以下文章来源于数字力场 ，作者佘宗明 数字力场 . 抵抗熵增，打捞有趣。用长在你痒点上的文字，去写这个时代。 ---------------------------------- 把近期的两个热点一锅烩后，我脑海中不自觉地蹦出了这画风混搭的情节。 两起热点事件，一个是罗永浩手撕西贝，另一个是刘强东直播炒菜。 罗永浩吐槽西贝「全是预制菜还贵」，刘强东说京东外卖希望能让用户「花 25 元就能吃到米其林三星级厨师的外卖」，隐约呼应上了。 问题来了： 这份呼应，会转化为「西贝已塌，东贝当立」的闭环吗？ 很多网友将「 Why not 」打在了公屏上：在网上搜「刘强东 + 东贝」，会发现煞有介事地呼吁刘强东成立「东贝」的不乏其人——许多网帖跟留言 都说，西贝炒不了的菜，让「东贝」来。 这跟网友跑到雷军微博评论区许愿「求雷总生产卫生巾」剧情相似，都反映了「青天情结」的根深蒂固。 作者 ： 佘宗明 来源：数字力场 刘强东的当务之急是成立「东贝」，将「七鲜小厨」的现炒模式搬过来，挂出「顾客宠我千百遍，我把顾客当奶茶」的标语，再请罗永浩 和罗振宇组成的「罗与罗」组合当顾问？ 但我说刘强东当务之急是成立「东贝」，只是「打趣」部分网 ...

Core Insights - The overseas market presents significant opportunities for tea brands, with many brands actively expanding their presence internationally, including notable players like Mixue Ice City and Heytea [1][5] - However, entering new markets comes with unique challenges, including high operational costs, supply chain issues, and cultural differences [2][4][21] Market Expansion - As of September 2025, over 45 tea brands have opened nearly 15,000 stores overseas, with Mixue Ice City planning to reach 4,733 stores by June 2025 and Heytea surpassing 100 overseas locations [1] - Sweetlala has shown impressive performance with over 8,000 signed stores globally, including more than 200 overseas, particularly in Indonesia [5] Operational Challenges - High costs are a significant barrier, with the average opening cost for a single store in the U.S. Bay Area reaching $1 million, including $600,000 for renovations and equipment [2] - Supply chain stability is a concern, as many materials still rely on domestic production, complicating logistics and cost management [2] Cultural and Regulatory Considerations - Brands face challenges related to complex regulations, diverse beliefs, and varying taste preferences in different markets, which test their adaptability and strategic patience [4][21] - Cultural differences can create hidden barriers, as seen in Indonesia where local management has diverse religious beliefs impacting team dynamics [5][18] Consumer Preferences - Overseas consumers exhibit different preferences, such as a greater inclination towards sweeter drinks and iced beverages compared to Chinese consumers [11][12] - The demand for local adaptation is crucial, as brands must align their offerings with local tastes and consumption habits to succeed [9][10] Strategic Recommendations - Companies should focus on localizing their teams and marketing strategies to better understand and cater to local consumer behavior [16][17] - A dual approach of maintaining brand standards while adapting to local preferences is essential for successful market entry [21][22]

作为国内领先的智能制造物流服务商，海晨股份始终以客户需求为中心，持续构建科技驱动型智慧供应链新生态，目前已形成了智能物流与高端装备制造双 轮驱动的战略方向。公司在AMHS半导体搬运设备、智能仓储系统等高端装备领域持续突破，2025年成立的海晨人工智能研究院和机器人研究院更是加速了 AI技术在预测调度、数字孪生、多智能体协同等方面的产业化落地，展现出强大的科技属性与创新动能。 未来，海晨股份将继续以科技创新为驱动，不断完善全球供应链网络布局，深化智慧物流技术、人工智能在具体场景中的落地应用。(齐和宁) 2025年9月17日上午，江苏海晨物流股份有限公司智造供应链项目开工奠基仪式在苏州市吴江区举行，吴江区委副书记、区长孙道寻，海晨董事长梁晨等共 同为项目培土奠基。 此次开工的智造供应链项目，是海晨股份（300873）响应国家智能制造与供应链强国战略的关键举措。新基地将继续聚焦智慧物流，依托人工智能、物联网 等先进技术，打造集运营、集成、装备于一体的智能制造供应链服务平台，助力客户塑造更具竞争力的供应链、降低运营成本、增强市场响应能力，全面赋 能区域经济高质量发展。 ...

