"萨瓦迪卡，来泰国啦！"近日，海尔集团高管在微信视频号中，透露了泰国春武里海尔空调智能工厂投 产的情况。这里一年前动工，今年9月23日智慧互联工厂已投产。 同日，海信HHA智能制造工业园开工仪式在泰国安美德春武里工业园举行，将建成海信最大的海外工 业园，项目分三期，一期投资47亿泰铢，超10亿元人民币。 不只海尔、海信，美的集团今年也进一步深化在泰国的供应链布局。而格力电器旗下的盾安环境在泰国 的基地主要做制冷配件的生产和销售，目前在手订单充足。 中国机电产品进出口商会家电分会秘书长周南向第一财经记者分析说，从泰国出口空调至美国相比从中 国直接出口目前仍有不小的税差，但关税变化的不确定性依然存在。中国与东盟已形成产业链协作，中 国家电龙头加码投资泰国等东南亚地区，旨在复杂多变的贸易环境下，通过加大全球布局来应对各种不 确定性。 打通通往全球市场的"快车道" 泰国白色家电产业链还需完善 加码泰国等东南亚地区的投资布局，稳定对外国市场的出口订单，是重要的考虑之一。空调业资深人 士、三友环境董事长肖友元向第一财经记者分析说，如果要规避外国的关税壁垒，需要满足泰国原产地 的条件，而且从泰国去外国的成本增加不能超过15 ...

下面根据"2025年佛山企业100强"，简单介绍一下。今年榜单入围门槛为31.34亿元，营业收入总额达到 16690.5亿元，同比增长2.22%。研发投入总计324.65亿元，研发强度（研发费用/营业收入）为2.70%， 同比提升0.68个百分点 佛山，地处珠三角腹地，是粤港澳大湾区重要节点城市。去年GDP达到1.34万亿元、稳坐广东经济第三 城的位置。坚持制造业当家，是全国第四个规上工业总产值突破3万亿元的城市，形成了装备制造、泛 家居两大万亿级产业集群。 位列第三的海信家电，前身是成立于1984年的科龙电器，2006年被海信集团收购，主要研发、制造和销 售冰箱、家用空调、中央空调、冷柜、洗衣机、厨房电器等电器产品，汽车空调压缩机及综合热管理系 统，拥有"Hisense""Ronshen"等八大品牌。 去年实现营收927.46亿元，净利润33.48亿元，同比分别增长8.35%和17.99%。暖空空调产品是重要支 柱，收入同比增加4.22%至402.84亿元，占比超过四成。其中，中央空调国内多联机市场份额超过 20%，稳居第一。冰箱零售额同比上升21%，市占率增加0.8个百分点，位居行业第二。值得一提的是， ...

内容概况：家电维修涵盖了各类家电产品的维护与修理，从传统的电视机、洗衣机，到现代的冰箱、空 调以及新兴的智能家居设备。近年来，随着家电产品在社会中的广泛使用和消费者对产品耐用性、可靠 性要求的不断提高，家电维修已逐渐发展成为不可或缺的重要服务领域。在居民收入持续增长的推动 下，人们对家电的性能和使用体验提出了更高期望，而家电行业整体进入存量市场阶段，进一步为家电 维修带来了巨大的市场需求和广阔的发展空间。家电维修行业目前处于稳步发展阶段，市场需求持续增 长。数据显示，2016-2024年中国家电维修行业市场规模从2351亿元增长至3990亿元，年复合增长率为 6.8%。未来，随着人们生活水平的提高和家电产品的更新换代，家电维修行业的前景将更加广阔。尤 其是在智能家居、物联网等新兴技术的推动下，家电维修行业将迎来更多的发展机遇。 相关上市企业：美的集团（000333）、海尔智家（600690）、格力电器（000651）、小米集团-W （01810）、海信家电（000921）、四川长虹（600839）、奥克斯国际（02080）、创维集团 （00751）、TCL科技（000100）、老板电器（002508）、苏泊尔 ...

