Core Viewpoint - Zhengzhou's convenience store industry must strengthen supply chain resilience and innovate consumer scenarios to break through the challenges posed by "couple stores" and national brand competition [1][26]. Group 1: Industry Overview - Zhengzhou has a rich history in the convenience store sector, emerging as a commercial hub in the 1990s with brands like Sili Supermarket and Apollo Convenience Store [1]. - The convenience store landscape in Zhengzhou consists of local chains (e.g., Yuelai Yuexi, Fulujia), domestic leaders (e.g., Meiyijia, Tangjiu Convenience), and foreign brands (e.g., 7-ELEVEn) [1]. - The convenience store coverage density in Zhengzhou exceeds the national average, but it faces deep-rooted challenges in regional competition and growth momentum [1][3]. Group 2: Market Data - According to the China Chain Store & Franchise Association, Zhengzhou's convenience store per capita coverage is 5,807 people/store, better than the national average of 6,866 people/store, but ranks fourth among six provincial capitals in Central China [1][2]. - The convenience store development index in Zhengzhou grew by only 0.3% in 2024, a decrease of 4.25 percentage points from the previous year, dropping 16 places to 27th among 40 surveyed cities [3]. Group 3: Competitive Landscape - Local convenience store brands in Zhengzhou are perceived as "weak" despite a large number of stores, with limited expansion capabilities outside the province [3][10]. - The competition is intense, with brands like Yuelai Yuexi achieving over 1 billion yuan in annual sales and 7-ELEVEn setting a global single-day sales record upon opening in Zhengzhou [11][12]. - The lack of a dominant local brand with over a thousand stores contributes to a fragmented market where brands compete fiercely for locations and supply chain efficiency [10][14]. Group 4: Consumer Behavior and Trends - The convenience store sector in Zhengzhou is evolving, with brands focusing on stable consumer traffic locations such as subway stations and major commercial areas [14][18]. - There is a growing trend towards 24-hour operations, with Yuelai Yuexi leading in this area to stimulate the local "night economy" [18][19]. - The convenience stores are also working to cultivate consumer habits of relying on them for daily meals, leveraging Zhengzhou's status as a major food production area [19][21]. Group 5: Future Prospects - Zhengzhou's convenience store ecosystem has significant growth potential, supported by a large number of individual businesses and a high student population [22][24]. - The local market is characterized by a high number of individual operators, which poses a challenge to convenience stores in terms of competition for consumer spending [22][25]. - The industry is expected to continue evolving, with a focus on enhancing supply chain resilience and optimizing product offerings to meet consumer demands [25][26].

Core Viewpoint - The Yiwu small commodity market demonstrates strong market adaptability, significant product advantages, and risk diversification, allowing it to respond relatively calmly to unprecedented tariff wars [2][51]. Group 1: Market Response to Tariff Wars - The Yiwu market has shown resilience despite the tariff wars, with a notable recovery in trade with the U.S. as tariffs were temporarily eased [8][51]. - In 2024, Yiwu's import and export volume with the U.S. reached 91.07 billion yuan, accounting for 13.6% of its total trade, with a growth rate of 42.8% [13]. Group 2: Business Strategies and Attitudes - Three main attitudes among Yiwu merchants include aggressive market transformation, confidence in product irreplaceability, and a general indifference to the U.S. market due to its relatively low share in their overall business [12][26]. - Merchants are actively seeking to pivot towards the EU market and other regions, with strategies such as lowering prices and increasing production volume to maintain sales [18][39]. Group 3: Market Diversification - Many Yiwu businesses report that their U.S. market share is low, typically between 10% and 20%, leading to a limited focus on U.S. trade [26][27]. - The Yiwu market is increasingly looking towards emerging markets, with significant growth in trade with Africa, Latin America, and ASEAN countries, which now surpasses the U.S. market in scale [65][67]. Group 4: Challenges and Opportunities - The transition to new markets presents challenges, including adapting to different consumer expectations and regulatory requirements [45][61]. - Despite the difficulties, the shift towards emerging markets is seen as a long-term growth strategy, with many businesses optimistic about future opportunities in these regions [62][68].

