业 属 于 知 名 公 司 或 者 有 一 定 影 响 力 的 公 司，那么被用了企业名称，是完全符合反不正当竞争法的禁止条款，属于侵权。 | 案号 | (2025) 京0107民初7860号 | 案由 | 不正当竞争纠纷 | | --- | --- | - ...

遭遇碰瓷？东方甄选（01797.HK）拟起诉同名农业公司。 天眼查显示，近日，东方甄选（北京）科技有限公司（即"东方甄选"）与东方甄选（北京）农业有限公 司就不正当竞争纠纷案件新增开庭公告，原告为东方甄选（北京）科技有限公司，该案件将于5月27日 在北京市石景山区人民法院开庭审理。 南财快讯记者了解到，《中华人民共和国反不正当竞争法》第六条第二项显示，经营者不得擅自使用他 人有一定影响的企业名称（包括简称、字号等）、社会组织名称（包括简称等）、姓名（包括笔名、艺 名、译名等）。 据浙江佑平律师事务所介绍，如果被任用名字的企业属于知名公司或者有一定影响力的公司，那么被用 了企业名称，是完全符合反不正当竞争法的禁止条款，属于侵权。 被告东方甄选（北京）农业有限公司成立于2022年7月，注册资本2万元，法定代表人为冉飞龙，经营范 围包括谷物种植、农业科学研究和试验发展、新鲜水果零售、新鲜水果批发等。 该公司目前由东方思路（海南）科技有限公司全资持股，系中银金矿（海南）投资集团有限公司的孙公 司，股权穿透显示，冉彬、冉冉为最终出资人，持股比例为90%、10%。 据了解，该律所创立于2002年，是经北京市司法局依法批准 ...

Summary of Dongfang Zhenxuan Conference Call Company Overview - **Company**: Dongfang Zhenxuan - **Industry**: E-commerce and Live Shopping Key Points and Arguments - **Multi-Platform Strategy**: Dongfang Zhenxuan employs a multi-platform strategy, with Douyin contributing approximately 80% of GMV, forming the company's core base. The company is also expanding into other e-commerce platforms like Taobao, JD.com, Xiaohongshu, and Pinduoduo without paid promotions [2][5] - **Brand Exposure Initiatives**: The company plans to utilize vending machines at New Oriental education institutions for brand exposure and will host family public welfare lectures to share product development concepts and brand stories, aiming to reach a broader potential user base [2][6] - **APP Development**: The Dongfang Zhenxuan APP focuses on self-operated products, achieving a 30-day repurchase rate of 50%. The company aims to increase app downloads and paid memberships through marketing activities, potentially including online concerts to attract users [2][7] - **Product Range and Quality Assurance**: The company offers 600 SKUs of self-operated products, with 300 available year-round. It employs big data to understand consumer needs and iterates on products while enhancing product quality through multi-layered quality control measures [2][10][9] - **Cost Reduction and Efficiency Improvement**: The company is implementing cost reduction and efficiency improvement plans, optimizing internal structures, and reducing full-time staff to enhance profitability [4][13][16] - **Self-Operated Product Performance**: Self-operated products account for about 50% of total sales, with plans to strengthen partnerships for broader distribution. The company focuses on health-related products and basic necessities for 2025 [11][12][17] Additional Important Content - **GMV Distribution**: The self-operated APP contributes approximately 15%-20% of total GMV, while Douyin and shelf e-commerce account for over 80% [4][18] - **Live Streaming Operations**: Dongfang Zhenxuan operates nearly ten accounts on Douyin, with the fresh produce account performing particularly well, achieving daily GMV exceeding 2 million RMB [4][21] - **Membership Growth Strategy**: The company is focusing on expanding paid membership through initiatives like the "亲友卡" (Friend and Family Card) to enhance user interaction and increase membership numbers [29][28] - **Future Plans for Product Development**: The company plans to introduce new health-related products and optimize existing offerings based on market data and user feedback [11][9] - **Stock Buyback and Incentive Plans**: The company initiated a 500 million RMB stock buyback plan last year, with 100 million RMB utilized so far. Future stock buybacks may occur based on management directives [30][31] - **Technological and Supply Chain Enhancements**: The company is focusing on optimizing its supply chain and technology systems to support growth and is considering selling self-operated products on other platforms to expand market share [32]

Core Viewpoint - The article discusses the contrasting trajectories of two companies, "Yuhui" and "Dongfang Zhenxuan," following the departure of Dong Yuhui, highlighting the impact of personal branding and management strategies on their performance [2][10]. Group 1: Company Performance - As of April 26, "Yuhui" has surpassed "Dongfang Zhenxuan" in Douyin followers, with 28.65 million compared to 28.59 million, reflecting a significant shift since Dong Yuhui's departure [3][4]. - In its first year, "Yuhui" achieved over 10 billion yuan in sales, becoming the top live-streaming sales account on Douyin, while "Dongfang Zhenxuan" reported a GMV of 4.8 billion yuan for the first half of the 2025 fiscal year, a 16.2% decline year-on-year [6][14]. - "Yuhui" consistently ranked in the top five for Douyin sales in early 2024, while "Dongfang Zhenxuan" fell out of the top ten for three consecutive months [6][14]. Group 2: Leadership and Strategy - Dong Yuhui has embraced his role as a live-streaming influencer, actively building his personal brand through music and television appearances, which has significantly enhanced his market presence [7][29]. - In contrast, Yuhui's leader, Yu Minhong, has struggled to find new growth avenues after losing Dong Yuhui, facing challenges in transitioning to a multi-channel network (MCN) model and diversifying product offerings [9][10]. - Yu Minhong's strategy includes a dual focus on products and traffic, with plans for offline stores and collaborations with Douyin, but these efforts have yet to yield significant results [15][16]. Group 3: Challenges and Issues - "Yuhui" faces quality control issues, particularly concerning product selection, as rapid growth may have compromised its ability to maintain high standards [21][24]. - "Dongfang Zhenxuan" is grappling with internal management challenges, including unresolved conflicts between management and influencers, which have hindered its ability to cultivate new talent [26][27]. - The article emphasizes the importance of personal branding in the live-streaming era, noting that while Dong Yuhui has successfully established his brand, "Dongfang Zhenxuan" has not developed a new leading influencer to replace him [28][32].

