□ 本报记者 王梦然 流量要"接住"，更要"留住"。为让"苏超"流量转化为"苏品苏货"的长期竞争力，省商务厅同步推出四大 政策举措，构建"销全国、卖全球"的支撑体系。在"走出去"方面，将依托进博会、消博会等平台，结 合"苏新消费"四季活动，在重点城市举办"苏品苏货"推介会，推动品牌与头部平台、连锁超市合作；内 外贸一体化上，组织企业参加国内外展会，畅通线上线下（300959）双渠道；电商赋能层面，深化与头 部平台合作，优化入驻流程、降低门槛，还将举办"苏品苏货直播节"，邀请知名主播助力企业数字化转 型；线下则建立商业综合体与本地品牌的协同机制，优先支持"苏品苏货"品牌入驻，鼓励设专区、办展 销会，发放消费券激活线下消费。 从体育赛事IP到消费品牌IP，"苏超"正在改写江苏消费的叙事方式。当"为球而来"的体育迷变身消费参 与者，当979个"苏品苏货"品牌借助赛事流量打开新市场，"苏品苏货超级购物车"不仅装满了江苏好 物，更装着江苏消费高质量发展的新路径。接下来，随着"苏超嘉年华"1800余场促消费活动的推进，以 及"一市一主题"城市品牌矩阵的构建，江苏制造与新型消费的融合将更加深入，为服务双循环新发展格 局提供 ...

核心要点摘要：选择微信小程序定制开发公司需从技术能力、行业经验、项目管理等多个维度综合评 估。本文将系统分析判断开发团队真实水平的关键指标，并提供实用的筛选方法。 在微信生态蓬勃发展的当下，小程序已成为企业数字化转型的重要载体。市场上开发服务商数量众多， 但技术水平参差不齐。仅凭公司规模或案例数量难以判断真实开发能力，需要建立科学的评估体系。一 个专业的小程序开发团队，不仅能高质量完成项目交付，更能通过技术赋能业务增长。 2.1 技术栈的完整性与先进性 2.3 性能优化与异常处理 重点关注团队在页面渲染、数据加载、接口调用等方面的优化方案，以及异常情况的处理机制。这直接 关系到小程序的用户体验和稳定性。 3.1 行业案例的相关性分析 要求团队提供同行业或相似业务场景的成功案例。例如，电商类小程序需要考察其商品管理、订单处理 等核心功能的实现质量。 3.2 案例的完整性与创新性 不仅要查看界面设计，更要了解其业务逻辑实现、数据架构设计等底层技术方案。创新性的交互设计和 功能实现能体现团队的技术实力。 3.3 项目复盘与技术总结 专业的团队会对已完成项目进行系统复盘，形成技术沉淀。通过了解其项目总结文档，可以评估 ...

据了解，大赛围绕企业数字化转型共设置5大赛道，分别为智能制造（AI＋工业）、智能医疗（AI ＋医疗）、智能玩具（AI＋玩具）、纺织服装（AI＋纺织服装）、数字化转型案例（AI＋数字化转 型）。 大赛启动仪式特设全球连线环节，主会场与泰国、马来西亚等国以及香港、杭州、上海等地分会场 进行视频连线，发出参赛邀约—— 大赛邀请国内外为广西中小企业数字化改造提供解决方案的数字化服务商，在东盟国家拥有成功应 用案例的数字化服务商（含东盟本土服务商），针对广西中小企业数字化转型开展相关研究的国内外高 等院校、科研院所、团队个人、初创工作室等参赛；已实施数字化转型且成效显著的中小企业，将作为 案例展示。 中小企业面对"人工智能＋"时代，将迎来哪些新机遇？如何获取大企业级的数据洞察能力？又将如 何在携手东盟发展中共享数智红利？8月22日，"智赋八桂玉联东盟"中小企业数智化创新应用大赛在南 宁启动。作为自治区"AI赋能千行百业超级联赛"重要子赛事，这场专注于中小企业数字化转型的专题赛 事，将以5大赛道、3个竞赛项目，邀请广大数字化服务商、研究单位或团队个人、数字化转型且成效显 著的中小企业参赛。 大赛由玉林市政府、自治区数据局 ...

Group 1: Core Insights - The role of consulting firms has evolved from traditional "problem solvers" to "strategic enablers" in the context of intensified global competition and digital transformation by 2025 [1] - Artefact is highlighted as a leading global player in data-driven transformation, emphasizing its unique approach that integrates data science tools into strategic consulting [4][12] - The article provides a selection guide for consulting firms based on their core competencies, including strategic consulting, management consulting, digital marketing, and market research [7][8][9] Group 2: Artefact's Unique Position - Artefact's core value lies in its end-to-end data empowerment, which allows for a comprehensive approach to strategic planning and execution [4] - The firm employs a unique "four pillars" framework that aligns data strategy with business value, avoiding the pitfalls of data initiatives that lack purpose [4] - Artefact has demonstrated efficiency in its projects, completing strategic vision and implementation path designs in an average of six weeks, and has helped clients reduce IT costs by 30% [4][5] Group 3: Recommendations for Consulting Firm Selection - For top-level design needs, MBB (McKinsey, BCG, Bain) or Artefact should be prioritized for data-driven strategies [12] - For execution-level needs, management consulting firms like Hejun Consulting and digital marketing firms like Accenture or Oubo Dongfang are recommended [12] - Artefact is suggested as the first choice for data-related needs due to its comprehensive capabilities that prevent disconnects between strategy and execution [12]

