前不久，刘强东回到老家宿迁，出现在当地的夜市大排档。透过网友拍的视频可以看到，他坐在塑料凳 上，接过老乡递来的倒满酒的塑料杯一饮而尽。今年4月，刘强东与快递员和外卖骑手同桌吃火锅聊 天，评论区调侃"昨天火锅店里，听一个骑手大哥侃，说京东外卖是他的也是大家的。" 这种"烟火气"，很难在目前的企业家群像里看到了。 很难看到企业家直播炒菜。 锅灶烟气升腾，背后系着"七鲜小厨"围裙掌勺的，是京东集团创始人、董事局主席刘强东。 9月16日傍晚，刘强东现身"京东品酒会"直播间。他自我解嘲说，自己第一次直播很紧张，"像贾国龙先 生第一次炒菜一样紧张，像罗永浩第一次说脱口秀一样紧张。" 但掌勺后，他很快就进入了状态。因为"平时喜欢在家下厨，只要回家都会给家人做菜。" 与直播时的紧张相比，刘强东在另一种场合要自在得多。 刘强东几次讲到，自己做到了没有把利润当作第一大追求，"任何时候都敢说这个话"。京东集团上下耳 熟能详的"三毛五理论"是其中一种诠释。即，如果京东能赚到一块钱利润，京东只会拿七毛，另外三毛 留给合作伙伴；拿走的七毛，其中三毛五留给团队，剩余三毛五用于公司持续发展。 有两件事令市场印象深刻。疫情期间，京东健康的口罩 ...

Core Viewpoint - The article highlights Liu Qiangdong's unique approach to leadership and corporate responsibility, emphasizing his commitment to employee welfare and social responsibility over profit maximization [5][6][9]. Group 1: Liu Qiangdong's Leadership Style - Liu Qiangdong's first live cooking session showcased his nervousness, likening it to other entrepreneurs' first experiences, but he quickly adapted due to his passion for cooking at home [3]. - His informal interactions with local workers, such as sharing meals and drinks, reflect his down-to-earth nature and connection with grassroots laborers [5]. Group 2: Employee Welfare Initiatives - JD.com was one of the first internet companies to provide full social insurance benefits to its delivery personnel, a decision made in 2007 despite investor skepticism [5][6]. - Liu Qiangdong announced plans to provide full social insurance for all full-time delivery riders by 2025, indicating a long-term commitment to employee welfare [5][6]. - Over the past 18 years, JD.com has invested over 100 billion yuan in social insurance for its employees, demonstrating a significant financial commitment to their well-being [6]. Group 3: Corporate Philosophy - Liu Qiangdong emphasizes that the core of JD.com's business logic is the importance of people, stating that the success of the company translates to hope and dignity for its employees' families [6]. - The "Three Mao Five Theory" illustrates JD.com's profit-sharing model, where 70% of profits are reinvested into the team and company development, rather than solely focusing on profit maximization [7]. - During the pandemic, JD.com maintained stable prices for essential goods, prioritizing consumer welfare over potential profit increases [7]. Group 4: Social Responsibility and Market Positioning - Liu Qiangdong advocates for quality and fair pricing in a competitive market, encouraging a focus on higher standards rather than cost-cutting [9]. - The company's commitment to providing dignified living conditions for its employees is seen as a fundamental principle, with plans to implement a 20% salary increase for all employees over two years [9]. - The article concludes that true entrepreneurial spirit lies in respecting people and taking responsibility for societal issues, rather than merely pursuing profit [9].

Core Viewpoint - The recent dispute between internet celebrity Luo Yonghao and Xibei over prepared dishes is coming to an end, with Xibei issuing an apology and committing to nine corrective measures by October 1, including using non-GMO soybean oil and offering more freshly made dishes [1][3]. Group 1: Company Actions and Responses - Xibei has acknowledged significant discrepancies between its production processes and customer expectations, indicating a commitment to transparency and brand repair [3][4]. - Luo Yonghao has decided to refrain from further pursuing the issue, reflecting a more rational approach and awareness of his influence [3][4]. - The corrective measures taken by Xibei are seen as a positive step towards addressing public concerns and improving the company's reputation [3][4]. Group 2: Industry Implications and Perspectives - The interaction between internet influencers and businesses is evolving into a constructive dialogue, where issues raised lead to corporate accountability and industry improvement [3][4]. - The challenges faced by Xibei serve as a reminder of the difficulties in maintaining a successful business, with calls for a more empathetic public perspective towards entrepreneurs [4][9]. - The broader context highlights the importance of a healthy public discourse in fostering a supportive business environment, especially for private enterprises [9].

