Core Viewpoint - The article emphasizes the emotional significance of returning home during the Spring Festival in China, highlighting how this journey transcends mere physical movement and becomes a deeply felt emotional experience [1][2][3]. Group 1: Emotional Context of Returning Home - The return home during the Spring Festival is portrayed as a time when family relationships are reestablished, despite the pressures of modern life [2][6]. - The short film "Dressing Warmly for the New Year" by Bosideng, featuring Guo Tao and his son, captures the essence of this emotional journey without resorting to dramatic conflict, instead presenting a relatable narrative [2][7]. - The film's core message, "Home does not ask for scores, only warmth," challenges the traditional evaluative logic associated with returning home, allowing for a more genuine emotional connection [8][10]. Group 2: Redefining the Meaning of Home - The film redefines the concept of home, suggesting that it is not an endpoint but a starting point for future journeys, thus transforming the act of returning home into a moment of emotional replenishment [10][12]. - The notion of the "best New Year gift" is reframed to emphasize that the presence of loved ones is more valuable than material gifts, reinforcing the importance of emotional connections [12][14]. Group 3: Bosideng's Brand Philosophy - Bosideng's brand philosophy centers around the concept of "warmth," which is not merely a functional attribute but also an emotional value that resonates with consumers [15][16]. - The brand's commitment to warmth is evidenced by its long-standing history and the emotional connections consumers have with its products, as illustrated by user stories of cherished Bosideng jackets [20][25]. - The collaboration with designer Chen Anqi for the "Ma Dao Cheng Gong" series exemplifies how Bosideng integrates contemporary design with its core value of warmth, appealing to younger consumers [22][25]. Group 4: Longevity and Trust in Brand Value - Bosideng's ability to maintain its core value of warmth over 49 years serves as a competitive advantage against brand homogenization, allowing it to resonate deeply with consumers [27][29]. - The brand's reputation for reliability is reinforced by its involvement in extreme weather conditions and its commitment to social responsibility, positioning it as a guardian of societal warmth [30][33]. - Bosideng's narrative transcends mere product marketing, establishing it as a brand that embodies a stable value proposition in an ever-changing world, providing both physical and emotional protection [36].

转自：草原云 冬日的内蒙古，朔风凛冽，却挡不住人们奔赴书香的脚步。 以声传情，以诵寄志，赤峰市元宝山区新华书店里，一场"庆新年，祝福祖国"主题朗诵活动点燃了读者 的爱国情怀。活动现场，读者们齐聚书香空间，从稚嫩孩童到银发老人，大家满怀热忱地走上台前，用 铿锵有力的声音朗诵爱国篇章。《可爱的中国》《祖国，我亲爱的祖国》……一首首经典篇目，在读者 的演绎中更显深情，稚嫩的童声坚定有力，成熟的嗓音深沉真挚，每一个字、每一句话都传递着对祖国 的深切热爱与美好祝福，现场掌声此起彼伏，氛围热烈昂扬。 "带着孩子来参加朗诵活动，不仅让他感受文字的力量，更让他在诵读中厚植爱国情怀，还丰富了孩子 的假期生活。希望书店能多举办类似活动。"带着儿子参与活动的家长王静说。 针对双职工家庭子女假期"看护难、陪伴少"的痛点，鄂尔多斯市康巴什区新华书店携手市机关事务服务 中心，创新推出"假期阅读精灵卡"会员借阅服务，以贴心举措为孩子们的假期阅读保驾护航。 寒假启幕，内蒙古各地新华书店以书为媒、以活动为桥，精心策划系列假期主题阅读活动，让阅读走出 纸页、融入生活。从包头集科技、非遗、思想碰撞于一体的沉浸式书香盛宴，到赤峰满含热忱的爱国主 题 ...

