站在2025年的尾巴上回望过去这一年，餐饮行业如履薄冰、如临深渊，"确定性"变得越来越稀缺，紧张而非从容的情绪贯穿全年。这一年行业发生了许多 大事，其中一些不光在当时产生了巨大的反响，更对未来有着深远的影响，一些变革正在发生。NCBD（餐宝典）选取了10个关键词来总结餐饮业的 2025，以更好地迎接2026。以下是详细介绍（排名不分先后）。 不过，未来几年餐饮行业或将不会再出现2025年这样的热潮。餐宝典分析师认为有两点原因：一是头部企业能上市的都上得差不多了，剩下的企业需要时 间去成长；二是港交所作为内地餐企上市的首选目的地，不久前明确表示必须维护香港新上市申请的质量与标准，不能因市场火热而忽视质量，这意味着 赴港IPO的门槛将提高。 2、外卖大战 半年烧掉800亿，这句话被许多媒体用来形容2025年外卖大战的极度疯狂。但实际上，"疯狂"并不足以概括这场大战，至少还应该加上"惨烈"才是。外卖 平台付出了巨大的代价，同时餐饮内卷进一步加剧，无数商家被裹挟着卷生卷死。那么这场外卖大战是可以避免的吗？ 从时间线来看，外卖大战可以分为两个阶段：4—7月，主角是京东和美团；7月以后，"0元购"开始满天飞，主角是淘宝闪 ...

液态奶是大众最熟悉的乳制品品类，但当前陷入传统产品过剩、特色产品供给不足的困境。 市场的集中度也较高，伊利、蒙牛等头部企业凭借渠道和规模优势稳住主导地位，而中小乳企因规模化不足陷入业绩下滑甚至亏损的困境。 同时，液态奶市场的销售增长正在逐渐放缓，常温奶的市场份额虽依旧庞大，但已经不再是乳企唯一的增长引擎，头部乳企正逐步降低液态奶收入占比，转 向奶酪、奶粉、冷饮等更高附加值的业务。 有趣的是，伊利忙着向第二曲线转移，"热火朝天"卖着奶粉、奶酪及冷饮，例如以金领冠品牌的有机婴幼儿奶粉为代表，并涵盖悠滋小羊、佳贝艾特等羊奶 粉产品，同时在酸奶品类中除畅轻外，还包括伊利草原酸奶等特色产品及冷饮业务以巧乐兹为主导品牌等。 而蒙牛则另辟蹊径，不仅凭借妙可蓝多在奶酪赛道站稳脚跟，更让旗下优益C拿下首款乳酸菌"健字号"，将普通饮品升级为具有保健品属性的健康产品，在 垂直领域开辟新方向。 那么，伊利、蒙牛都已经向更加垂直领域去精进，到底谁能率先走出差异化路径来？ 01 第二曲线比重上升，伊利对市场敏锐度很高 其实，常温液态奶一直都是是中国乳业最大的摇钱树，其凭借其长保质期、便于运输的特性，让伊利和蒙牛建立了覆盖全国的渠道网络， ...

人民财讯12月11日电，12月11日，浙江省国资委召开工作务虚会。会议强调，明年是"十五五"开局之 年，要聚焦落实"4+1"重要要求和"132"总体部署，坚持新质提质，健全监管体系，突出问题导向、改革 导向，谋深谋实国资国企重点工作任务，为全面推动国资国企改革发展定好位、布好局，不断增强核心 功能、提升核心竞争力。要坚持优化布局，进一步聚焦产业体系，加快开启增长"第二曲线"。深刻理 解"十五五"时期"第二曲线"的重要意义，深度参与并利用资本市场进行结构调整和产业升级，坚持"有 加有减""横纵并进""分类施策"，持续推动省属企业产业结构布局优化调整，更快更好开启"第二曲 线"。要坚持创新驱动，进一步聚焦开放合作，加快创新国企建设。要坚持激发活力，进一步聚焦分类 治理，抓好重点改革任务。要坚持深化监管，进一步聚焦效能提升，持续加强出资人监督和穿透式监 管。 ...

