2025年前三季度，在行业竞争持续加剧的背景下，公司管理层坚持稳健、合规的经营方针，积极拓展市 场，通过技术创新、组织优化及精益管理，不断提升运营效率与盈利能力。此外，公司通过灵活调整原 材料库存策略等措施，积极应对稀土原材料价格波动风险，保障交付能力获得国内外客户的充分肯定， 进一步巩固了经营的稳定性、可持续性。截至目前，公司第四季度在手订单充足。 金力永磁（300748）(06680)发布公告，该集团预计2025年前三季度(2025年1月-9月)归属于上市公司股 东的净利润5.05亿元-5.5亿元人民币，同比增加157%-179%;第三季度归属于上市公司股东的净利润2亿 元-2.45亿元人民币，同比增加159-217%。 ...

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 ...

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 Viewpoint - The article emphasizes three key strategies for private enterprises in Foshan to break through challenges: focusing on lean management, planning for global expansion, and striving for uniqueness in products and services [4][9][10]. Group 1: Lean Management - The first strategy is "focusing on lean management," which involves reducing waste within the organization to enhance efficiency and productivity. Successful companies have adopted lean management practices for many years, leading to better resource utilization and improved product quality [4][5][6]. - Lean management is not about making the company weaker but rather about strengthening it through continuous improvement in processes and reduction of internal waste [4][5]. - Companies that have embraced lean management are better positioned to survive economic downturns, as they maintain operational efficiency and can adapt to changing market conditions [6]. Group 2: Global Expansion - The second strategy is "planning for global expansion." Companies should look beyond domestic markets and consider international opportunities to avoid saturation and competition within local markets [7][8]. - Successful examples include companies like Midea, which have historically sought international markets to diversify their customer base and reduce reliance on domestic sales [7][8]. - The current geopolitical climate, including trade tensions, has prompted many Chinese companies to expand internationally, leading to the emergence of more multinational corporations [8]. Group 3: Striving for Uniqueness - The third strategy is "striving for uniqueness," which involves creating products that stand out in the market. Companies should focus on enhancing quality, functionality, and innovation to meet customer demands in less competitive niches [9][10]. - The article highlights that traditional industries often produce similar products, making it crucial for companies to differentiate themselves to capture market share and achieve better returns [9][10]. - By targeting unique product offerings, companies can tap into unmet market needs and reduce competition, leading to higher profitability [9][10]. Group 4: Market Capability vs. Production Capability - The article discusses the imbalance between market capability and production capability in the Chinese manufacturing sector, where production capacity has outpaced the ability to find customers [14][16]. - Companies must enhance their market capabilities to match their production capabilities, ensuring that they can effectively sell their products and realize their value [16][17]. - The focus should be on understanding customer needs and developing strategies to attract and retain high-quality clients, which is essential for sustainable growth [19][20]. Group 5: Case Studies - The article presents case studies of companies that have successfully navigated challenges by adopting the discussed strategies. For instance, a company named Weili Xin chose to focus on difficult orders with less competition, leading to significant business growth [36][38]. - Another example is a company that maintained strict cash payment policies, which forced them to improve product quality and build a strong reputation in the market [39][40]. - These examples illustrate that by avoiding common pitfalls and focusing on unique strategies, companies can thrive even in competitive environments [36][39].

来源：市场资讯 随着第二任CEO乔治・谢尔曼的加入，丹纳赫从精益管理的防守转向市场扩张的进攻。谢尔曼强调增长 的战略重要性，他巧妙地将精益优势转化为市场扩张的锋利武器，选择了技术门槛高且客户痛点显著的 高价值市场，如水质检测仪器和医疗设备，在市场竞争中取得了显著的领先地位。 2000年代，丹纳赫在拉里・卡尔普的带领下进一步深化内部的领导力机制。卡尔普相信企业的竞争力源 自于内在驱动力。他通过为员工赋能和提升内部晋升率，成功地将DBS由一套工具集转变为企业的文化 基因，使得丹纳赫的员工在面对挑战时更具自主性和责任感。 丹纳赫的连续成功也得益于其三位领导者在战略上的接力合作。每位CEO都专注于不同的发展阶段，科 尼赛克打下了精益的基础，谢尔曼开创了增长的新高度，而卡尔普则完善了领导力的内核。这样的接力 模式确保了丹纳赫的体系优先于个人辉煌，实现了公司40年内从市值1亿美元飙升至千亿美元的跨越。 投资者在考量丹纳赫的未来时，应关注其在技术创新和市场扩张上的持续推进能力。尽管目前市值已然 庞大，但丹纳赫的内部驱动力与其强大的文化基因使其在未来依然具备强劲的增长潜力。 在9月30日这一天，丹纳赫公司（DHR）的股价迎来 ...

位于北湖新区乌金大道附近，坐落着国内首个煤泥掺烧比达到百分之百，也是该地区电网负荷的基础电力支撑——山东能源华聚能源济三电力。远远望 去，两座高耸的冷却塔伫立在泗河港口码头东侧，分外引人注目。 上半年，济三电力凝聚全员共识，推进提质增效，优化运维策略，牢牢把握电量生产"黄金期"，实现单机组发电量累计增幅20.68%，电力销售同比增幅 7.1%,在降本增效这场"攻坚战"中，彰显了全体干部职工的责任与担当。 算准交易账，向电力市场要效益 随着国内新能源装机规模日益攀高，传统煤电企业如何因地制宜拓展电力市场提升电网服务质量效益，成为摆在济三电力面前的重要课题。 "电力市场形势瞬息万变，得时刻紧盯电网需求，机会都是跑出来的。负荷指标就是我们煤电机组实现增收创效的'真金白银'……"，跑电量、抢市场、增 效益是济三电力负责人惠保安对当前电力市场最深刻的感受。 算好成本账，向燃料管控要效益 一直以来，燃料成本是决定电厂利润空间的一项重要指标。为了抓住解决燃料成本问题的关键，济三电力开出了"优化运行，精准管控"的良方。 "这眼看用电高峰期就要到了，咱可得盯好眼前这些煤泥质量，看似不显眼的杂物如果进了炉子就会影响机组带负荷…… ...