Core Insights - The article highlights the competitive landscape of the Chinese beauty market, where domestic brands like Han Shu are striving to establish a long-term presence against international giants by focusing on quality and innovation rather than short-term trends [1][2]. Group 1: Long-term Strategy - Han Shu emphasizes a long-term approach, requiring investments measured over a decade, contrasting with the prevalent short-term strategies in the industry [1][2]. - The brand has committed to self-research and production, diverging from the common practice of relying on outsourcing and marketing [2][3]. - Since 2021, Han Shu has maintained an annual R&D investment of over 100 million yuan, projected to reach 180 million yuan in 2024, accounting for 2.7% of its revenue [2]. Group 2: Research and Development - Han Shu established its R&D center in 2003, marking a significant step in its long-term development strategy [2]. - In 2016, Han Shu became the first domestic beauty brand to set up a large-scale R&D center overseas, aiming to integrate global cutting-edge technology into its product offerings [2]. - The brand has developed an "open innovation R&D platform" to foster collaboration across various fields, partnering with institutions like Shanghai Jiao Tong University and Chongqing Traditional Chinese Medicine Hospital [2][3]. Group 3: Product Quality and Manufacturing - Han Shu's smart factory, the first AI-driven cosmetics facility in the domestic market, represents a significant investment of over 1.2 billion yuan, with 400 million yuan allocated for smart equipment upgrades [4][5]. - The factory employs advanced technologies such as AGV vehicles and industrial robots to enhance production efficiency and ensure product quality through rigorous testing [5]. - The integrated production and research model creates a robust quality assurance system, preventing potential issues in product formulation [5]. Group 4: Future Vision and Brand Expansion - Han Shu aims to expand from a skincare-focused brand to a comprehensive beauty brand covering skincare, makeup, men's grooming, and hair care, aspiring to be recognized as a "good brand" with quality products [6]. - The company is establishing a sustainable brand philanthropy system, including the creation of the Han Shu Charity Foundation to address social issues and promote long-term community engagement [6]. - Han Shu plans to take a proactive role in industry standards and scientific communication, transitioning from a market participant to a leader in high-quality development [6][7].

Core Viewpoint - The article emphasizes the shift in consumer focus from "cost-performance ratio" to "quality-price ratio," highlighting the need for brands to adopt long-term strategies to navigate market challenges. It showcases how Han Shu, a domestic beauty brand, is redefining its image through significant investment in research and development, moving away from a marketing-heavy approach to a more research-driven model [3][4]. Group 1: Research and Development - Han Shu has maintained an annual R&D investment of over 100 million yuan since 2021, with projections to reach 180 million yuan in 2024, marking a 43% year-on-year increase [9]. - The brand has established a "1+N open innovation R&D platform" to foster deep collaboration between industry, academia, and medicine, with partnerships involving institutions like Shanghai Jiao Tong University and China Pharmaceutical University [9]. - Han Shu's R&D team includes top experts from various fields, and the brand has achieved a significant breakthrough with the development of cyclic hexapeptide-9, recognized as the world's first self-researched cyclic peptide skincare brand [11][12]. Group 2: Manufacturing and Quality Control - Han Shu has invested over 1.2 billion yuan in its AI-driven smart factory, which is designed to meet higher safety standards than typical cosmetics production, ensuring quality and traceability [14]. - The brand employs a closed-loop model for production and research, ensuring strict quality control at every stage, which eliminates the possibility of using substandard formulations [16]. - Han Shu's commitment to quality is reflected in its transparent production processes, which are designed to build consumer trust and ensure product safety [17]. Group 3: Brand Strategy and Market Positioning - Han Shu aims to evolve from a skincare-focused brand to a comprehensive beauty brand covering skincare, makeup, men's grooming, and hair care, with a vision to become a "five-good brand" [18]. - The brand balances its strategy by maintaining its classic products while innovating in high-end markets, introducing advanced anti-aging technologies and making premium ingredients accessible to a broader audience [20]. - Han Shu is actively working to build a sustainable brand identity that transcends mere commercial success, focusing on social value and consumer trust over the long term [22][24]. Group 4: Long-term Vision and Social Responsibility - Han Shu is establishing a charitable foundation to address social issues and promote a long-term public welfare mechanism, reflecting its commitment to evolving into a brand with social responsibility [24]. - The brand's long-term strategy is divided into three phases: foundational stability, systemic efficiency, and value leadership, aiming to redefine industry standards and contribute to societal values [25]. - Han Shu is transitioning from being a market participant to a rule-maker, engaging in scientific communication and industry standard-setting to enhance consumer trust and brand reputation [25].