假期的前几天，我在陪家人出门走一走，也看看电影，跟学员也做了假期的问候和交流。 明天就是双节假期的最后一天了，不知道各位这个假期过的如何？有没有让你铭记的美好瞬间？有没有让你难忘的体验和收获？ 我借助于单仁行先抛砖引玉，分享一下自己在十一假期里的一点思考和感想。 02 首先，我们来听听单仁牛商董事长，央视凤凰评论员单仁博士的看法。 如果说嘉兴南湖是革命先辈事业的"启航"，那么，井冈山就是伟人们确定发展路线，在绝境中找到希望，在探索中闯出新路的转折点。 同时，我也在对单仁牛商过去的发展，对于2026年的未来做深度的思考和复盘。 在去年的10月，我带着我们的核心骨干去到嘉兴南湖，在"开天辟地、敢为人先"的红船精神下，我们追问和强化了自己的初心，明确了我们"帮助企业成 长，创造更多就业"的使命。 01 在井冈山，我们党第一次系统地回答了"为了谁、依靠谁、怎样胜利"的根本问题，这里也是"思想建党、政治建军"的起源地。 同样，这对应着我们企业必须要回答的三个命题：我们为谁创造价值？（客户）我们依靠谁去发展？（团队）我们如何赢得未来？（战略与模式）在今年 的井冈山，我们要思考和探索"如何走得更远"的根本方法。 在当年面对 ...

READING BOOKS 「 湛庐·十一特辑 」 2025年的商业竞争中，市场从增量竞争转向存量厮杀，传统的"风口套利"模式日渐失效，依靠单一业务增长似乎总能看到天花板。而丹纳赫，这个曾经将 数百家企业整合、优化，最终孵化出市值超千亿美元的巨头却依然在持续创造价值。 当下的经济环境，正呼唤丹纳赫式的商业智慧！ ▲ 点击书封，立即入手 以丹纳赫为镜，锻造企业韧性 ——《丹纳赫模式》推荐序 美的集团董事长兼总裁方洪波先生，在这篇极具实践洞察的推荐序中，他深刻指出，伟大的企业皆因将"常识做到极致"——坚守流程、尊重事实、效率至 上。 请阅读本书，为大脑充电、为未来布局，这是一部能重塑你商业思维体系的深度之作。 无论是寻求转型升级的企业创始人、致力于推动内部变革的高管，还是希望在价值投资中精益求精的投资人，都能从中获得至关重要的启示！ 文/方洪波 美的集团董事长兼总裁 丹纳赫集团用40多年的时间，从美国本土低端制造业的杠杆并购者，进化为全球生命科学领域的冠军企业。丹纳赫商业系统(DanaherBusiness System,DBS) 的精髓是"常识为纲，贯彻有方(Commonsense,vigorously app ...

（原标题：寻找"受尊敬"企业系列报道之五：1.62万亿元研发投入构筑A股上市公司发展"护城河"） 科技是第一生产力，科技创新成为现阶段转型发展的关键。当前，我们正经历百年未有之大变局，这个变局的"始作俑者"就是日新月异的科技进 步。今天，以新一代信息技术、机器人、人工智能、生命科学、新能源等为代表的科技革命正重塑产业、经济格局，科技竞争已经成为各方博弈 的重要方面。 对于企业而言，科技创新不仅是评价一个企业综合实力以及保持高质量发展的重要指标和核心推动力，还是衡量一个企业能否受到普遍尊敬，以 及能否负责任地扛起行业创新大旗的重要体现。由经济观察报主办的2024—2025年度"寻找'受尊敬'企业"征集评选工作以"智创未来，向新而行"为 主题，也彰显了科技创新的独特分量。 从公司来看，比亚迪（002594.SZ）2024年以531.95亿元研发费用居首，研发投入同比增加超过百亿元，被称为"研发之王"；中国电建 （601669.SH）2024年研发投入242.5亿元，排在第二位；中国石油（601857.SH）、宁德时代（300750.SZ）、美的集团（000333.SZ）、中国中车 （601766.SH）、中国石化 ...