点击图片▲立即试听 编者按："我们应该是所有自媒体中，与制造业、供应链渊源最为密切的了。"在 5月7日，"出海，在路上"第二场直播中，吴老师这样感慨道，十年前他的文章 《去日本买只马桶盖》出圈全国，马桶盖初看是消费行为，深层次是中国制造与 供应链的命题。 这天的直播话题是"供应链生死局"，对普通人而言，这又是一个极为艰深专业的 命题。但在吴老师看来，这一系列出海相关的直播，最大的意义在于"为大家提出 一个问题"。近年来，我们在企业出海方面积累颇深，从专家的理论和洞察，到自 身的一线调研，我们希望能为在当前扑朔迷离的不确定性中，提供一系列的助 力。 与吴老师探讨这一话题的，是 20多年专注研究全球产业创新与供应链，致力于用 全球视角看待中国产业的全局变化的林雪萍老师，以拥有超过20年全球供应链管 理、战略、流程与数字化转型经验，曾为联想主导供应链数字化升级的徐赫。 以下是本次对话的28个核心观点，分享给大家。 整理 / 巴九灵（微信公众号：吴晓波频道） 66 外贸出海和企业出海最大的区别在于,前者 是单要素出海,企业出海是全要素出海,从设备、 技术、人才、资本、商业模式都要出去。 吴晓波频道||周年庆 出海在线 ...

Meeting Overview - The annual shareholders' meeting of China Aviation Engine Corporation is scheduled for May 16, 2025, at 14:00 in Xi'an [1] - The meeting will cover various agenda items including the board of directors' work report, financial statements, and profit distribution plan for 2024 [3][4] Key Proposals - Proposal one: Review of the 2024 Board of Directors' Work Report [3] - Proposal two: Review of the 2024 Supervisory Board Work Report [3] - Proposal three: Review of the 2024 Independent Directors' Work Report [3] - Proposal four: Review of the 2024 Annual Report and Summary [3] - Proposal five: Review of the 2024 Financial Settlement Report [3] - Proposal six: Review of the 2024 Profit Distribution Plan [3] - Proposal seven: Review of the 2025 Financial Budget [3] - Proposal eight: Review of the 2024 Internal Director Compensation [3] - Proposal nine: Discussion on shareholder return plans for the next three years (2025-2027) [3] Financial Performance - The company reported a profit of 860 million yuan in 2024, a decrease of 39.48% year-on-year [8] - Revenue from the main business segments included: - Aviation engine and derivative products: 44.994 billion yuan, an increase of 10.03% [8] - Foreign trade export subcontracting: 2.074 billion yuan, an increase of 6.45% [8] - Non-aviation products and other businesses: 197 million yuan, a decrease of 24.91% [8] Governance and Management - The Board of Directors consists of 11 members, with 5 internal and 6 external directors [9] - The Board held 4 meetings in person and 1 via communication, addressing various proposals including financial budgets and performance evaluations [9][11] - The Supervisory Board conducted 8 meetings, reviewing 37 proposals, and ensuring compliance with governance standards [32] Shareholder Returns - The company distributed a cash dividend of 1.60 yuan per 10 shares, totaling approximately 426.5 million yuan, which represents 30% of the net profit attributable to shareholders [27] - The cash dividend policy is outlined in the company's articles of association and shareholder return plan for 2022-2024 [27] Future Plans - The Board aims to enhance internal growth and innovation, improve governance, and ensure compliance with regulations [28] - Key meetings for 2025 are planned to discuss annual reports, financial budgets, and strategic management [28]