Core Viewpoint - The competition in the Chinese beauty market is shifting from a focus on marketing and traffic to a deeper emphasis on product quality, technological innovation, and cultural confidence, necessitating a long-term commitment from domestic brands like Han Shu [1][3]. Group 1: Long-term Commitment and R&D - Han Shu has adopted a long-term approach, emphasizing self-research and production over light asset operations, which is a more challenging path but essential for sustainable growth [3][4]. - Since its establishment in 2003, Han Shu has prioritized self-research as the only viable path for long-term development, establishing its R&D center early on [4]. - In 2016, Han Shu became the first domestic beauty brand to establish a large-scale overseas R&D center, aiming to integrate global cutting-edge technology into its product offerings [6]. - The company has maintained an annual R&D investment of over 100 million yuan since 2021, projected to reach 180 million yuan in 2024, accounting for 2.7% of its revenue [6]. Group 2: Production and Quality Control - Han Shu has invested over 1.2 billion yuan in its smart factory, which is the first AI-driven cosmetics factory in the domestic beauty industry, showcasing its commitment to heavy asset investment in manufacturing [8][9]. - The factory employs advanced technologies such as AGV vehicles and industrial robots to enhance efficiency and ensure product quality through rigorous testing and monitoring [9][11]. - The integrated "production and research" model creates a robust quality assurance system, ensuring that every product batch undergoes multiple quality checks [11]. Group 3: Brand Expansion and Market Strategy - Han Shu is expanding its product range from skincare to a full category of beauty products, aiming to become a comprehensive beauty brand that emphasizes quality and affordability [12][13]. - The company balances its strategy by maintaining classic products while innovating in high-end markets, introducing advanced anti-aging technologies and new product lines [13]. - Han Shu is committed to building a sustainable brand through a charitable foundation and social responsibility initiatives, aiming to evolve from a commercial entity to a socially responsible brand [13][14]. Group 4: Industry Insights and Future Directions - Han Shu's media open day serves as a model for other domestic beauty brands, illustrating that long-term commitment is a dynamic and systematic process rather than a mere slogan [15]. - The brand's long-term strategy can be divided into three phases: establishing a solid foundation, maximizing efficiency and ecological growth, and leading industry standards while contributing to social values [15][16]. - The ultimate goal is to become a trusted and aspirational brand in consumers' minds, breaking through the brand value bottleneck faced by domestic products [16].

"快点！快点！！"如果有个口头禅排行榜，"快点"一定名列前茅。它是家长对孩子的催促，是甲方对乙 方的紧逼，是用户对外卖员的期待。 镜头三：一位中学同学，早些年从外地出差返程，大巴在城郊熄火。司机检修半小时未果，一些乘客焦 躁难耐，同学提议下车步行。谁知行至半途，那辆修好的大巴从他们身边呼啸而过。 "起个大早，赶个晚集"的懊恼，成为他多年后常常反思的人生一课。在这个追求即时反馈的时代，人们 已越来越难忍受不确定的等待。外卖迟到5分钟就焦虑，信息未秒回就猜疑……焦虑，驱使我们常常做 出看似主动、实则低效的选择。 农民都懂得给予作物生长的时间，不会在播种后天天挖开土壤查看进度。有时候，最有智慧的前进，恰 恰是在必要的时刻静下心，停下脚步——学会等待，耐心有时是前行最好的加速器。 现实生活里有着太多"快点"的呼喊，它们此起彼伏，交织成"快时代"的背景声。"快"是必然趋势 吗？"快"是最佳感受吗？我们究竟需要多快？除了"快""更快"，我们是否还拥有其他选择？ 在"快点！快点！！"的喧嚣声浪里，脑海里浮现出曾亲眼所见或亲耳所闻的几个故事，那是几个"慢"镜 头—— 镜头一：早高峰，车流如织。一位教授却选择步行去开会。朋友见 ...

Core Insights - The article emphasizes the competitive landscape of the Chinese beauty market, where domestic brands like Han Shu are striving to establish their identity against international giants through long-term commitment to product quality and innovation [4][6][21] - Han Shu's approach to long-termism is highlighted as a model for domestic beauty brands, focusing on self-research, production capabilities, and a commitment to quality over short-term marketing strategies [6][21][23] Group 1: Long-term Commitment - Han Shu has achieved a user base of over 100 million, showcasing its long-term strategy and commitment to quality [6] - The brand has invested over 1 billion yuan annually in research and development since 2021, with projections to reach 1.8 billion yuan by 2024, representing 2.7% of its revenue [8] - The establishment of overseas R&D centers in 2016 marked a strategic move to integrate global technological advancements into its product offerings [8] Group 2: Innovation and Production - Han Shu has developed an "open innovation R&D platform" to foster collaboration across various fields, enhancing its product innovation capabilities [8][11] - The company has invested over 1.2 billion yuan in its AI-driven smart factory, which is the first of its kind in the domestic beauty industry, emphasizing its commitment to quality and efficiency [12][15] - The integration of advanced technologies in production processes ensures product safety and quality control, establishing a robust operational framework [15] Group 3: Brand Expansion and Social Responsibility - Han Shu aims to expand from skincare to a full range of beauty products, including makeup and personal care, with a focus on delivering high-quality products to a broader audience [16][18] - The brand is committed to building a sustainable public welfare system, addressing social issues, and evolving into a value-driven brand [18][20] - Han Shu's future plans include actively participating in industry standards and scientific communication, positioning itself as a leader in the beauty sector [20][21] Group 4: Lessons for Domestic Brands - Han Shu's journey illustrates that long-termism is a dynamic process requiring continuous evolution and adaptation [21][23] - The brand's development can be categorized into three phases: establishing a solid foundation, maximizing efficiency through systemic growth, and leading in value creation and social recognition [22] - The article concludes that true long-termism is rooted in substantial investment, systematic intelligence, and resonating values, serving as a valuable lesson for all domestic brands [23]