Core Viewpoint - As of October 5, 2023, a total of 1,346 A-share listed companies have implemented share buybacks since 2025, with a cumulative buyback amount of 109.42 billion yuan [1] Group 1: Share Buyback Overview - 13 companies have repurchased more than 1 billion yuan, including Midea Group, Kweichow Moutai, XCMG, Muyuan Foods, CATL, WuXi AppTec, Hikvision, Sanan Optoelectronics, BOE Technology, COSCO Shipping, SANY Heavy Industry, Guotai Junan, and Haier Smart Home [1] - Midea Group leads the buyback amount with 6.769 billion yuan [1] Group 2: Individual Company Buyback Details - Midea Group: Repurchased 9,373.66 million shares for a total of 6.769 billion yuan, representing 1.0193% of its A-share capital, with a maximum price of 77.99 yuan/share and a minimum price of 69.91 yuan/share [2] - Kweichow Moutai: Completed a buyback of 392.76 million shares for 6 billion yuan, accounting for 0.3127% of its total share capital [3] - XCMG: Repurchased 314 million shares for a total of 2.746 billion yuan, representing 2.6735% of its total share capital [4]

Group 1 - The report highlights that Chinese "manufacturing hard consumption" companies are entering a golden development period for globalization, transitioning from "product export" to "brand export" due to technological accumulation, supply chain advantages, and global layout [1][2] - The Chinese government has introduced favorable policies to support the globalization of manufacturing hard consumption enterprises, including guidance on brand internationalization and cross-border trade facilitation [2][3] - In 2024, policy support will focus on cross-border e-commerce and overseas warehouse construction, addressing challenges in overseas storage and distribution for enterprises [3][4] Group 2 - Chinese manufacturing hard consumption enterprises have developed a multi-faceted overseas expansion model characterized by "technological breakthroughs, localized production, and brand upgrades," with significant global factory layouts [3][4] - The innovation capabilities of Chinese companies in the consumer electronics and smart hardware sectors are gaining global recognition, with products like robotic vacuum cleaners and portable chargers consistently ranking as best sellers on cross-border e-commerce platforms [4][5] - The report identifies three major opportunities for the globalization of Chinese manufacturing hard consumption during the 15th Five-Year Plan period: the release of demand in emerging markets, product premiumization driven by technological upgrades, and the improvement of cross-border e-commerce and overseas warehouse systems [5][6] Group 3 - The globalization of Chinese manufacturing hard consumption is evolving from simple "product output" to "standard output" and "service output," with companies participating in the formulation of global industry standards and establishing comprehensive after-sales service networks [5][6] - The report emphasizes that the globalization journey of Chinese manufacturing hard consumption enterprises has entered a new phase, supported by policies, industrial foundations, and innovation vitality, positioning them as key players in the global consumption market [6][7] - The report outlines a comprehensive policy framework to support the internationalization of the domestic consumption industry, facilitating the transition from "product export" to "capacity export" and "brand export" [24][25]