《纽约时报》报道称，挪威作为特斯拉推动零排放目标的关键市场，4月Model Y新车注册量逆势增长，但其 中过半为二手车，且非最新版本。挪威道路交通信息委员会数据显示，特斯拉市场份额已从一年前的18%降至 11%。委员会主任奥伊温德·索尔贝格·托森（Oyvind Solberg Thorsen）直言："特斯拉销量远低于往期水平，事 实无可否认。"与此同时，中国电动汽车品牌在欧洲加速扩张。中国车企比亚迪在德国销量激增755%，英国市 场涨幅达311%，凸显中国电动汽车技术竞争力与供应链韧性。德国大众等传统车企亦加速电动化转型，一季 度销量翻倍。 【环球网科技综合报道】全球电动汽车巨头特斯拉正陷入欧洲市场"至暗时刻"。5月7日，据《纽约时报》报 道，根据4月数据显示，德国与英国特斯拉新车注册量同比暴跌46%与62%，创两年多最低纪录，而同期两国 电动汽车总销量均实现两位数增长。瑞典、法国等市场亦出现超八成跌幅，传统车企与中国品牌正加速蚕食 特斯拉份额。 部分专家将销量下滑归因于特斯拉热门车型Model Y新版在欧洲交付延迟，但更多观点将特斯拉欧洲颓势归因 于特斯拉CEO埃隆·马斯克的"政治争议"与特朗普关税政策影响 ...

2025 年 05 月 06 日 工业硅、多晶硅基本面数据 | 指标名称 | | | Si2506收盘价（元/吨） | T 8,540 | T-1 0 | T-5 -390 | T-22 -1,315 | | --- | --- | --- | --- | --- | --- | --- | --- | | | | | Si2506成交量（手） | 186,792 | -13,150 | 15,047 | 25,716 | | | | | Si2506持仓量（手） | 166,535 | -28,618 | -15,986 | -62,766 | | | | 工业硅、多晶硅期货市场 | PS2506收盘价（元/吨） | 37,245 | -75 | -1,890 | - | | | | | PS2506成交量（手） | 124,573 | 7,575 | 34,933 | - | | | | | PS2506持仓量（手） | 54,266 | -3,942 | -6,725 | - | | | | | 工业硅：近月合约对连一价差（元/吨） | -60 | -15 | -25 | -60 | | | | | 工 ...

Core Viewpoint - The recent cancellation of the small package tax exemption policy for Chinese goods by the U.S. has significantly impacted cross-border e-commerce, leading to increased costs and potential losses for retailers [1][5]. Group 1: Policy Changes and Economic Impact - The U.S. has removed the small package tax exemption for Chinese goods, resulting in tariffs that can reach as high as 145%, disrupting the cost structure of cross-border e-commerce [1][5]. - Retailers are responding to the increased costs by ceasing sales to U.S. customers or exploring alternative markets, as the profitability of low-value, high-frequency goods has been severely affected [1][5][9]. Group 2: Consumer and Retailer Reactions - American consumers accustomed to affordable Chinese products may face higher prices or a lack of availability, leading to frustration and confusion [3][4]. - The policy change is seen as a double-edged sword, potentially harming U.S. consumers while aiming to protect domestic industries, highlighting the unintended consequences of such trade policies [4][7]. Group 3: Recommendations for Future Actions - Future trade policies should be more nuanced, considering the diverse impacts on various stakeholders, including consumers and retailers, to avoid negative spillover effects [7][9]. - Retailers are encouraged to diversify their supply chains and explore new markets to mitigate risks associated with reliance on a single market or policy [9].

