这条爆料成为了职场人气帖，下方评论清一色"求内推"。拓竹之外，大疆、追觅、泡泡 玛特等也纷纷成为打工人眼中的"年终奖之王"。 岗位：市场 满意度：远超预期 分钱的艺术。 作者/杨文静 每到年末，打工人的日历只有两个日子：发年终奖那天，和确定不发的那天。 最近，一则年终奖信息在社交平台流传—— 公司：拓竹科技 年终奖发放月数：9月 年终奖发放金额：4 5万 又到一年一度年终奖展示季。令人意外的是，今年的主角不再只有互联网大厂，随着行 业变迁，一批新贵浮现出来。 最高200万 年终奖新贵浮现 关于拓竹年终奖，职场社交平台上还流传着更让人吃惊的一幕：最高超2 0 0万，月份最 高2 5个月，整体年终奖金总包比去年上涨超5 0 %。 报道/投资界PEdaily 甚至还有员工爆料称，拓竹年会头奖是1 0 0 g金条，价值超1 0万，连实习生都有"阳光普 照奖"。 尽 管 拓 竹 方 面 对 投 资 界 表 示 " 含 泪 辟 谣 " ， 但 也 有 来 自 拓 竹 的 员 工 表 示 ， 1 0 个 月 左 右 的 年终奖并不夸张。一位接近拓竹的人士告诉投资界：以去年的百亿营收来看，拓竹大手 笔年终奖有迹可循，"他们真 ...

Economic Performance of Zhengzhou - Zhengzhou's GDP reached 15,244.6 billion yuan in 2025, marking a 5.4% year-on-year growth and crossing the 1.5 trillion yuan milestone [2] - The contribution of the tertiary industry to GDP increased to 62.2%, indicating a shift towards a service-oriented economy [4] - The micro-short drama industry saw a remarkable revenue growth of 119.8%, showcasing the potential of new media sectors [4] Industrial Growth in Zhengzhou - The added value of major industrial sectors grew by 9.7%, with electronic information and automotive manufacturing increasing by 16.2% and 11.9% respectively [4] - Fixed asset investment in Zhengzhou increased by 17.9%, significantly outpacing the provincial average [5] Trade and Export Performance - Zhengzhou's total import and export volume exceeded 650 billion yuan, accounting for nearly 70% of the province's total and ranking fourth among national provincial capitals [4] - Major companies like Foxconn and Yutong Bus are enhancing Zhengzhou's position in the electronic information and automotive sectors, respectively [4] Economic Highlights of Luoyang - Luoyang's GDP reached 6,164.5 billion yuan in 2025, with a year-on-year growth of 6.0%, positioning it among the top non-provincial cities in central and western China [6] - The strategic emerging industries in Luoyang grew by 32.8%, with the new generation information technology sector experiencing a staggering growth rate of 286.9% [8] Industrial and Investment Trends in Luoyang - The added value of the second industry reached 2,470.6 billion yuan, contributing over 40% to GDP, with advanced manufacturing accounting for 62% of the industrial output [8] - Luoyang implemented 387 major projects with a total investment of 121.4 billion yuan, strengthening its economic foundation [8] Economic Development in Nanyang - Nanyang's GDP surpassed 5,000 billion yuan for the first time, achieving a growth rate of 6.5% [10] - The agricultural output value reached 1,440.65 billion yuan, with a growth of 3.7%, while the industrial output increased by 8.2% [10][11] Industrial and Technological Advancements in Nanyang - High-tech industries in Nanyang saw a 13.5% increase in output value, with strategic emerging industries growing by 16.3% [11] - The retail sales of home appliances and audio-visual equipment surged by 24.0%, driven by policies promoting consumption upgrades [11] Economic Performance of Hebi - Hebi's GDP reached 1,144.12 billion yuan, with a growth rate of 6.6%, the highest in the province [12] - The second industry contributed significantly to GDP growth, with an increase of 6.5% in added value [12] Innovation and Market Dynamics in Hebi - Hebi is focusing on technological innovation to drive industrial upgrades, with notable advancements in commercial aerospace and new materials [13] - The city is enhancing its business environment and implementing policies to stimulate economic growth [13]

【#新时代推动法治进程2025十大案件公布#】#缅北四大家族案入选年度十大案件# 2月8日，"新时代推 动法治进程2025年度十大案件"公布。缅北"四大家族"系列电诈案，首例确认"试管婴儿"享受工亡抚恤 金案，订婚强奸案，个人信用修复案，初中生杀害同学埋尸案，上海医保基金追偿案，胖东来诉网 络"黑嘴"侵权案，种业知识产权保护最高判赔案，余华英拐卖儿童案，首起反外国制裁侵权诉讼案入 选"新时代推动法治进程2025年度十大案件"。 ...