Group 1 - The recent US-China trade talks in Madrid focused on unilateral tariffs, export controls, and issues surrounding TikTok, indicating a complex and contentious relationship between the two nations [1][3] - The discussions lasted for six hours, highlighting the numerous issues at hand, but significant consensus is unlikely due to the entrenched positions of both sides [3][4] - The talks are seen as preparatory for a potential meeting between the US and Chinese leaders at the upcoming APEC summit, rather than a platform for immediate breakthroughs [4][10] Group 2 - The core issues include TikTok, tariffs, and economic challenges, with both sides holding firm on their respective demands, making compromise difficult [5][7] - The US seeks to pressure China on rare earth exports, Russian oil purchases, and the fentanyl crisis, while China demands an end to unilateral trade sanctions and clearer regulations on high-tech exports [5][7] - The ongoing tensions reflect a broader struggle for technological dominance, particularly in areas like semiconductors and AI, where both countries are vying for leadership [8][10] Group 3 - The agricultural sector is also affected, with US farmers facing significant losses due to a drop in Chinese soybean imports, highlighting the economic repercussions of the trade tensions [8] - The situation with TikTok illustrates the intertwining of national security concerns and domestic political agendas in the US, as the app becomes a bargaining chip in trade negotiations [8][10] - The dynamics of the talks reveal a shift in power, with China increasingly asserting its position as a major global player, while the US struggles to adapt to this new reality [10]

Core Viewpoint - JD.com is expanding its presence in the travel and hospitality sector, emphasizing quality service over price wars, as highlighted by founder Liu Qiangdong during a recent wine tasting event [1][5][10] Group 1: Company Initiatives - Liu Qiangdong hosted a live cooking event to promote JD.com's travel services, marking a return to direct user engagement after nearly 20 years [1][3] - The recent wine tasting event led to a record sale of 100 hotel rooms within 30 minutes, showcasing strong consumer interest in JD.com's travel offerings [3] - JD.com has previously entered the travel market, launching flight booking services in 2011 and establishing a travel channel in 2014, indicating a long-term strategy in this sector [4] Group 2: Market Strategy - Liu emphasized that JD.com will not engage in price wars within the OTA market, aiming to protect service quality and the profits of hotel operators [5][6] - The company is focusing on supply chain efficiencies in the hospitality sector, leveraging its existing infrastructure from its convenience store and food delivery businesses [9] - JD.com has a significant user base of over 800 million high-spending consumers, which aligns well with the target demographic of four-star and above hotels [9] Group 3: Competitive Landscape - Liu Qiangdong discussed the importance of healthy competition, advocating for strategic and value-driven approaches rather than personal rivalries, particularly in reference to competitors like Meituan [8] - The company aims to differentiate itself in the OTA market by offering unique experiences, such as the combination of high-end dining and hotel services [9]

Core Insights - JD.com is re-entering the hotel and travel sector, signaling a strategic shift towards enhancing its lifestyle services, with a focus on leveraging its supply chain capabilities [1][2][3] - The company has launched a "0 commission" policy for hotel operators, aiming to disrupt traditional OTA commission models and attract more partners [5][6] - JD.com is not positioning itself as a typical OTA but is instead focusing on providing differentiated value to users and helping partners increase their revenue [2][3] Group 1: Business Strategy - JD.com is expanding its lifestyle services, including food delivery and hotel bookings, to address significant industry pain points [1][5] - The company emphasizes a supply chain-centric approach, stating that all its business operations revolve around supply chain optimization [3][6] - JD.com has signed a strategic cooperation agreement with Jin Jiang Hotels to enhance collaboration in travel services and supply chain integration [3][5] Group 2: Market Positioning - The company aims to create new market scenarios by integrating hotel and alcohol services, leveraging its supply chain advantages [2][3] - JD.com is competing in a mature market dominated by players like Ctrip and Meituan, which have established significant market shares [7][8] - The lifestyle service sector is increasingly important, with a growing share of total consumption and significant employment opportunities [9] Group 3: Financial Performance - JD.com has introduced the "JD Hotel PLUS Membership Plan," which offers hotel operators up to three years of zero commission, contrasting with the traditional OTA model where commissions range from 10% to 20% [5][6] - The company is actively promoting its hotel services through various marketing strategies, including exclusive member offers and promotional activities [5][6] - The lifestyle services segment is expected to contribute to JD.com's overall growth, especially as e-commerce growth slows and competition intensifies [6][9]

Group 1 - JD.com is re-entering the user engagement model with a wine tasting event, signaling its commitment to the hotel and travel sector after 18 years [2][4] - The company has launched the "JD Hotel PLUS Membership Plan," offering up to three years of zero commission for participating hotels, marking a significant shift from traditional OTA commission models [3][7][8] - JD.com aims to provide differentiated value in the hotel and travel market, not just replicate existing OTA platforms, focusing on supply chain integration [4][10] Group 2 - The strategic partnership with Jin Jiang Hotels will enhance JD.com's hotel offerings, allowing for real-time information sharing and improved service capabilities [5] - JD.com is integrating its local life services, including food delivery and hotel bookings, to create a closed-loop ecosystem, enhancing user experience and operational efficiency [9][10] - The company is leveraging its supply chain to optimize profitability across its various business lines, including travel and food delivery [10][11] Group 3 - The local life services sector is experiencing growth, with increasing consumer demand and a rising share of total consumption, indicating a robust market opportunity for JD.com [13] - The competitive landscape in the domestic OTA market is dominated by players like Ctrip and Meituan, which poses challenges for JD.com as it seeks to establish its presence [12]

