Core Viewpoint - The article discusses the historical evolution of the semiconductor industry, particularly focusing on the DRAM market, highlighting how Japan and South Korea navigated challenges through long-term investments and strategic decisions, ultimately leading to shifts in market dominance. Group 1: Japan's Rise in DRAM - In 1976, Japan initiated a national program called VLSI to catch up with the U.S. in the semiconductor industry, focusing on DRAM as a standardized product with high capital requirements and significant scale effects [2] - From 1978 to 1984, Japanese companies expanded production during a downturn in the DRAM market, betting on long-term scale economies despite short-term financial losses [3] - By 1985, Japan's strategy paid off, capturing over 80% of the global DRAM market share, while U.S. companies like Intel exited the market due to unsustainable losses [5][6] Group 2: South Korea's Aggressive Strategy - In the 1990s, South Korea, particularly Samsung, adopted a similar strategy to Japan, investing heavily in DRAM during the Asian financial crisis, while Japanese firms opted for cost-cutting [7][9] - Samsung's aggressive investment during the crisis allowed it to gain a significant cost advantage over Japanese competitors, leading to a shift in market leadership by the 2000s [9][10] - The failure of Japan's Elpida to compete effectively against Samsung and SK Hynix resulted in the collapse of Japan's DRAM industry by 2012 [10] Group 3: Taiwan's Unique Approach - Taiwan's TSMC, founded by Morris Chang in 1987, focused solely on chip manufacturing without engaging in design, which was a departure from the integrated model prevalent at the time [11][13] - TSMC's strategy of maintaining neutrality and not competing with its customers allowed it to build trust and a strong customer base, leading to a self-reinforcing cycle of growth [13][14] - By the late 2010s, TSMC became the go-to manufacturer for leading chip design companies, solidifying its position in the industry despite high capital expenditures [14] Group 4: Lessons from the Semiconductor Industry - Success in capital-intensive industries requires long-term patience and the ability to endure short-term financial pressures, as demonstrated by Japan and South Korea's strategies [16] - Industry competition is a long-term game, where decisions made at critical junctures can have lasting impacts, as seen with Intel's exit from DRAM [17] - The ability to tolerate long-term failures is crucial for industry success, as evidenced by the supportive environments in Japan and Korea during their respective rises [18] - In capital-intensive sectors, maintaining clear boundaries and focusing on core competencies can provide a competitive edge, as illustrated by TSMC's approach [19]

岚图汽车与宁德时代签署深化合作协议。双方将在新技术合作、产品供应、全球市场协同等领域展开全 方位深度协同，确保岚图汽车未来动力电池的稳定供应与技术领先性，持续提升在电池技术与供应链安 全领域的综合竞争力。 东风汽车董事、总经理、党委副书记冯长军，岚图汽车董事长、党委书记卢 放，宁德时代董事长兼CEO曾毓群、市场体系联席总裁韩伟等出席座谈并共同见证签约。岚图汽车总经 理蒋焘，宁德时代国内乘用车产品线副总裁罗慧萍分别代表双方签署协议。 与宁德时代达成长期深化 合作，是岚图汽车坚持"长期主义"理念的生动实践，更是与核心供应商伙伴打造风险共担、价值共享、 命运与共"共赢链"的又一关键举措。通过前瞻性布局，不断完善的产品矩阵，自立自强的技术创新，岚 图汽车正稳步构建起面向未来的体系化核心竞争力，在打造央国企转型新标杆的同时，也持续彰显中国 高端新能源品牌向上攀登的自信和实力。（岚图汽车） ...