每经评论员 付克友 剧中人偃旗息鼓，围观群众散了又聚，聚了又散。这次，网络大V罗永浩与西贝的预制菜之争，真的要 剧终了。 9月15日，西贝就近期预制菜争议发布致歉信，承诺在10月1日前完成九项整改措施，包括使用非转基因 大豆油、多款菜品改为门店现做等。 随后不久，罗永浩发文称，不再为"面子"而"较劲"，也不再意气用事，决定放弃进一步追究西贝。 胖东来创始人于东来发声：希望人们理性理解帮助企业解决问题走向美好，而不是不经意间毁掉一个企 业，因为做好一个企业太不容易。 这些迹象表明，从网红大V到当事企业，再到相关企业家，正在形成一种良性互动，达成一种心照不宣 的商业共识。那就是，网络大V指出问题，企业主体照单接收并整改，舆情成为推动行业进步的契机。 对于西贝和贾国龙来说，预制菜风波是一个深刻的教训，也是一个改过自新、更上一层楼的契机。面对 越来越大的舆论压力，西贝承认"生产工艺与顾客期望有较大差异"。所谓"打明牌，做一个透明的西 贝"，既是对消费者的承诺，也是对自身品牌的修复策略。最新的整改举措，已经表明立正挨打的态 度，是令人喜闻乐见的。 罗永浩最新表态，显示出了克制和理性，也体现出他对自身影响力的清醒认知和某 ...

Core Viewpoint - The core issue in the "prepared food controversy" involves a misunderstanding between the public perception of "prepared food" and industry standards, highlighting the need for the company to address both legal and public relations challenges [1][2]. Group 1: Company Response and Strategy - The founder of the company, Jia Guolong, emphasizes the importance of addressing public concerns rather than solely focusing on legal battles, indicating a need for a balanced approach to crisis management [2][3]. - The company has experienced a significant decline in customer traffic, with daily revenue losses escalating from 1 million yuan to between 2 million and 3 million yuan [1]. - There is a call for the company to improve its product offerings and customer service by clearly categorizing its food products and addressing consumer feedback directly [3]. Group 2: Industry Context and Implications - The situation reflects a broader responsibility of the company towards its employees, suppliers, and consumers, suggesting that the actions of the founder can have far-reaching consequences beyond personal grievances [2]. - The founder's initial support from another industry leader, Yu Donglai, illustrates the complexities of public support in times of crisis, as positions can quickly change in response to public sentiment [3]. - The emphasis on maintaining business operations and focusing on customer satisfaction is presented as a more sustainable approach for the company in the face of adversity [3].

Core Viewpoint - The core issue in the "prepared food controversy" is the differing definitions of "prepared food" between the parties involved, highlighting a disconnect between public perception and industry standards [1][2] Group 1: Company Response and Strategy - The founder of Xibei, Jia Guolong, emphasizes the importance of addressing public concerns and maintaining business operations over engaging in legal battles [2][3] - Xibei has experienced a significant decline in customer traffic, with daily revenue losses escalating from 1 million yuan to between 2 million and 3 million yuan [1] - The company is encouraged to focus on improving product offerings and customer satisfaction rather than getting entangled in conceptual disputes [3][4] Group 2: Industry Context and Implications - The situation reflects a broader responsibility of business leaders to consider the livelihoods of employees and suppliers during crises, rather than prioritizing personal grievances [2] - The initial support from other industry leaders, such as Yu Donglai of Pang Donglai, illustrates the challenges of maintaining solidarity in the face of public opinion [3] - The emphasis on self-reflection and genuine engagement with consumer feedback is seen as essential for Xibei to navigate the current crisis effectively [3][4]

Group 1 - The Greater China region is recognized as a significant engine for global economic growth and technological innovation, with the family office sector experiencing rapid development [1] - Family offices serve as a comprehensive solution for ultra-high-net-worth entrepreneurs, encompassing financial functions such as equity management and risk management, as well as non-financial functions like family governance and succession planning [2][3] - The average asset management scale of the top 30 Chinese family offices is 297 billion RMB, reflecting a substantial demand for integrated, professional family office services amid a historic generational transition in private enterprises [2] Group 2 - Recent policies from central banks and financial regulatory authorities aim to guide wealth management back to its roots, emphasizing support for family wealth transmission and its integration with the real economy [3] - The launch of the "Zijin Wealth Management" brand highlights the strategic importance of wealth management and the integration of finance and culture, leveraging the unique advantages of the Dongcheng District [4] - Recommendations include strengthening institutional innovation to create a model for wealth management development, promoting resource integration to build a "finance + culture" ecosystem, and establishing value benchmarks that balance economic and social values in wealth management [5]