Core Viewpoint - JD.com is strategically expanding into the hotel and travel sector, leveraging its supply chain capabilities to enhance its overall business ecosystem, despite facing significant competition and challenges in the market [3][9][11]. Group 1: JD.com's Initiatives in Travel and Hospitality - JD.com CEO Liu Qiangdong personally promoted the company's travel services through live streaming events, showcasing culinary skills and engaging with customers [3][5]. - The launch of the "Treasure City" initiative aims to collaborate with local tourism boards and distribute 100,000 free tickets to 5A scenic spots during the National Day holiday [5][6]. - JD.com has introduced the "JD Hotel PLUS Membership Plan," offering up to three years of zero commission to attract hotel partners, indicating a strong commitment to the hotel sector [6][7]. Group 2: Organizational Changes and Strategy - The restructuring of JD's local life services division, now encompassing delivery, travel, and home services, aims to create a synergistic ecosystem that supports the growth of the travel business [7]. - JD.com is focusing on a "4+2" strategy to enhance hotel profitability, which includes integrating AI technology into food and accommodation services and tapping into the existing JD PLUS membership base [7][9]. Group 3: Market Challenges and Competitive Landscape - The online travel market is highly competitive, dominated by established players like Ctrip and Meituan, making it difficult for JD.com to gain market share [11][12]. - JD.com faces challenges in changing consumer booking habits, as the travel sector does not have the same frequency of use as food delivery, requiring a longer time to cultivate new customer behaviors [8][11]. - The company previously exited the travel market in 2020 after selling its stake in Tuniu, indicating past difficulties in establishing a foothold in this sector [9][11]. Group 4: Potential Advantages and Future Outlook - JD.com has a large active user base and a mature e-commerce ecosystem, which can be leveraged to drive traffic to its travel services [13]. - The integration of travel services with retail and financial products could create a comprehensive consumer experience, enhancing customer engagement [13]. - However, the success of JD.com's travel business will depend on its ability to translate its e-commerce advantages into improved customer experiences and hotel revenue [13].

品酒会直播烹饪，可以说是刘强东时隔近20年重启"用户见面会"的一个彩蛋。当被主持人问及直播首秀厨 艺紧不紧张，刘强东打趣道："和贾国龙第一次炒菜，罗永浩第一次说脱口秀一样紧张。" 每日经济新闻消息，"东哥什么时候到？"京东旅行直播间弹幕不断刷屏。9月16日临近傍晚，北京国际饭 店"京东品酒会"现场，京东集团创始人、董事局主席刘强东在围堵中抵达现场。 刘强东穿的围裙印着京东集团旗下"七鲜小厨"字样，他直播做的宿迁名菜"黄狗猪头肉"也即将于9月底上 线"七鲜小厨"。 另据智通财经记者在现场看到，刘强东在现场与众多嘉宾合影交谈，并将与现场嘉宾逐一敬酒交流。 大学毕业后，刘强东开过餐厅，在后来京东的内部员工交流会上，刘强东也亲自下厨做过菜。2003年，他 第一次和"网友"见面吃饭，这些网友其实是京东电商业务上线第一周的用户。2007年有了第一届"京东商城 网友见面会"，那时的"网友"坐满整个餐厅。 2025年，京东先后在外卖、OTA（在线旅游）市场投下一枚又一枚"深水炸弹"。在这场品酒会上，刘强东 强调不会让"价格战"在酒旅市场上演，不会把服务品质卷下去，不会让酒店从业者的利润受挤压，生态遭 到破坏。 "酒旅全新发展 ...

另外，在绿色低碳方面，人工智能可实现全链路碳足迹可视化与优化，推动供应链向可持续发展转型。 中国物流与采购联合会副会长 胡大剑：人工智能正从单点应用向全链协同迈进，从单一企业应用向整 个产业链协同发展。这不仅有效提升我国供应链韧性和安全水平，也为建设现代化产业体系注入新动 能。 [ 责编：袁晴 ] 中国物流与采购联合会昨天(16日)在2025年采购与供应管理大会上发布《2025"人工智能+供应链"创新 发展报告》。根据报告，人工智能在采购供应链中的应用场景越来越丰富，涵盖从预测到执行、从监管 到协同的关键环节，在有效提升供应链效率、降低成本以及增强供应链韧性等方面成效显著。 根据报告，人工智能在采购供应链领域的应用，主要包括智能预测分析、智能采购业务、智能采购监 管、智能物流调度以及供应链控制塔和人机协同作业等10个主要创新场景。 企业调查显示，目前我国物流供应链领域的人工智能应用渗透率已超过37%，其中运输场景的人工智能 应用渗透率达到了78%，仓储与安全管理的人工智能应用渗透率也分别达到47.27%和52.73%。人工智能 技术正成为企业降本增效的核心驱动力。与传统的采购模式相比，采用智能采购供应链的企业 ...