● 诺安基金管理有限公司 当前，世界百年变局加速演进，国际国内形势深刻变化，我国经济正处于迈向高质量发展的关键时期。 中央金融工作会议明确提出"做好科技金融、绿色金融、普惠金融、养老金融、数字金融五篇大文章"， 为加快建设金融强国勾勒出实践路径；新"国九条"的出台，为资本市场深化改革、行稳致远提供了有力 支撑；《推动公募基金高质量发展行动方案》的发布，进一步锚定行业发展坐标，为公募基金行业从规 模扩张迈向质量提升标明了前行航向。 绘就"五篇大文章"新图景 资产管理之道，不在朝夕之盈，而在长远之兴。对诺安基金而言，长期主义不是一句口号，它深度融入 公司经营发展的每一个环节，通过服务国家战略、解决社会需求的具体行动落地。诺安基金坚信，只有 将自身发展融入国家战略与民生需求，以实际行动回应"五篇大文章"的时代命题，才能在时间的长河中 沉淀出真正的价值。 诺安基金深刻认识到，高质量发展是行业响应时代号召的必然选择，更是基金管理人践行金融为民初心 的核心使命。在全球格局和科技创新趋势持续变革的今天，资本市场已超越单纯的经济晴雨表功能，成 为支持国民经济转型发展的重要枢纽，在服务国家战略与实体经济发展中发挥着不可或缺的作 ...

Core Viewpoint - The article emphasizes the importance of maintaining a "calm mind" in investing, suggesting that emotional control is crucial for successful investment strategies [5][6]. Group 1: Importance of Emotional Control - Maintaining a calm mindset in investing is rare and valuable, as many investors experience negative emotions such as envy and anxiety during market fluctuations [6][7]. - Over 80% of investors exhibit a short-term mindset, which can lead to irrational decisions and losses [6]. - Investment experts assert that investing is more about managing emotions than intelligence [7]. Group 2: Strategies to Combat Negative Emotions - Increasing investment knowledge can help mitigate fear of the future and build confidence [9]. - Market volatility should be viewed as a fundamental characteristic rather than a risk; it is essential for generating profits [9][10]. - Long-term investment strategies can smooth out short-term fluctuations, as historical data shows that markets recover over time [12]. - Recognizing that no one can consistently be the best performer in the market can help investors maintain a calm mindset [13][14]. Group 3: Practical Experience and Feedback - Investors who have experienced significant market fluctuations and made effective decisions during those times tend to maintain a calm mindset [15][16]. - Diversifying investments across various assets can reduce the impact of volatility from any single asset [18][19]. - Dollar-cost averaging and rebalancing strategies can help manage volatility and improve overall investment performance [21][22]. - Setting realistic investment expectations can lead to better outcomes, with historical average returns for stocks and gold around 10% annually, and bonds around 5% [24].

面对行业调整，保利发展没有被动等待，而是通过"调、换、转、退"推动新旧动能转换，持续优化资产 与业务构成。这一过程，正是国家所倡导的"推动企业结构性优化、提升经营效率"的生动实践。 在开发业务上，公司坚持聚焦重点城市、重点板块及高端客户群，重点在市场表现稳定、公司竞争优势 突出的城市开展投资，投资质量不断提高，资源结构持续优化。存量未开发资源则严格落实"以销定 产"，有效提升资源价值。 保利发展始终聚焦"好房子"策略，担当行业价值革新者。近年来，保利发展连续九年发布行业白皮书， 系统提出并践行"好房子"标准，从产品理念、空间设计、社区服务、绿色健康等多维度推动住宅品质革 新。这不仅是企业产品战略的升级，更与"推动高品质生活、改善民生供给"的政策目标高度一致。 当市场因短期波动而焦虑时，真正穿越周期的力量，往往源于对长期主义的坚守与对核心价值的持续锻 造。保利发展在全国多个核心城市落地的"好房子"标杆项目，一批批由保利发展打造的"好房子"正成为 当地人居升级的新标杆。这些项目不仅在设计、绿色、健康、服务等维度全面践行"好房子"标准，更以 高交付品质和客户满意度，在行业深度调整期赢得市场信任。 在房地产行业结构性 ...