Core Viewpoint - The article discusses how a fire at a semiconductor factory in New Mexico in 2000 triggered a crisis that reshaped the chip supply chain and significantly impacted the competitive dynamics between Nokia and Ericsson in the early 21st century [1][6]. Group 1: Incident Overview - On March 17, 2000, a lightning strike caused a fire at a Philips semiconductor factory, leading to significant damage, including the destruction of silicon wafers capable of producing thousands of mobile phone chips [2][3]. - The factory suffered extensive water damage due to the automatic sprinkler system, contaminating millions of chips stored in a clean room [2][3]. Group 2: Company Responses - Nokia effectively managed the crisis by quickly identifying supply issues and deploying a team of 30 managers to develop solutions, including redesigning chips and expediting production [3][4]. - In contrast, Ericsson was slower to respond and lacked alternative suppliers for critical RF chips, resulting in a loss of potential revenue estimated at $400 million [4][5]. Group 3: Financial Impact - Ericsson reported a loss of 16.8 billion Swedish Krona (approximately $1.6 billion) in its mobile phone division due to component shortages and operational missteps, leading to a 13.5% drop in its stock price [5][6]. - Following the fire, Ericsson's stock price fell by 14% within hours of disclosing the losses, and it continued to decline, dropping about 50% from pre-fire levels [5][6]. Group 4: Market Dynamics - Nokia capitalized on Ericsson's difficulties, increasing its market share from 27% to 30%, while Ericsson's share fell from approximately 12% to 9% [6]. - The fire ultimately solidified Nokia's position as a dominant player in the mobile phone market, while Ericsson's mobile division faced decline and eventual outsourcing of its manufacturing [6]. Group 5: Lessons Learned - The incident highlighted the importance of risk management and the dangers of relying on single suppliers, as well as the need for companies to maintain flexibility and redundancy in their supply chains [7][8]. - The article emphasizes that many supply chain disruptions stem from internal decisions, such as inadequate contingency planning and inventory management [7][8]. Group 6: Broader Implications - The complexity of global supply chains has increased, with companies facing various risks, including natural disasters and geopolitical tensions, which can lead to significant financial impacts [8][9]. - Companies are now reconsidering their global strategies, with some adopting a "continent strategy" to enhance geographical redundancy, despite the higher costs involved [9][10].

美国推出新一轮的单边关税政策 1 2025年4月2日，在美国的"解放日"中，美国政府宣布了国家紧急状态并推出了覆盖所有美国贸易伙伴 的"互惠"(reciprocal)关税政策。而在此之前，已经有多项针对其主要贸易伙伴（如中国，加拿大、墨 西哥等）的关税政策出台，部分已经进入执行状态。 在2024年，美国的进出口逆差超过了1.2万亿美元 1 ，在此情况下这一次的关税体现了两个特点，第 一为覆盖范围广——覆盖所有贸易伙伴，即使美国的贸易顺差国家也被加以10%的关税，第二为有针 对性的差异化税率，美国的主要贸易逆差国家和地区被加征更高的关税。 | 2 | | --- | 美国与中国的关税博弈自2018年始， 特朗普开始第二任期后再次升级 本文选自科尔尼 2025 年 4 月 8 日刊发的行业通讯，现全文分享。 中美作为全球最大的两大经济体，2024年中美双边贸易额约6800亿美元，其中美国对中国出口约 1600亿美元，美国从中国进口约5200亿美元，贸易逆差约3600亿美元 2 。 其中中国主要出口机电产品、纺织鞋服、金属制品等，美国主要出口机械电子、农产品、能源等，因 此这些行业中的企业受关税影响较大。 美国政府 ...

宏观经济学之父约翰·梅纳德·凯恩斯（John Maynard Keynes）说过："高关税政策是经济发展的主要障碍之一。"在过 去的几年里，大国间陷入了数次提高关税、谈判和推迟关税增加的循环。这些针锋相对的行动威胁到全球经济复苏 以及受关税影响的跨国公司在全球市场的竞争力。越来越多的跨国公司考虑是否要寻找新的合同制造商，以对冲中 美两国之间关税增加所造成的损失。 东南亚最大的印刷电路板制造商KCE Electronics的CEO表示，他们被寻找中国以外新供应商的美国公司频频联系。 旅行背包公司的联合创始人Fred Perrotta花了四年时间在中国建立他的供应商网络；但在美国宣布对几乎一半的中国 进口商品征收关税后，他的公司开始寻找其他国家的供应商。与此同时，也有许多公司选择按兵不动，因为关税的 变动存在高度不确定性。近年来不断增加的关税不确定性对供应商开发决策提出了巨大挑战，因为这使得评估开发 新供应商的价值变得更加困难。 寻找新供应商的背后 自2001年中国加入世界贸易组织以来，中国主要向美国出口劳动密集型产品，美国则向中国出口技术性商品；两国 都从经济和贸易合作中受益。然而近年，中美之间的贸易环境正在变 ...