伴随着一则人事变动，碧桂园服务新的战略版图浮出水面。 12月7日，碧桂园服务宣布，执行总裁、首席财务官黄鹏因需要投入更多精力和时间管理集团孵化业 务，已辞任首席财务官，即日起生效。同时，碧桂园服务聘任田田为新任首席财务官，全面负责公司财 务管理及资本市场工作。 黄鹏是碧桂园服务的"老将"。黄鹏于2016年9月起加入碧桂园服务后一直担任首席财务官，于2018年3月 至2024年4月3日担任碧桂园服务的联席公司秘书。在此次辞去碧桂园服务首席财务官后，黄鹏将继续担 任执行总裁，并继续负责孵化业务板块的日常管理工作。 据21世纪经济报道记者了解，碧桂园服务总裁徐彬淮和执行总裁黄鹏分而治之，徐彬淮负责"基本盘"大 物业板块，黄鹏则负责孵化业务板块。此次调整之后，碧桂园服务在"第二曲线"的探索中也将有更清晰 的脉络。 架构调整 黄鹏交棒首席财务官后，接替他的是田田。田田是中国注册会计师(CPA)及特许公认会计师（ACCA） 会员，拥有丰富的财务管理及资本运作经验，曾担任新能源物流公司CFO并在水滴公司、去哪儿网等多 家纳斯达克上市公司担任主要财务负责人。 此次职位变动之后，碧桂园服务也将旗下业务进行了一次梳理。 据21世 ...

记者丨吴抒颖 编辑丨张伟贤 伴随着一则人事变动，碧桂园服务新的战略版图浮出水面。 12月7日， 碧桂园服务宣布，执行总裁、首席财务官黄鹏因需要投入更多精力和时间管理集团 孵化业务，已辞任首席财务官 ，即日起生效。同时，碧桂园服务聘任田田为新任首席财务 官，全面负责公司财务管理及资本市场工作。 黄鹏是碧桂园服务的"老将"。黄鹏于2016年9月起加入碧桂园服务后一直担任首席财务官，于 2018年3月至2024年4月3日担任碧桂园服务的联席公司秘书。在此次辞去碧桂园服务首席财务 官后，黄鹏将继续担任执行总裁，并继续负责孵化业务板块的日常管理工作。 据21世纪经济报道记者了解，碧桂园总裁徐彬淮和执行总裁黄鹏分而治之，徐彬淮负责"基本 盘"大物业板块，黄鹏则负责孵化业务板块。此次调整之后，碧桂园服务在"第二曲线"的探索 中也将有更清晰的脉络。 架构调整 黄鹏交棒首席财务官后，接替他的是任田田。任田田是中国注册会计师(CPA)及特许公认会计 师（ACCA）会员，拥有丰富的财务管理及资本运作经验，曾担任新能源物流公司CFO并在水 滴公司、去哪儿网等多家纳斯达克上市公司担任主要财务负责人。 此次职位变动之后，碧桂园服务也将旗 ...

Core Viewpoint - The recent personnel changes at Country Garden Services reveal a new strategic direction for the company, focusing on optimizing its organizational structure and enhancing its business innovation and transformation capabilities [3][6]. Organizational Changes - Huang Peng has resigned as Chief Financial Officer (CFO) to focus on managing the group's incubation business, while Tian Tian has been appointed as the new CFO [3][5]. - The organizational restructuring aims to unify the basic property management, new business growth, and functional service sectors into a "large property sector," while the strategic incubation business will be maintained as a separate entity [6][8]. Business Performance - The core property management service revenue for Country Garden Services reached 13.61 billion yuan, a year-on-year increase of 6.7% [7]. - The total number of managed property projects reached 8,108, covering 31 provinces and cities in mainland China, with a managed area of 1.06 billion square meters [7]. - Community value-added service revenue was 2.1 billion yuan, reflecting a year-on-year growth of 5.3% [7]. New Business Initiatives - The incubation business segment includes environmental services, commercial management, and asset management, among others, and aims to explore new growth avenues [8][9]. - The "Three Supplies and One Industry" initiative has shown significant growth, with property service management area reaching approximately 90.1 million square meters and revenue of about 4.156 billion yuan, marking a year-on-year increase of approximately 68.5% [9]. Market Expansion - In the first half of the year, Country Garden Services signed 315 new contracts under the "Three Supplies and One Industry" initiative, with a total contract value of approximately 1.787 billion yuan [10]. - The company is focusing on urban services, including environmental management and smart operations, although revenue from urban services decreased by about 18% to approximately 1.779 billion yuan [10]. Future Outlook - Analysts believe that the organizational adjustments will strengthen the company's core capabilities and stimulate organizational vitality, laying a solid foundation for long-term stable development and enhanced market competitiveness [11].

Group 1 - Major automotive companies are increasingly venturing into the humanoid robot sector, showcasing a shift in focus from traditional automotive innovations to robotics at the 2025 Guangzhou International Auto Show [1] - Companies like GAC Group and XPeng Motors presented their humanoid robots, indicating a trend where humanoid robots are becoming a key selling point amidst a temporary lull in smart automotive technology advancements [1] - The underlying technology for smart cars and humanoid robots shares commonalities, allowing automotive companies to leverage their expertise in intelligent manufacturing and user engagement to explore new revenue streams in robotics [1] Group 2 - The commercial logic and developmental stage of humanoid robots differ significantly from that of automobiles, requiring substantial investment and a long return cycle, which could strain cash flow if pursued blindly by automotive companies [2] - The Chinese automotive industry is currently facing challenges, with an overall profit margin of only 4.5% in the first nine months, which is below the average for downstream industrial enterprises [2] - A strategic approach to humanoid robot development should be based on technological applicability and genuine market demand rather than merely chasing trends, emphasizing the need for a balance between innovation investment and financial health [2]