转自：许昌发布 your to 2025年工作回顾 全市上下坚持以习近平新时代中国特色社会主义 思想为指导,全面贯彻落实中央、省决策部署, 真抓实干、克难攻坚,有效应对一系列重大困难 挑战,经济社会发展取得新进展新成效。 11 生产总值3583.4亿元,人均生产总值8.2万 TLo 社会消费品零售总额超1800亿元，较2020年 "增长53%。 规上工业企业突破2000家,境内外主板上市 企业11家、居全省第3位。 节能环保、超硬材料、硅碳新材料分别入选国 家战略性新兴产业集群、先进制造业集群、中 t+1 小企业特色产业集群。 许昌高新技术产业开发区升级为国家高新区。 市域铁路日均客流量超3万人次,郑许一小时 通勤圈基本成型。 粮食总产连续14年稳定在280万吨以上。 新增经营主体15万户,胖东来、新天地、天目 先导等一批新锐企业向新而生。 民生福祉不断增进,民生支出占比70%以上。 一年来,全市上下深入学习贯彻习近平总书记 在河南考察时重要讲话精神,聚焦省委"1+2+4+N" 目标体系和市委"两融五城四跃升"战略部署,勇 于担当,务实重干,顺利完成全年目标任务。 N 主要指标增速均居全省前列。 · 实施省市 ...

近日，河南洛阳老君山景区为员工发放20万元至45万元高额年终奖，引发网络热议。在"别人家的公 司"的羡慕声中，员工回应"每一分都是拼出来的"，并透露了"全年无休、早6晚10"的工作常态。 这笔高调的奖金不仅是对员工付出的高额回报，更如一面棱镜，折射出当前"网红"文旅经济成功的底层 逻辑，也引发了对这种"极致内卷"模式可持续性的深层思考。 在流量经济时代，景区如何"出圈"并保持热度是所有从业者面临的共同焦虑。老君山无疑交出了一份亮 眼的答卷。从2019年"远赴人间惊鸿宴，老君山上吃泡面"的网络热梗出圈，到如今凭借高额年终奖再次 刷屏，这座传统山水景区已成功逆袭为"网红名山"。而这笔人均数十万元的奖金正是这场成功叙事中最 具说服力的注脚，它成为一个多方利益博弈下的暂时平衡点。 对于景区而言，这既是一次成功的激励，也是一次巧妙的二次营销。它用真金白银肯定了员工"自加压 力、自强不息、甘于奉献、敬业担当"的拼搏精神，有效支撑了团队高强度的付出。同时，该事件本身 的热度也为景区带来了品牌曝光，强化了其"肯投入、有回报"的正面形象，可谓一举两得。 对于员工，"用汗水拼出来的"高额回报是对其辛勤付出的应有回馈。然而，在这份 ...

