传统酒饮消费往往被绑定在宴请、送礼等强场景中，而打酒铺的核心突破，在于用场景创新降低饮酒门槛。 当年轻人开始用奶茶的消费逻辑买酒，当社区小店用酒头取代传统酒缸，一场关于酒类消费的革命正在悄然发生。近年来，以打酒铺为代表的新型散酒业 态异军突起，是对"高性价比、场景化、年轻化"消费需求的精准回应，更是线下酒饮消费的重要创新补充。这场关于喝酒自由的革命，既不是传统散酒的 简单复刻，也非昙花一现的风口，而是值得被看见的行业新可能。 当尝鲜客流退去后，如何留住用户？如何稳定提升复购率？这是每个打酒铺运营者需要深思的问题。木兰打酒的实践给出答案，即用人情温度替代流量思 维，其创始人叶云认为，每个打酒铺最大的差异，是老板与顾客的连接。这需要老板与顾客长期关系的维护与建立，让店铺成为社区居民熟悉的老地方， 顾客买的就不只是酒，更是归属感。 同时，还需对品控与供应链进行严格把关。对此，北京酒类流通行业协会秘书长程万松提出，原酒甄选、储存环境把控依赖专业人才，这反映出当下正是 行业去伪存真的时期和机会。当头部品牌开始建立标准化供应链，行业将从夫妻店模式走向品牌化运营，这正是长期发展的基础。 品类多元化则进一步拓宽了客群边界。从 ...

这篇经济评论分析中国品牌闯世界：2025年，咱们靠这三招赢在海外，中国品牌正以科技、制造、消费的立体矩阵重塑全球市场：华为支撑全球半数信息传 输，比亚迪电动车领跑欧洲，Shein用超快供应链征服Z世代，中国品牌正在一步步征服世界。 老干妈曾经在欧美闹过笑话，直接拿着国内爆款去卖，结果老外对着玻璃瓶束手无策——他们习惯用挤压瓶！ 后来有当地超市推出"老干妈风味酱"，改用挤压包装，销量立马翻倍，这个案例被《华尔街日报》报道后，给所有出海企业敲响警钟：连包装瓶都得跟着用 户习惯走。 产品创新：别自嗨，要解决真问题 2025年的全球市场，对中国品牌来说就像个充满诱惑的超级游乐园，大门越开越大，但玩法彻底变了。 以前靠着"性价比"打天下的日子一去不复返，现在得拿出真本事——用实实在在的创新，让海外消费者心甘情愿说"真香"！ 亚马逊全球开店这类平台给我们铺好了路，但路上跑什么车、怎么跑，得看各家的真功夫，产品不够硬，故事不会讲，就算上了高速也只能看别人绝尘而 去。 这已经不是选择题，而是一道生存题，创新最怕什么？关起门来自嗨，你觉得"这个功能超酷"，用户却一脸懵："这玩意有啥用？"真正的创新，得扎进目标 用户的生活里，找 ...

原标题：华贸中心的ESG进化论：从商业地标到生态共同体 从废旧工业区到亚洲ESG新地标，北京华贸中心在北京CBD核心区用二十余年时光书写了一个关于 重生的故事，完成了一场关于"长期主义"的实践，重绘了都市品质生活的底色。 10月，华贸中心首次参评GRESB，即获得"五星评级"，并在"综合体赛道"中取得全球第一名的成 绩，荣膺"全球行业领导者"称号。其中，在混合用途、内部管理和绩效等多个核心维度和指标上获得满 分，被授予"房地产绿色之星"称号。GRESB评级体系被业界视为ESG表现的"通用语言"，并被全球金融 和资本市场广泛认可，标志着华贸中心ESG实践得到国际权威标准认证。 这样的成就并非一蹴而就。从诞生之初，ESG的理念和基因就深深植入了华贸中心，到如今登顶全 球行业领导者，华贸中心的生态商业密码到底是如何炼成的？ 顶层设计：从建造地标到编织可持续生命体 从2003年破土动工开始，"对城市负责、对社会负责、对历史负责"的理念就开始融入华贸中心建设 的方方面面。华贸团队将ESG顶层设计落成了一项项脚踏实地的工作。以可持续发展为出发点，华贸中 心通过中空Low-E玻璃幕墙、VAV变风量中央空调、先进的楼宇自控系 ...

Core Insights - Amazon's cloud strategy emphasizes "operational excellence" as a key driver of its success in the cloud computing market, particularly in the face of competition from generative AI [1][2][5] - The company has made significant advancements in its cloud technology, including the launch of Amazon Trainium3 chips and the Amazon Bedrock platform, which positions it favorably in the AI landscape [4][6][9] Cloud Technology Developments - Amazon announced the full launch of Amazon Trainium3 UltraServers, which significantly improves performance, energy efficiency, and memory bandwidth compared to previous generations, potentially reducing training and inference costs by up to 50% [7][9] - The roadmap for Amazon Trainium4 has been revealed, which will support NVIDIA's NVLink Fusion technology, easing the transition for customers from NVIDIA's ecosystem to Amazon's self-developed chips [7][9] Strategic Partnerships - OpenAI has entered into a $38 billion, seven-year computing commitment with Amazon, marking a shift away from the perception that OpenAI is solely tied to Azure [12][15] - Amazon's collaboration with Anthropic is deepening, with plans to double the number of Amazon Trainium2 chips used by Anthropic to over one million by the end of the year [17][19] Paradigm Shift in Software Architecture - Amazon's CEO predicts a shift from the "cloud + mobile app" model to a "cloud + agent" model, where AI agents will drive significant enterprise AI value [24][25][29] - The introduction of Amazon Bedrock AgentCore and related tools aims to address key pain points in deploying AI agents, enhancing agility, security, and cost-effectiveness for businesses [30][31][32] Data Gravity as a Competitive Advantage - Amazon holds a significant advantage with its data gravity, as most enterprises' core data resides in Amazon S3, making it economically optimal to conduct training and inference within Amazon's ecosystem [39][41][46] - The launch of Amazon Nova Forge allows enterprises to utilize their private data for training models, enhancing customer retention and creating high data barriers [42][44][46] Long-term Strategy and Market Position - Amazon's focus on operational excellence and long-termism is evident in its approach to AI, prioritizing cost, efficiency, and reliability over flashy narratives [50][55][60] - Analysts have raised growth expectations for Amazon's cloud business, anticipating a revenue growth rebound to 23% in 2026, supported by a 22% year-over-year increase in backlog orders [55][56][58]