Core Viewpoint - The 2025 Guangzhou International Auto Show has shifted focus from automotive innovations to humanoid robots, with major automakers showcasing their advancements in robotics instead of groundbreaking automotive technologies [1] Group 1: Industry Trends - Major automakers, including GAC Group and Xpeng Motors, are entering the humanoid robot market, indicating a cross-industry trend where companies like SAIC, BYD, Changan, and Chery are also exploring this space [1] - Tesla views robotics as a key part of its future strategy, highlighting the industry's pivot towards humanoid robots [1] Group 2: Technological Synergy - The underlying technologies of robotics and smart vehicles share commonalities, such as intelligent perception, autonomous movement, route planning, and human-machine interaction, allowing automakers to leverage their existing expertise in these areas [1] - Automakers are applying their manufacturing and control capabilities from vehicle production to the development of robots, aiming to create a new revenue stream and enhance their market valuation [1] Group 3: Cautionary Insights - The business logic and developmental stage of humanoid robots differ significantly from that of automobiles, requiring substantial investment and a long return period, which could strain cash flow if not managed carefully [2] - The automotive industry is still grappling with challenges like price wars, with an overall profit margin of only 4.5% in the first nine months of the year, which is below the average for downstream industrial enterprises [2] - A strategic approach to humanoid robotics should be based on technological feasibility and genuine market demand rather than merely chasing trends, emphasizing the need for a balance between innovation investment and financial health [2]

Core Viewpoint - Company Jinfu Technology is planning to acquire at least 51% of Guangdong Lanyuan Technology Co., Ltd. to seek new growth opportunities amid declining performance in its core food and beverage packaging business [2][3][4] Financial Performance - For the first three quarters of 2025, Jinfu Technology reported revenue of 662 million yuan, a year-on-year decrease of 9.12%, and a net profit of approximately 93.44 million yuan, down 19.45% year-on-year [2] - In Q3, the company achieved revenue of 257 million yuan, a decline of 2.69% year-on-year, and a net profit of 43.83 million yuan, down 16.88% year-on-year [7] Strategic Acquisition - The acquisition of Lanyuan Technology, which specializes in cable manufacturing and new materials, represents Jinfu Technology's attempt to diversify its business and create a "second curve" for growth [2][4][9] - The acquisition is seen as a strategic move to enhance the company's profitability, risk resistance, and overall competitiveness [4][6] Industry Context - Jinfu Technology operates in a competitive food and beverage packaging industry, facing growth limitations as the beverage sector matures [6] - The company aims to expand its product offerings in the packaging sector while also exploring mergers and acquisitions to achieve external growth [4][6] Operational Challenges - The company is experiencing transitional pains due to large-scale capacity expansions, which have impacted profitability [7][8] - Environmental regulations, fluctuating raw material prices, and intensified competition are additional challenges facing the packaging industry [6][9]

Core Insights - The article emphasizes the transformative impact of AI across all industries and roles, highlighting the necessity for continuous evolution to find certainty in a rapidly changing environment [3][6][10]. Group 1: AI and Innovation - The article discusses the integration of AI with innovative methodologies to empower business practices, focusing on the importance of understanding innovation and its foundational principles [10][11]. - It outlines a curriculum designed to help participants navigate the AI-driven landscape, emphasizing strategic insights and practical applications for business innovation and organizational upgrades [11][12]. Group 2: Community and Collaboration - The article highlights the unique "three-teacher system" at the Chaos Innovation Institute, which fosters deep connections and collaborative learning among participants, enhancing their entrepreneurial journeys [14][18]. - It mentions the establishment of a high-quality alumni network, comprising over 2,500 entrepreneurs from various sectors, facilitating cross-industry collaboration and knowledge sharing [30][31]. Group 3: Practical Application and Results - Participants are encouraged to define their "winning battles" at the beginning of their journey, engaging in collaborative exercises to develop actionable solutions throughout their learning experience [21][22]. - Success stories are shared, illustrating how alumni have effectively applied the Chaos methodology to achieve significant business results, such as the rapid growth of AI-driven products [23][25]. Group 4: Enrollment and Opportunities - The article announces the opening of enrollment for the 10th cohort of the Chaos Innovation Institute, inviting entrepreneurs and business leaders to join and enhance their strategic capabilities in the AI era [7][36]. - It emphasizes the benefits of team participation, suggesting that collective learning accelerates organizational evolution and reduces communication costs [34][33].