Core Insights - The article discusses the challenges faced by Chinese enterprises in a highly competitive environment characterized by homogenization, price wars, rising costs, and stagnant growth, emphasizing the need for a systematic methodology to navigate these challenges [2] - It highlights the "Danaher Model," which provides a comprehensive analysis of Danaher's success in mergers and acquisitions, showcasing the importance of the Danaher Business System (DBS) in transforming lean management into a core competency [2][4] Group 1: Danaher Model and Its Application - The Danaher Group's early acquisitions were strategic, focusing on undervalued assets, but its transformation was driven by a strategy of industry upgrading through systematic acquisitions [7] - The DBS evolved from the Toyota Production System into a comprehensive operational system that integrates lean operations, growth engines, and leadership development, emphasizing the conversion of experience into standards [7][8] - Midea Group adopted the DBS principles to create its own Midea Business System (MBS), which has significantly improved factory efficiency by approximately 15% annually and established six lighthouse factories [5][6] Group 2: Globalization and Local Adaptation - Danaher’s globalization strategy is characterized by a dual approach of internal and external growth, focusing on technology, culture, and management systems [8] - Midea has established 17 R&D centers and 22 manufacturing bases globally, implementing an Own Branding & Manufacturing (OBM) strategy to create a "second home market" [8] - The article emphasizes the necessity for companies to balance localization with integration in their global strategies, ensuring that R&D is rooted in local needs while leveraging a global talent network [10] Group 3: Lessons for Chinese Enterprises - The Danaher Group serves as a benchmark for Chinese companies, illustrating the importance of recognizing gaps and measuring paths for improvement [10] - The article poses critical questions for enterprises regarding how to achieve capability integration through acquisitions, evolve lean management into a core competency, and balance localization with globalization [10] - It concludes that embracing change, adhering to common sense, and undergoing global refinement are essential for Chinese enterprises to navigate future uncertainties [10]

Core Insights - The air conditioning industry is undergoing a critical phase of "breaking through and restructuring," driven by policies promoting low-carbon transformation and rising consumer demand due to extreme heat and subsidy policies [1] - The report aims to provide a comprehensive overview of industry trends, consumer market dynamics, and user needs, while analyzing benchmark cases of comfortable and healthy air conditioners [1] Policy and Technology - The dual drivers of policy guidance and technological innovation are reshaping the air conditioning market, promoting energy-efficient products and sustainable development [2] - National and local policies, such as the "Accelerating Energy Conservation and Carbon Reduction in the Building Sector," support energy-saving renovations, providing strategic guidance for the market [2] Market Dynamics - The air conditioning market is stabilizing, with online sales accounting for 60% of total sales, highlighting the dominance of traditional e-commerce as a core traffic entry point [5] - Price differentiation is evident, with low-priced (below 1599) and high-priced (above 3000) 1.5P wall-mounted units both seeing increased market share [5] Consumer Demand - Social media discussions reflect the evolving consumer demands for air conditioning, with energy efficiency, comfort, cooling performance, aesthetics, and health being the top topics for 2025 [9] - The shift from basic temperature regulation to a focus on comfort, health, and aesthetics indicates a deeper consumer need for high-quality living environments [11] High-End Market Trends - The high-end air conditioning segment is evolving towards a comprehensive experience that integrates extreme comfort, health purification, aesthetic design, and smart connectivity [13] - The transition from "selling products" to "selling lifestyles" emphasizes the importance of understanding specific consumer scenarios and emotional needs [15] Consumer Segmentation - The main consumer groups for air conditioning are shifting, with post-00s and post-90s families becoming the primary buyers, particularly in first-tier cities [19] - The motivations for purchasing air conditioning are evolving from basic needs to a desire for enhanced quality of life and better home environment compatibility [21] Purchase Channels and Influences - JD.com has established itself as the leading information channel and purchasing platform for air conditioning, with social media and short video platforms playing a significant role in consumer decision-making [24] - Performance and quality are the primary considerations for consumers, with a growing emphasis on comprehensive experience rather than just price sensitivity [28] Product Features and Consumer Feedback - High satisfaction rates (over 99%) for features like "no-wind" and "quiet operation" indicate strong consumer preference for comfort and health functionalities [56] - The integration of health features, such as air purification and self-cleaning technologies, enhances the overall value proposition of air conditioning products [55] Collaborative Innovations - JD.com collaborates with major brands like Gree, Haier, and TCL to promote air conditioning products that emphasize comfort and health, responding to the trend of upgrading consumer experiences [59][61][63][67][69]