Core Viewpoint - Yonghui Supermarket has reported a projected net loss of 2.14 billion yuan for 2025, marking a 45.6% year-on-year increase, and has faced losses for five consecutive years, raising concerns about its future amidst significant operational strategy adjustments [2][7]. Group 1: Company Background and Growth - Yonghui Supermarket was founded in 1995 by Zhang Xuansong and Zhang Xuanning, starting with a micro-profit model and officially launching the Yonghui brand in 1998 [3]. - The company gained momentum in 2000 by capitalizing on the "Agricultural Reform Supermarket" policy, leading to rapid growth and recognition as a pioneer in the sector [3]. - By 2010, Yonghui became the first fresh food stock listed on the Shanghai Stock Exchange, and by 2020, it achieved a record revenue of 93.2 billion yuan, marking its entry into the "thousand-store era" [6]. Group 2: Recent Challenges and Strategic Shifts - Despite its past successes, Yonghui has entered a prolonged period of losses, with figures of 3.944 billion yuan in 2021, 2.763 billion yuan in 2022, and projected losses of 2.14 billion yuan for 2025 [6][7]. - The company initiated a comprehensive transformation called "Fat Reform" in 2024, aiming to revamp its business model by learning from competitors, but this has led to significant financial strain, including a direct loss of 1.2 billion yuan from store adjustments [6][10]. - As of 2025, Yonghui has deeply adjusted 315 stores and closed 381, indicating a significant restructuring effort [9]. Group 3: Market Dynamics and Competitive Landscape - The retail landscape has shifted dramatically, with the rise of e-commerce and community group buying, which has eroded Yonghui's traditional advantages in fresh food retail [10][11]. - The company is caught in a "middle ground," unable to compete on price like discount stores or offer unique experiences like premium retailers, leading to a decline in customer traffic [12]. - The competitive environment has seen traditional players like Walmart and Hema rise, while Yonghui has slipped in market rankings, highlighting the challenges faced by conventional supermarket models [18]. Group 4: Future Directions and Strategic Imperatives - Yonghui's transformation should focus on establishing itself as an indispensable shopping destination rather than merely imitating successful models [17][20]. - The company must identify unique value propositions that resonate with consumers, such as emotional connections, localized offerings, or enhanced shopping experiences, to regain market relevance [20]. - The path forward requires a deep understanding of consumer behavior and market changes, as traditional retail continues to evolve [20].

Core Viewpoint - The "Fat Reform" initiative by Yonghui Supermarket has resulted in significant financial losses, leading to widespread criticism and reevaluation of the company's strategies and capabilities in the competitive retail market [1][2]. Group 1: Financial Performance and Losses - Yonghui Supermarket reported a staggering loss of 21.4 billion yuan due to the "Fat Reform" initiative, raising concerns about its operational effectiveness [1]. - The company has faced continuous financial decline since 2018, with net profit dropping and cash flow deteriorating, indicating severe operational risks [2]. - From 2021 to 2025, Yonghui's cumulative losses exceeded 116 billion yuan, with annual losses of 39.44 billion yuan, 27.63 billion yuan, 13.29 billion yuan, 14.65 billion yuan, and 21.4 billion yuan respectively [3]. Group 2: Strategic Initiatives and Failures - The "Super Species" initiative aimed to merge fresh produce with dining but resulted in over 2.6 billion yuan in losses due to high operational costs and complex supply chain management [3]. - The Yonghui MINI community stores struggled to compete with online group buying, leading to the closure of nearly 400 stores within a year [3]. - Despite attempts at digital transformation and warehouse store models, Yonghui's efforts have not yielded the desired results, further complicating its financial situation [2][3]. Group 3: Market Position and Competitive Challenges - The "Fat Reform" was seen as a last-ditch effort for Yonghui, which has been unable to adapt effectively to the competitive pressures from online grocery services and community group buying [2]. - The company's aggressive imitation of the "Fat Donglai model" has been criticized for lacking a deep understanding of its core principles, leading to strategic misalignments [10][14]. - Yonghui's operational model, focused on scale and efficiency, clashes with the new consumer era's emphasis on experience and trust, highlighting a fundamental disconnect in its business strategy [16][18]. Group 4: Future Outlook and Recommendations - Yonghui's future success may depend on a balanced approach that combines a return to retail fundamentals with innovative model integration, focusing on enhancing single-store profitability and regional collaboration [17][18]. - The company must shift its focus from rapid imitation to long-term value creation, understanding that retail transformation is a continuous process rather than a quick fix [18].