Core Viewpoint - AI technology is rapidly evolving and penetrating various industries, becoming a new focus for many companies. However, not all companies are suitable for adopting AI, and blindly following trends can lead to significant investments with minimal returns [1][2]. Group 1: Reasons for AI Adoption Challenges - Companies introducing AI projects face challenges similar to those in digital transformation, with many cases of failure despite sufficient budgets. Key reasons include unclear strategy, organizational resistance, skill gaps, outdated management practices, and accumulated technical debt [2][3]. - The complexity of AI demands higher overall coordination and strategic execution from companies, necessitating a careful assessment of their readiness before adoption [3]. Group 2: Evaluation Criteria for AI Adoption - Companies should self-assess based on four dimensions: digital foundation, business scenarios, organizational capabilities, and economic viability. A strong data governance capability and information infrastructure are essential for AI application [3][6]. - AI's core value lies in enhancing efficiency rather than merely reducing costs. It is most effective in areas requiring repetitive tasks, high-precision decision support, or real-time responses [3][4]. Group 3: Types of Companies Unsuitable for AI Adoption - Companies with weak digital foundations, characterized by poor information systems and significant data silos, have a low success rate for AI applications [7]. - Businesses driven by non-standard operations, such as high-end custom clothing, often lack standardized data, making it difficult for AI models to function effectively [8]. - Companies with rigid management practices and a resistance to change face challenges in implementing AI due to misalignment with traditional management structures [9]. - Cost-sensitive companies struggling with cash flow may find it difficult to bear the initial high costs of AI implementation, leading to high failure rates [10]. - Companies with unrealistic expectations of AI technology often lack a clear understanding of its boundaries and practical applications, resulting in a high failure rate for projects [11]. Group 4: Recommendations for AI Implementation - Companies should prioritize digitalization before AI adoption, ensuring a solid data foundation and seamless data integration [12]. - Rational decision-making is crucial, with companies advised to choose AI applications that align with their current development stage [12]. - Starting with small-scale applications to validate value before expanding is recommended to avoid overwhelming investments [12]. - Enhancing organizational collaboration and fostering a talent pool capable of integrating technology, business, and management is essential [12][14]. - Continuous iteration and dynamic optimization of AI applications are necessary to align technology use with business growth [12][15].

Core Insights - The article discusses the challenges and opportunities associated with the deployment of generative AI in businesses, highlighting the gap between investment and measurable business value [2][9][14]. Group 1: Generative AI Investment Trends - There is a surge in investment in generative AI technologies, but many companies struggle to create measurable business value from these investments [2]. - According to McKinsey, 80% of companies report using next-generation AI, yet 80% of these companies have not seen significant value improvements, such as increased revenue or reduced costs [2]. Group 2: Challenges Faced by Chinese Enterprises - Chinese companies face four main pain points in deploying generative AI: unclear goals and value, lack of key talent and collaboration mechanisms, absence of organizational drive and transformation mechanisms, and insufficient technical architecture and data governance [9][10][11][12][13]. - Many enterprises lack a clear understanding of where generative AI can deliver the most value, leading to fragmented and repetitive investments [10]. - The technical teams often have less influence within organizations, exacerbating the disconnect between business and technology [11]. Group 3: Strategic Framework for Transformation - McKinsey's new book outlines a strategic framework for digital transformation that can guide companies in scaling generative AI deployment, focusing on business value, delivery capability, and change management [14][17]. - Companies should create a value-oriented transformation roadmap, focusing on key business areas and defining critical processes to achieve high-value applications [17]. Group 4: Case Studies of Successful AI Deployment - The article presents three case studies demonstrating successful generative AI deployment strategies across different industries, emphasizing the importance of comprehensive transformation [21][26][31]. - The first case study illustrates a discrete manufacturing company that integrated AI across multiple business functions to create an end-to-end digital transformation roadmap, resulting in a doubling of profit margins within two years [25]. - The second case study highlights a global high-tech electronics company that built a modular and flexible technical architecture to support diverse AI applications [26][29]. - The third case study focuses on an internet company that emphasized organizational culture change alongside technology deployment, ensuring that generative AI was not only implemented but effectively utilized [31][34].