这份路线图，或许正是那块厚实跳板 第一次发出的、清晰可闻的蓄力声。 当大部分同行还在用"对标"作为宣传话术时，这家公司直接把超越Hopper、Blackwell、Rubin的时间 点写进了2025-2027年的日历。底气何来？答案是：过去七年没走捷径。 在AI芯片发布会"人均对标英伟达"的语境下，一份真正敢把超越日期写进标题的架构路线图，本身就 构成了新闻。 1月26日，天数智芯公布了其2025至2027年的四代架构路线图。与寻常的未来可期不同，它像一份产 品手册般精确： 2025年天数天枢超Hopper，2026年天数天璇架构对标Blackwell，同样在2026年，天 数天玑架构超越Blackwell，2027年天数天权超Rubin ，2027年之后将转向突破性计算芯片架构设计。 未来3年，天数智芯将基于此次发布的四代架构，陆续发布多款产品，持续提升计算性能。 更不同寻常的是，这份这份未来宣言的第一行，已被验证。在天数智芯路线图中的最近一代架构—— 2025年推出的天枢，在关键的大模型场景——DeepSeek V3上，平均性能已比英伟达Hopper架构高出 约20%。 "他们不是在预测未来，他们是在汇报进 ...

Core Viewpoint - The U23 national football team of China has shown significant improvement, changing the perception of Chinese football and instilling confidence among fans, despite historical challenges and setbacks [1][2]. Group 1: Team Performance and Image Change - The U23 national team reached the finals of the Asian Cup, marking a notable achievement that has shifted public sentiment from skepticism to support [2]. - The team's success is attributed to effective coaching, thorough preparation, and the players' determination, but more importantly, they represent the first generation of players developed under the 2015 "Overall Plan for the Reform and Development of Chinese Football" [2][3]. - The U23 team consists of players aged 17 to 20, including local training stars and those returning from overseas, showcasing a blend of talent and experience [2]. Group 2: Coaching and Training - Coach Antonio emphasized the importance of consistent training and teamwork over a 50-day preparation period, highlighting the dedication of both players and coaching staff [3]. - Goalkeeper Li Hao's nine-year overseas experience reflects the long-term commitment and resilience required for success in football, illustrating the broader challenges faced by Chinese football [3]. Group 3: Future Prospects - The ongoing development of youth football programs, such as "City Super," "Village Super," and "Professional Super," indicates a growing foundation for the future of Chinese football [4]. - The gradual improvement and visibility of the U23 team serve as a beacon of hope, suggesting that Chinese football is beginning to shine and can inspire younger players [4].

国际金价迭创新高，一轮金矿并购热潮同步上演。1月26日晚间，紫金矿业宣布以55亿加元（约合人民 币280亿元）收购加拿大联合黄金，创下公司最大单笔并购纪录。 这是中国矿企全球"揽金"中的一例。洛阳钼业40天"闪电"交割南美金矿资产；江西铜业宣布以约8.42亿 英镑全面要约收购索尔黄金；灵宝黄金拟以3.7亿澳元将巴布亚新几内亚Simberi在产金矿纳入麾下；盛 屯矿业则以1.9亿美元收购刚果（金）Adumbi金矿……2025年下半年以来，中国矿企境外黄金矿山收购 总规模已接近600亿元人民币，交易标的遍布非洲、南美等地。 矿企加速全球"揽金" 在全球矿业并购市场，黄金已成为最炙手可热的标的。标普全球数据显示，自2023年起黄金资产并购金 额便超越普通金属，2024年黄金资产并购案件与金额占全球采矿业整体的70%左右。 中国企业已然成为其中最活跃的参与者之一。2026年1月26日晚，紫金矿业公告，旗下紫金黄金国际拟 以55亿加元（约合人民币280亿元）收购加拿大联合黄金全部股权，将马里Sadiola金矿、科特迪瓦金矿 综合体及埃塞俄比亚Kurmuk金矿收入囊中。这三座矿山合计拥有金资源量533吨，2024年产金1 ...