Core Viewpoint - The article discusses the importance of exploring international markets for Chinese companies in response to domestic demand shortages and increasing competition, emphasizing the need for a comprehensive approach to overseas expansion that includes the entire value chain [2][5][6]. Group 1: Value Chain Expansion - The concept of "going overseas" has evolved from merely exporting products to relocating the entire value chain, including branding, research and development, and business models to foreign markets [8][11]. - An example is Miniso, which engages with its millions of private domain users to understand their preferences and directly opens stores overseas to enhance brand recognition [12][13]. Group 2: Collaborating with Industry Leaders - Many industry leaders are beginning to expand internationally, but successful overseas operations require integrating complex supply chain systems and collaborating with local partners [14][15]. - Tesla's Shanghai Gigafactory exemplifies this, as it operates efficiently due to the support of numerous upstream and downstream suppliers within a 300-kilometer radius [18][20]. Group 3: Leveraging Unique Advantages - Companies are finding success in international markets by leveraging their unique advantages, such as cost efficiency and product innovation [23][25]. - For instance, a factory owner in Yiwu has opened a store on a cross-border platform, where products can sell for double the domestic price [26]. Group 4: Building Long-Term Trust - Establishing long-term trust with customers is crucial, as demonstrated by the story of Pang Donglai, who prioritizes employee welfare and customer service, leading to a loyal customer base [31][34]. - This trust allows businesses to better understand customer feedback and improve their offerings [35][36]. Group 5: Meeting Evolving Consumer Needs - The article highlights a shift in consumer behavior, where individuals are willing to pay for enhanced experiences, indicating a growing demand for services that cater to these desires [39][46]. - Businesses must create scenarios that fulfill these needs, as traditional mass-market opportunities diminish [43][44].

当日胖东来自营饰品金价为每克1460到1480元。相比于市面上其他品牌，胖东来自营黄金饰品金价每克 价格约低100元，加工费也较为优惠，因此吸引了大量消费者。一位消费者告诉记者，她购买的一件近 20克的吊坠，加工费只要25元，相比于其他品牌每克几十元的加工费，也省了不少钱。也有消费者称自 己购买的金饰没有加工费。 据了解，前往胖东来赤金专柜购买无需预约，可直接前往选购；而黄金一柜至五柜的商品需提前一天通 过胖东来会员卡小程序预约排号购买。现场有消费者支招，在预约叫号结束后，部分专柜可能会再次放 号，前一天没有线上预约成功的顾客也可留意现场机会。 大象新闻记者 文梦雨 朱力严 赵全堂 韩云麓(实习) 2月4日，大象新闻记者探访许昌胖东来时代广场店。作为胖东来旗下唯一销售自营黄金的门店，该店一 楼设置的黄金一柜至五柜销售区域人气旺盛，消费者选购踊跃。 ...

Core Insights - The ultimate value of landmark products lies not in "soil," but in "connectivity" across industries, markets, and globally [47] - The rise of self-owned brands in retail channels is reshaping consumer purchasing decisions, with a focus on high quality and unique offerings [1][3] Group 1: Market Trends - By 2025, the sales of private labels in China's supermarkets are expected to exceed 380 billion yuan, growing by 17% year-on-year, accounting for 9.2% of the overall retail scale [1] - Landmark agricultural products are emerging as a new growth point, with consumption increasing at an average annual rate of 36% over the past five years, outpacing the overall growth of agricultural products [2] - The trend of retailers focusing on local flavors and landmark products is gaining momentum, as they seek to differentiate themselves in a saturated market [1][2] Group 2: Case Studies - The collaboration between Sam's Club and Yantai apples has led to the successful launch of a 100% apple dried fruit product, achieving monthly sales exceeding 200,000 units [7][9] - Boxed rice wine from Xiaogan has become a top-selling item on Hema's app, with annual sales exceeding 25 million bottles, showcasing the potential of traditional products in modern retail [12][13] - Yunnan black truffles have been successfully integrated into products like truffle-flavored crackers, demonstrating the ability to create high-demand items through local sourcing [15][18] Group 3: Strategic Insights - The success of landmark products is attributed to a combination of trend insights, collaborative efforts across industries, and a focus on consumer preferences [23][24] - The integration of health trends into product offerings, such as low-GI and functional foods, is unlocking significant market potential [25][27] - The development of a robust supply chain and effective marketing strategies is essential for transforming landmark resources into market advantages [28][35] Group 4: Challenges and Solutions - Despite the growth of landmark products, challenges such as weak intellectual property protection and fragmented market recognition persist [41][42] - The lack of cohesive branding and operational capabilities among local producers hinders the potential of landmark products [44] - A systematic approach involving third-party organizations is necessary to build a comprehensive support system for landmark product development [45][46]