Market Trend & Investment Opportunity - GMGN is recommended as a direct entry point for understanding smart money movements on BNBChain [1] - The report highlights KOLs with strong intuition in selecting targets on BSC, rather than those who easily interact with CZ [2] - A group of KOLs tagged with GMGN have successfully identified winners including $4, $PALU, $币安人生 (Binance Life), and $Jobiess [2] Key Opinion Leaders (KOLs) - The report lists several active degens on BSC, including @0xSunNFT, @brc20niubi, @hexiecs, @connectfarm1, @BroLeonAus, @EnHeng456, @Wolfy_XBT, @yuyue_chris, @lanaaielsa, @GCsheng, and @niuniu255431 [3] - The report suggests following @Sea_Bitcoin's channel recommendation guide for high-quality Chinese channels [2]

Investment Recommendations - The industry suggests using GMGN @gmgnai to gain insights into smart money on BNBChain @BNBCHAIN [1] - The industry recommends following KOLs with a strong intuition in selecting targets on BSC, not just for CZ interactions [2] - The industry highlights that many with the GMGN tag have successfully identified winners like $4, $PALU, $币安人生 (Binance Life), and $Jobiess [2] Key Opinion Leaders (KOLs) - The industry lists several active degens on BSC, including @0xSunNFT, @brc20niubi, @hexiecs, @connectfarm1, @BroLeonAus, @EnHeng456, @Wolfy_XBT, @yuyue_chris, @lanaaielsa, @GCsheng, and @niuniu255431 [3] Resources - The industry suggests referring to @Sea_Bitcoin's channel recommendation guide [2]

有的人还觉得我是给项目方站台，我又没投又没刷有什么站的？我只是对维权这件事麻木了，半年前维过多少次了，我维的时候舔狗骂我是巨婴，然后呢，确实没啥用。很明显是领导觉得这件事不重要，或者换个角度说，这些甚至可能都在 playbook 里$TST 的时候觉得 TST 没了 BSC 就要死了，到 $MUBARAK 觉得 MUBARAK 没了 BSC 就没人玩了，后来直接 alpha 绝杀，现在是 $ASTER如果不玩呢，除了 Bnbchain 也没有啥链现在是有效应的，乌合之众的记忆是短暂的，来个大金狗马上就过上苹果人生了SweetY🍐 (@shirleyusy):Aster的事情相当于是先拉盘把大家圈进来，核心圈的人吃肉外面的人喝汤，刷量活动让里圈外圈的人一起制造海市蜃楼，骗还没入圈的人进来。现在突然外圈的人被排除在外，发现被里圈的人利用了，觉得被背叛不想骗了，里圈的人从头到尾都是既得利益者。这就是游戏规则，我这次只觉得自己无能连狂怒都没有 ...

RT 🚨BSC Gems Alert🚨 (@BSCGemsAlert)Q4 WILL BE MASSIVE 🚀Are you ready? ...

🔥 STATS: Ethereum tops DEX activity with $9.3B in 24H volume, followed by Solana at $6B and BSC at $5.2B. https://t.co/va8J76rwml ...

BSC is currently #1 in 24h Perp Volume 👑🔗 https://t.co/uy54gCMuK4 https://t.co/arLH5KIhrP ...

Looking for the SUSHI or CAKE of 2025Pretty clear it’s BSC szn while CZ is back in the books ...

RT Annie 所长 (@web3annie)$BNB 创 $1000 新高CZ @cz_binance 那边怎么说？「没这么低！」还是太小瞧我币圈一哥啦！忆往昔，峥嵘岁月稠：2017 年，BNB 只是以太坊上的一个小 ERC-20 融资代币发展至今，已经演变为 BSC、Greenfield、opBNB 等多链原生资产，形成包含 DEX、衍生品、借贷、稳定币等庞大金融生态。CZ 知错了，过去 8 年，大部分精力都给了币安以后，要给 #BNB ！ ...

Cryptocurrency Exchange & Decentralized Exchange (DEX) Comparison - The document suggests that understanding Binance's API and ASTER's API is beneficial for technical users [1] - ASTER DEX is positioned as a significant project ("HYPE") on the Binance Smart Chain (BSC) [1] - A direct comparison is drawn between CAKE (PancakeSwap) and UNI (Uniswap), and Aster and HYPE, implying Aster aims to achieve a similar position to CAKE on BSC [1] - Aster's role on BSC is likened to CAKE's position, suggesting it is a leading or important DEX [1]

Core Insights - Performance management remains a significant challenge for companies, particularly in the engineering and design sector, which is characterized by knowledge and technology intensity [1][2] - Eight key difficulties in performance management for engineering and design firms have been identified, including conflicts between departments, the focus on results over processes, and the challenges of quantitative versus qualitative assessments [2][3][4] Group 1: Challenges in Performance Management - Difficulty one: Conflict and unity, where performance management often exacerbates divisions between departments and employees [2] - Difficulty two: Results versus process, highlighting the issue of focusing solely on outcomes without considering employee behavior [3] - Difficulty three: Quantitative versus qualitative measures, where the desire for measurable performance can overlook important qualitative aspects [3][4] - Difficulty four: Inconsistent standards, leading to subjective evaluations that can vary significantly between assessors [4] - Difficulty five: Effectiveness versus cost, where the costs of implementing performance management systems may not yield proportional benefits [4] - Difficulty six: Functional versus production differences, which complicate the assessment of performance across different types of departments [5] - Difficulty seven: Generalization and simplification, where an excessive number of performance indicators can dilute focus and effectiveness [5] - Difficulty eight: Reward and development, where performance assessments are too closely tied to punitive measures rather than fostering employee growth [5] Group 2: Solutions for Performance Management - Constructing three systems: A comprehensive performance management system should include goal management, performance process management, and performance result application systems [6][8] - Utilizing two tools flexibly: Companies should consider using both KPI and OKR systems to balance the rigidity of traditional performance metrics with more adaptable goal-setting approaches [17][18] - Balancing two differences: Addressing departmental and standard discrepancies through mechanisms like difficulty coefficients and performance benchmark scores can enhance fairness in evaluations [19][20]