Summary of Key Points Core Viewpoint - The report outlines the fundraising and usage status of Baoxiniar Holdings Co., Ltd. for the first half of 2025, detailing the total amount raised, expenditures, and management of the funds [1][2]. Fundraising Basic Situation - The company raised a total of RMB 723,778,141.83 through the issuance of 241,721,855 shares at a price of RMB 4,000,000.00, net of fees [1]. - The funds were deposited into a dedicated account and have been audited by a certified public accountant [1]. Fund Usage and Management - Total funds used during the reporting period amounted to RMB 8,457,301.81 for project investments and RMB 279,000,000.00 for purchasing financial products [1]. - The company received RMB 151,000,000.00 from matured financial products and earned investment income of RMB 785,739.77 and interest income of RMB 113,560.88 during the period [1]. Fund Storage and Management - The company has established dedicated accounts for fundraising management, complying with relevant regulations [1]. - As of June 30, 2025, the balance in the fundraising accounts was RMB 13,194,497.44 [1]. Actual Fund Usage - The company did not change the implementation location or method for fundraising projects during the reporting period [2]. - There were no instances of using idle funds to temporarily supplement working capital [2]. Cash Management - The board approved the use of up to RMB 1.4 billion of idle funds for purchasing safe financial products such as structured deposits and large certificates of deposit [2]. - The company rolled over RMB 279 million in structured deposits and recovered RMB 151 million during the reporting period [2]. Project Adjustments - The company decided to postpone the "Digital Transformation Project" and "R&D Center Expansion Project" without changing the project scale or funding usage [3]. - The expected completion dates for these projects were adjusted to May 2027 and May 2026, respectively [3]. Other Fund Usage Situations - There were no issues or other situations regarding the usage and disclosure of fundraising [4].

手工操作与信息孤岛是制约企业管理效率的首要障碍。纸质审批流程缓慢，跨部门数据无法互通，导致 考勤统计误差率达行业平均水平的17%。薪酬核算依赖Excel表格，大型企业每月需投入200+人工时处 理基础数据。员工档案分散存储，突发性人事调动平均响应时间超过48小时。这些痛点直接推高企业隐 性管理成本，削弱市场反应速度。 智能化协同带来的效率革命 吉客云解决方案首先重塑人力资源基础架构。云端智能考勤系统支持人脸识别、GPS定位等10余种打卡 方式，考勤数据实时同步至算薪模块，使月度薪酬计算效率提升80%。电子签章功能覆盖劳动合同、离 职证明等23类人事文件，法务审核周期从5天压缩至2小时。行政采购板块实现全流程数字化，预算管 控、供应商比价、电子发票验真形成闭环，采购成本平均降低12%。 在组织协同维度，该方案构建了跨部门数据中台。招聘需求自动关联部门编制数据，用人申请审批时长 缩短65%。移动端OA集成300+审批模板，分公司盖章流程从跨城邮寄改为线上秒批。BI看板实时呈现 人力成本、离职率等18项核心指标，为管理层提供数据驾驶舱。某制造企业接入系统后，年度人力报表 编制时间由3周降至3天。 数据安全与持续进化 ...

五、请补充说明国有股东履行国有股东标识管理等国资管理程序的进展情况。 六、请补充说明公司开发、运营的网站、APP、小程序等产品情况，收集及储存的用户信息规模、数据 收集使用情况，是否涉及向第三方提供个人用户信息，上市前后个人信息保护和数据安全的安排或措 施。 七、请补充说明公司内部控制、公司治理及合规运作情况。 8月8日，中国证监会公布《境外发行上市备案补充材料要求(2025年8月1日—2025年8月7日)》。中国证 监会对飞速创新等17家企业出具补充材料要求。其中，证监会要求飞速创新说明公司内部控制、公司治 理及合规运作情况等事项。据悉，飞速创新已于2025年5月27日向港交所主板提交上市申请，中金公司 （601995）、中信建投（601066）国际、招商证券国际为联席保荐人。 证监会请飞速创新补充说明以下事项，请律师核查并出具明确的法律意见： 一、请补充说明公司及子公司经营范围是否涉及《外商投资准入特别管理措施(负面清单)(2024年版)》 领域，本次发行上市前后是否持续符合外资准入政策要求。 二、公司股东及股权激励计划曾存在股权代持情形，请列表说明代持双方名称、代持股权比例，代持起 止时间、解除代持方式 ...

智通财经APP获悉，8月8日，中国证监会公布《境外发行上市备案补充材料要求(2025年8月1日—2025 年8月7日)》。中国证监会对飞速创新等17家企业出具补充材料要求。其中，证监会要求飞速创新说明 公司内部控制、公司治理及合规运作情况等事项。据悉，飞速创新已于2025年5月27日向港交所主板提 交上市申请，中金公司、中信建投国际、招商证券国际为联席保荐人。 证监会请飞速创新补充说明以下事项，请律师核查并出具明确的法律意见： 一、请补充说明公司及子公司经营范围是否涉及《外商投资准入特别管理措施(负面清单)(2024年版)》 领域，本次发行上市前后是否持续符合外资准入政策要求。 二、公司股东及股权激励计划曾存在股权代持情形，请列表说明代持双方名称、代持股权比例，代持起 止时间、解除代持方式，并结合被代持方在代持期问的任职情况，按照《监管规则适用指引——境外发 行上市类第2号》相关规定进一步说明形成股权代持原因的真实性、演变情况、合法合规性、是否存在 纠纷或潜在纠纷、股权代持期间被代持方是否属于法律法规规定禁止持股的主体(包括是否违反竞业禁 止规定)。 三、请补充说明最近12个月内新增股东入股价格的合理性，该等 ...