作为中国低压电气行业领先的中外合资企业，近年来，德力西电气以其稳健的战略定力、系统化的组织能力与前瞻性的生态布局，成为行业少有的"长期主 义"实践者。过去几年，无论是绿色零碳工厂的建设、生态合作体系的打造，还是社会责任的持续投入，都展现出这家企业在生态、文化与价值观层面的多 重进化。 在不久前举行的HBR管理年会2025暨新增长大会上，德力西电气荣获"生态品牌认证"。围绕如何在动荡时代保持韧性增长、如何构建可持续的产业链生态、 我们与德力西电气总裁楼峰先生进行了对话，呈现这家企业在战略、组织与领导力方面的深度思考。 德力西电气总裁 楼峰 Q：德力西电气作为中国低压电气行业内领先的中外合资企业，成立以来能够持续突破并保持增长的根本动能是什么？ 楼峰：我们的增长从不是"单点突破"，而是系统性能力的持续进化。首先，德力西电气深耕低压配电主业，坚持"产品驱动、创新引领"，洞察市场需求，深 耕产品及全场景解决方案，为企业成长奠定了坚实基础，这也促使我们在行业内保持复合增长率持续领先。值得一提的是，我们在2024年率先成立了"新质 生产力创新研究院"，积极构建从应用基础研究到技术产业化"纵向贯通"的创新和研发体系以及创新 ...

当参数拼杀让中高端智能手机陷入同质化竞争的僵局之时，年轻人对手机的选择实际上早已跳出了配置 的桎梏：好看的设计美学是自我的时尚表达，出色的影像能力为照片注入灵魂，在各个细微场景都好用 的体验则决定了长期陪伴的忠诚度。国际数据公司（IDC）中国研究经理郭天翔指出，当前消费者行为 更趋"情绪化"，手机不仅要"好用"，还需通过形态变革与独特设计满足用户的情绪价值，激发购买欲 望。 从S17的"山海青"到S18的"花似锦"，再到S30的"多巴胺配色"，S系列创造的具有高辨识度的外观让人耳 目一新，也直接呼应年轻一代的情感释放，让手机成为年轻人表达自我的时尚载体。 一直以来，以"满足用户对美与时尚的追求"的vivo S系列，始终能够牢牢抓住规模庞大的年轻用户群体 的青睐，在同质化竞争中持续保持一骑绝尘的商业表现，其长期深耕设计美学与人像影像两大赛道，构 筑了深厚的品牌护城河。12月15日晚间，最新发布的vivo S50系列以"旗舰级配置+创新体验"的双重优 势，持续深化与年轻群体的情感连接，也引发行业对中高端手机市场竞争逻辑的重新思考。 未售先火，S50系列被称作"战斗天使"，因为其是史上搭载旗舰配置最多的一代S。S5 ...

图片来源：贵州茅台 守护质量之魂 以品质筑基长期主义 近两年来，白酒行业面临库存高、价格倒挂、消费低迷、增长趋缓的下行压力，从高速度进入高质量发 展阶段，考验酒企的增长韧性。作为资本市场的"价值标杆"、中国白酒消费的"金字招牌"、经济与社会 发展的"晴雨表"，茅台的下一步走势与变革、发展，深深牵动着消费者、投资者、白酒行业和社会多方 的神经。 "我们比以往任何一轮周期都更有底气。"11月28日，在贵州茅台2025年第一次临时股东大会上，履新一 个月的茅台集团党委书记、董事长陈华向投资者和市场释放坚定信心：中国拥有世界上最广阔的内需市 场，茅台酒等高品质产品的市场空间依然很大。产业底蕴深厚，酿酒入选历史经典产业，将推动整个行 业向更高质量发展，为酒企带来新的发展机遇。茅台70多年的发展，每一次面对压力和挑战，都能主动 适应市场变化，转型突破，成功穿越周期，并实现更高水平发展。对于未来发展，茅台将科学统筹短期 和长期的关系，不会"唯指标论"，不会以牺牲长远发展换取短期利益，"坚持高质量发展，创造可持续 价值。" 2025年前三季度，白酒行业整体景气度下挫。A股20家上市酒企中，18家企业营收和净利润均出现了下 跌 ...