以下文章来源于字母榜 ，作者薛亚萍 字母榜 . 让未来不止于大 董宇辉"单飞"9个月后， 与辉同行的抖音粉丝数超过了东方甄选。 截至4月26日，与辉同行的抖音粉丝数为2865万，而东方甄选抖音主账号粉丝数为2859万。 这一结果并不令人意外。自去年7月董宇辉"单飞"，东方甄选的粉丝数就陷入增长停滞甚至下滑，而与辉同行则节节攀升。第三方数据平台灰豚数据显示， 过去三个月，与辉同行新增粉丝超120万，东方甄选粉丝数减少了42万。 一增一减后，双方粉丝量站在了同一水位线上。粉丝变化趋势，也折射出两家公司在过去一年里的发展轨迹。 从带货成绩上来看，新抖数据显示，2024年，与辉同行成立第一年的销售额突破百亿元，成为抖音当年带货销售额最高的直播间。而东方甄选在2025财年上 半财年，即2024年6月-11月的GMV（商品交易总额）为48亿元，同比下降16.2%。 到了今年，双方在抖音带货的位次变化则更为明显。 今年1-3月，辉同行稳居抖音带货月榜前五，而东方甄选连续三个月跌出带货月榜前十。 与辉同行粉丝超过东方甄选。 文 ｜ 薛亚萍 编辑 ｜ 谭宵寒 来源｜ 字母榜（ID：wujicaijing） 封面来源 ｜ IC ...

以下文章来源于字母榜 ，作者薛亚萍 字母榜 . 让未来不止于大 来源|字母榜 撰文|薛亚萍 编辑|谭宵寒 董宇辉"单飞"9个月后， 与辉同行的抖音粉丝数超过了东方甄选。 截至4月26日，与辉同行的抖音粉丝数为2865万，而东方甄选抖音主账号粉丝数为2859万。 这一结果并不令人意外。自去年7月董宇辉"单飞"，东方甄选的粉丝数就陷入增长停滞甚至下滑，而与辉同行则节节攀升。第三方数据平台灰豚数据 显示，过去三个月，与辉同行新增粉丝超120万，东方甄选粉丝数减少了42万。 一增一减后，双方粉丝量站在了同一水位线上。粉丝变化趋势，也折射出两家公司在过去一年里的发展轨迹。 从带货成绩上来看，新抖数据显示，2024年，与辉同行成立第一年的销售额突破百亿元，成为抖音当年带货销售额最高的直播间。而东方甄选在 2025财年上半财年，即2024年6月-11月的GMV（商品交易总额）为48亿元，同比下降16.2%。 到了今年，双方在抖音带货的位次变化则更为明显。 今年1-3月，辉同行稳居抖音带货月榜前五，而东方甄选连续三个月跌出带货月榜前十。 两家公司命运的走向，很大程度上也取决于两位掌舵者的态度。 很难想象一年前还在镜头前皱着眉 ...

Core Insights - The competition between "Yuhui with Glory" and "Oriental Selection" has intensified since Dong Yuhui's departure, with "Yuhui with Glory" surpassing "Oriental Selection" in Douyin followers and sales performance [1][2][4] - Dong Yuhui's personal brand has significantly strengthened, leading to increased sales and a dominant position in the live-streaming market, while "Oriental Selection" has faced declining sales and follower growth [9][10][21] - The contrasting strategies of the two leaders, Dong Yuhui and Yu Minhong, have resulted in divergent paths for their respective companies, with Dong focusing on personal branding and Yu struggling with management and growth challenges [25][28] Summary by Sections Followers and Sales Performance - As of April 26, "Yuhui with Glory" has 28.65 million followers, while "Oriental Selection" has 28.59 million, marking a significant shift since Dong Yuhui's departure [2] - In the past three months, "Yuhui with Glory" gained over 1.2 million followers, while "Oriental Selection" lost 420,000 followers [2] - "Yuhui with Glory" achieved over 10 billion yuan in sales in its first year, while "Oriental Selection" reported a GMV of 4.8 billion yuan for the first half of the 2025 fiscal year, a 16.2% decline year-on-year [4][10] Leadership and Strategy - Dong Yuhui has embraced his role as a live-streaming influencer, actively building his personal brand through music and television appearances [5][22] - Yu Minhong has struggled to find new growth avenues after losing Dong, facing challenges in expanding product lines and adapting to a changing market [7][11] - The split between the two companies was characterized by a belief that they would benefit from independence, but the outcomes have varied significantly [8] Management Challenges - "Oriental Selection" has encountered management issues, particularly in maintaining relationships with its influencers, leading to dissatisfaction among some key figures [19][20] - Dong Yuhui's "Yuhui with Glory" has focused on institutional growth and talent development, while "Oriental Selection" has faced criticism for its management practices and lack of effective communication [14][18] - The contrasting paths highlight the importance of personal branding in the live-streaming industry, with Dong's approach yielding better results compared to Yu's more traditional management style [21][25]