Group 1 - The article emphasizes the importance of entrepreneurial spirit and how it can be transformed into tangible results, highlighting that human intellect is the most crucial resource in technology and product development [1] - It discusses Tesla's new compensation plan for Elon Musk, which ties his potential earnings of approximately $1 trillion in stock options to the company's market value increasing from around $1 trillion to $8.5 trillion, showcasing the irreplaceability of top entrepreneurs [1] - The article suggests that as AI companies offer top talents salaries of $100 million, it seems reasonable to provide similar or greater compensation to exceptional entrepreneurs like Musk, indicating that contributions should be aligned with rewards [1] Group 2 - The potential for China to produce entrepreneurs like Musk is affirmed, with the notion that societal understanding of hard-core innovation will evolve as successful examples emerge [3] - The success of companies like DeepSeeK is attributed to a long accumulation process, emphasizing that true success requires substantial groundwork and that societal values will shift towards innovation rather than opportunism [5] - The article posits that the transition from old to new paradigms in business will lead to a greater willingness to engage in genuine innovation as people recognize the limitations of past quick-money strategies [5] Group 3 - Musk's ambitious plans for AI and robotics are presented as serious endeavors, with a focus on his determination to follow through on his vision regardless of public opinion [7] - The article notes Musk's tendency to focus on significant signals rather than distractions, which is a key characteristic of his approach [8] - It reflects on Musk's history of making bold claims, such as initially promising to produce 1,500 electric vehicles but only delivering 200, illustrating his belief in the potential of his visions despite criticism [9] Group 4 - The article draws parallels between Musk's ambitions and ancient wisdom, suggesting that aiming high can lead to significant achievements even if the exact goals are not met [10] - It argues that without Musk's ambitious nature, companies like SpaceX and Tesla would not exist, highlighting the thin line between visionary entrepreneurs and those deemed as frauds [11] - The piece concludes that the market economy and business rules provide a framework that allows entrepreneurs like Musk to realize their creative potential and dreams [11] Group 5 - Musk's willingness to take risks, regardless of his wealth, is highlighted, indicating that he views money merely as a tool rather than a source of anxiety [13] - The article emphasizes that strategic thinking begins with hypotheses, which are essential for making accurate judgments and predictions in business [13] - It notes Musk's mission-driven approach, as he continues to advance Tesla's grand plans through iterative development [14]

Core Insights - The 2025 Enterprise Cooperation Development Annual Conference recognized 25 business leaders, including Wu Xiangdong, for their entrepreneurial spirit in sustainable development [1][3] - The award aims to honor leaders who excel in leadership and are pioneers in industry upgrades and technological research [1] Company Overview - Wu Xiangdong has nearly 30 years of experience in the liquor industry, founding the "Jin Liufu" brand and leading Huazhi Liquor to become China's first liquor distribution A-share listed company [3] - Under Wu's leadership, Zhenjiu Lidu successfully listed on the Hong Kong Stock Exchange, becoming the "first liquor stock in Hong Kong" [3] Industry Innovations - In response to a new industry cycle, Wu has introduced strategic new products, including the "Dazhen·Zhenjiu," which has become a phenomenon in the industry [3] - The establishment of the "Wanshang Alliance" aims to reshape the industry ecosystem [3] - The launch of the high-end craft beer brand "Niu Shi Beer" marks the beginning of a "white + beer" product strategy [3] Personal Branding and Influence - Wu has successfully built a personal brand, achieving over 50 million views on videos within two months and attracting over 7.5 million viewers in two large live broadcasts [3] - Industry observers note that Wu's innovative products, models, and communication strategies have opened a vibrant growth channel during a challenging period for the liquor industry [3]

Core Viewpoint - The article discusses the recent financial performance and market positioning of YingShi Innovation, highlighting its rapid growth and the unconventional leadership style of its CEO, Liu Jingkang, who has garnered both admiration and criticism for his approach to management and employee engagement [4][5][6]. Financial Performance - YingShi Innovation reported a revenue of 3.671 billion yuan for the first half of 2025, marking a year-on-year increase of 51.17%. The net profit attributable to shareholders was nearly 520 million yuan, showing a slight increase of 0.25% year-on-year [4]. - Following the release of its financial report, the company's market capitalization surged past 130 billion yuan, with a notable increase from 100 billion yuan shortly after its IPO [4]. Leadership and Management Style - Liu Jingkang, born in 1991, has become one of the youngest leaders of a company with a market cap exceeding 100 billion yuan, embodying the company's motto "Think Bold" [5]. - His leadership style is characterized by a mix of boldness and unconventional methods, such as distributing cash to employees during a celebration, which sparked public debate regarding employee dignity and corporate culture [5][6]. - Liu has expressed a shift in the company's values, prioritizing employee development over customer satisfaction, indicating a significant change in organizational philosophy [7][32]. Product and Industry Insights - The company aims to innovate continuously, believing that the imaging industry is an "open world" with endless opportunities for creativity and product development [9][20]. - Liu emphasizes the importance of understanding customer needs and creating products that solve specific problems, rather than competing solely on price [15][22]. - YingShi Innovation is focused on developing high-quality products that offer value, even if they are priced similarly or higher than competitors [12][15]. Organizational Challenges - Liu acknowledges that managing people and fostering teamwork has been one of the most challenging aspects of entrepreneurship, highlighting the need for effective communication and collaboration within the organization [27][30]. - The company has grown to 3,000 employees, and Liu reflects on the importance of timely organizational changes to adapt to this growth [29]. Vision for the Future - The company is committed to creating innovative products that enhance people's ability to record and share their lives, positioning itself as a leader in the imaging technology sector [20][21]. - Liu believes that the company's success is not solely about survival but about creating value and maintaining a balance between innovation and operational efficiency [18][21].