Core Insights - The report "Opportunities in Downstream: Insights on Corporate Travel Trends in China by 2025" highlights the trend of corporate travel shifting towards lower-tier cities, with a projected corporate travel expenditure of $373.1 billion by 2025, despite a slowdown in growth [1][30][42] - The report identifies three major trends in the travel market: deepening demand for lower-tier cities, a shift towards lean management practices, and a diversification of employee travel experiences [1][30][48] Group 1: Market Trends - Corporate travel demand is increasing, with over 60% of employees traveling to lower-tier cities, indicating a significant shift in travel patterns [1][30][49] - The corporate travel expenditure in China is expected to reach $373.1 billion by 2025, making it the second-largest globally, despite a growth rate slowdown to 2.2% in the current year [1][30][42] - The trend of businesses expanding into lower-tier cities is supported by government policies and market potential, leading to a higher growth rate in these areas compared to first-tier cities [1][35][42] Group 2: Challenges and Solutions - Companies face challenges in resource allocation and cost management as they expand into lower-tier markets, with a need for a more systematic approach to travel management [1][30][49] - The report suggests a shift from simple cost control to a more comprehensive lean management strategy, emphasizing the importance of balancing cost efficiency with employee travel experience [1][30][48] - Meituan's proposed solution includes a three-pronged approach: comprehensive coverage, precise matching of small scenarios, and intelligent efficiency improvements, aimed at optimizing travel management in the context of down-market expansion [1][14][42] Group 3: Case Studies - The report includes benchmark cases demonstrating successful cost reduction and efficiency improvements in corporate travel management, such as a well-known tea brand saving millions and a snack chain enhancing employee experience through innovative accommodations [1][14][42] - Specific examples highlight how companies have adapted to the challenges of down-market travel, such as implementing online processes and utilizing unique accommodation options to meet diverse employee needs [1][14][42]

Core Insights - The core argument emphasizes the need for companies to not only focus on product development but also on identifying and targeting high-value customers to escape the "involution" phenomenon in the industry [1][2][13]. Group 1: Key Strategies for Companies - The first strategy is to pursue excellence in details, which involves implementing lean management to reduce waste and improve efficiency within manufacturing processes [7][8][9]. - The second strategy is to plan for long-term global expansion, encouraging companies to look beyond domestic markets and seek opportunities internationally to avoid market saturation [10][11]. - The third strategy is to strive for uniqueness in products, focusing on creating offerings that stand out in the market, which can lead to better returns due to reduced competition [11][12]. Group 2: Importance of Customer Focus - Companies must prioritize understanding customer needs and preferences, as exemplified by successful firms like Huawei and ASML, which focus on being customer-centric rather than solely supply-driven [14][16][18]. - The concept of "good customers" is highlighted, where companies should aim to sell to clients who are willing to pay premium prices for high-quality products, thus creating a sustainable business model [21][22][24]. - The narrative stresses that traditional pricing strategies must evolve, moving away from competing on low prices to emphasizing the value and profitability that high-quality products can deliver to customers [21][24]. Group 3: Case Studies and Examples - The case of ASML illustrates how targeting the best customers, such as IBM, and understanding their specific needs led to significant business success and innovation [17][19]. - The experience of companies like Weili Xin and a ceramic valve manufacturer demonstrates that focusing on challenging projects and maintaining strict payment terms can lead to growth and stability in competitive markets [29][30][31]. - The success of brands like Fotile, which competes on quality and innovation rather than price, serves as a model for how Chinese companies can elevate their market position [22][23][26].

9月25日-26日，2025年《财富》世界500强峰会在广州成功举办。以"站在新周期的起点：发现、拥抱与重塑"为主题的本次峰会，汇聚了近300 名商业领袖 和知名专家学者，共同探寻在全球经济面临不确定性的背景下，企业如何通过创新与合作实现持续增长。 本次峰会的议程由《财富》中国议程团队与资深编辑共同设计制定。峰会秉承《财富》所有会议活动的特色：包括引人入胜的内容、影响深远的交流、独 具匠心的策划，以及丰富多彩的餐饮及社交活动。 在主会场议程进行的同时，本次峰会还举办了以"品牌国际化与大公司软实力"和"全球竞争新局：领军企业的风险抵御与机遇捕捉策略 "为主题的战略研 讨会。 与峰会同期举办的"《财富》科技50强·创新之夜"以"迎接科技融合时代"为主题，聚焦中国科技创新前沿，探讨在全球科技竞争日益激烈的背景下，中国 科技公司们以创新为动力，在全球科技舞台上贡献力量。 以下为2025年《财富》世界500强峰会的精彩观点。 对话经济学家——趋势与前瞻 NA TE VALLE PROVINE P FORTUNE GLOBAL 500 SUMMIT 站在新周期的起点: 发现、拥抱与重塑 New Cycle Dawn: E ...