随着"人工智能+"国家战略落地，AIDC对电力的需求倍增，对配套储能的安全性、可靠性要求更高，形 成了一个典型的"高进入门槛、高客户黏性"市场，一方面，技术认证严苛、客户准入周期长；另一方 面，一旦建立稳定合作关系，客户替换意愿极低。 本报讯 （记者李雯珊）在全球能源结构加速转型与新兴电力需求激增的双重驱动下，中国储能企业正 迎来历史性发展机遇。近日，双登集团股份有限公司（以下简称"双登股份"，06960.HK）董事长杨锐 博士对外分享了公司如何以聚焦战略锚定高速增长的AIDC（人工智能数据中心）储能赛道，并以长期 主义构建竞争壁垒。 深耕通信与数据中心储能 目前来看，双登股份的差异化体现在两个维度，一是持续的技术路线迭代，公司从铅酸电池起家，历经 锂电池、钠电到布局固态电池，始终紧跟技术前沿；二是深度的产业链垂直整合，坚持自产电芯，构建 从BMS、EMS管控到垂直整合的全链条能力，从而实现对产品性能与成本的深度把控。这种"技术+场 景"的双轮驱动，使得公司能够在特定的高端细分市场避免低层次价格竞争，转而以综合解决方案的价 值赢得客户。 对于固态电池等前沿技术路线，杨锐博士展现出务实的长期主义视角。他认为，客 ...

Core Viewpoint - The competition in the new energy equipment industry has entered a "deep water zone," where only long-term commitment, focus on technological innovation, and deep collaborative cooperation can ensure continued leadership [1][21]. Industry Overview - The market has shifted from a binary competition of "existence" to a competition of "quality," with product iteration cycles compressing from years to months, leading to a focus on comprehensive solutions and full-cycle innovation capabilities [2][4]. - The basic fundamentals of the industry are increasingly solid, with China's manufacturing share reaching 32%, placing new energy equipment alongside high-speed rail and automotive sectors as global leaders [5]. Market Dynamics - The lithium battery shipment volume is expected to steadily increase, driven by the ongoing penetration of the new energy vehicle and energy storage markets, opening up vast market space for the equipment industry [6]. Key Characteristics of the New Cycle - The new cycle is characterized by changes and differentiation, including: - Continuous capacity expansion of mature products, with 2.2-meter large energy storage modules becoming mainstream and cell capacities increasing from hundreds of Ah to thousands of Ah, raising production line demands [7]. - Accelerated iteration of new product processes, with battery manufacturing technology upgrading every 2-3 years, compelling equipment companies to innovate simultaneously [7]. - Accelerated competition concentrating on leading companies, where only those with rapid response, stable delivery, and process adaptability can maintain their foothold [7]. Technological Innovation - Technological innovation is the fundamental guarantee for equipment companies to navigate through cycles, with AI deeply integrated into production lines to enhance efficiency and quality [8][10]. - AI applications in key production processes have led to revolutionary changes, such as: - Laser welding with AI algorithms improving welding yield by 5%-10% and efficiency by 80% [10]. - Predictive maintenance frameworks that can forecast equipment failures 7-10 days in advance [10]. - High-precision online detection technologies achieving ultra-high standards in accuracy and consistency [10][11]. Collaborative Ecosystem - The importance of collaboration across the entire industry chain is emphasized, with internal standardization and modularization leading to significant breakthroughs in delivery efficiency [12][13]. - The establishment of deep partnerships with leading battery and automotive companies facilitates joint R&D and technology promotion, creating a virtuous cycle of demand, development, application, and feedback [14][15]. Long-term Strategy - The company adheres to a long-term philosophy, investing in core capacity advantages even during industry adjustments, such as the ongoing construction of a new production base [18][19]. - The new base, covering 260,000 square meters, is designed for green zero-carbon production and supports large-scale module and energy storage equipment manufacturing [19]. - The diversification of product offerings not only meets varied customer needs but also mitigates operational risks associated with cyclical fluctuations [20]. Global Integration - The company is actively integrating into global markets, with products successfully sold in Europe, North America, and Southeast Asia, supported by localized service networks [20]. - The focus is on enhancing global competitiveness by providing cost-effective and tailored solutions to international clients [20]. Conclusion - The new energy equipment industry is poised for continued leadership in the global market, contributing significantly to energy transition and carbon neutrality goals through ongoing technological advancements and ecosystem development [23].