Core Viewpoint - A profound transformation is occurring in the capital market, shifting from a focus on scale competition to a system centered on long-term value creation and investor returns [1] Group 1: Institutional Inclusiveness - The current capital market is in a critical phase of transitioning to high-quality development, with a focus on enhancing the inclusiveness and adaptability of the capital market system [2] - The relationship between investment and financing is being elevated to a strategic level, marking a shift from merely pursuing financing scale to achieving a dynamic balance between financing efficiency and investor returns [2] - Three dimensions of institutional inclusiveness are highlighted: precise empowerment for technological innovation, diverse responses to investor needs, and upgraded regulatory effectiveness using big data and AI [2] Group 2: Governance Upgrade - Effective corporate governance is now a core foundation for value management, directly impacting the reliability and sustainability of investor returns [3] - Regulatory measures have been taken against over 50 listed companies for governance violations, demonstrating a commitment to enforce governance and equity management [3] - Companies with strong governance that protect minority shareholder rights will benefit from a "governance premium," while those with poor governance will face higher regulatory risks and valuation discounts [3] Group 3: Value Creation - Creating real and sustainable value is essential for companies to fulfill their responsibility to return value to investors [4] - The focus on value creation is shifting towards technological innovation and industrial upgrading, with a dual-driven model of internal growth and external expansion [4] - There has been a notable increase in major asset restructurings in sectors like semiconductors and AI, indicating a trend towards value enhancement [4] Group 4: Market Practice - The actions of listed companies to return value to investors have become widespread, with cash dividends totaling 2.4 trillion yuan in 2024, a 9% increase year-on-year [5][6] - The number of companies implementing continuous cash dividends over three years has also increased, reflecting a shift towards more frequent dividend distributions [6] - Regulatory upgrades have transformed soft constraints into hard indicators, enhancing the accountability of cash dividends [6] Group 5: Intermediary Transformation - Intermediary institutions, particularly investment banks, are transitioning from merely facilitating IPOs to becoming "value partners" throughout the entire lifecycle of listed companies [7] - This transformation includes providing research support, connecting with investors, and enabling capital operations for industrial upgrades [7] - Public fund reforms are also reinforcing investor orientation, with a focus on long-term performance metrics [7] Group 6: Ecological Construction - A collaborative and vibrant capital market ecosystem is essential, with each market participant playing a distinct role [8] - The establishment of robust investor protection mechanisms is crucial for supporting investor rights [8] - Promoting a culture that encourages innovation and tolerates failure will create a conducive environment for value creation and market management [8] Group 7: Long-termism - The capital market is shifting from short-term speculation to long-term value management, emphasizing sustainable investor returns and strategic foresight [9] - Long-term funding is vital for supporting this shift, with mechanisms being established to attract long-term investments [9] - The dual approach of long-term capital and strategic planning provides a stable environment for value management [9] Group 8: Open and Win-Win - Expanding the capital market's openness is a key task, bringing both opportunities and challenges [10] - International investors can provide additional capital and diverse valuation perspectives, while companies must adapt to international regulatory standards [10] - The internationalization of value management standards is being promoted, requiring companies to align their practices with both domestic and international expectations [10]

新华网海南博鳌12月5日电 题：企业家热议"长期主义" 新华网记者 李洁琼 钟奕 12月，2025企业家博鳌论坛如期而至。 熟悉的面孔、热烈的思想碰撞依旧，会场上的高频词却悄然发生了变化——往年频繁出现的"风 口""爆品""流量"等逐渐淡出，"长期主义"一词频频被企业家们提及，成为这场年度盛会的焦点。 在流量转瞬即逝、风口轮番更替的当下，为何"长期主义"能成为论坛的"高频热词"？这份"慢下 来"的坚守，又能给中国企业带来怎样的新可能？ 戳破"速成神话"的泡沫 "品牌创建是一个长周期的事情，赔钱的周期大约是8-9年，是一个长期的过程，要耐得住寂寞，经 得住诱惑。"海尔集团董事局主席、首席执行官周云杰在论坛上的分享，揭开了海尔品牌建设的艰难， 也道出了其成长的真谛。 12月4日，2025企业家博鳌论坛主论坛开幕，成为各大媒体关注的焦点。新华网记者 钟奕摄 当不少企业追逐"流量变现""一夜爆红"，有企业家却选择按下"慢进键"。 吉林省合十农业科技发展有限公司董事长聂艳华，用一句"一生只做一件事"，道出了农业人对长期 主义的理解，"一个好的水稻品种的培育要八到十年，这个过程是一直要投入的。"国机海南发展董事长 蔡济波 ...

Core Insights - The article emphasizes the importance of the "CEO's touch," which is developed through practice, reflection, and evolution in a complex business environment [3][4][29] Dimension Summaries Dimension 1: Inner Mastery - CEOs must recognize themselves as ordinary individuals, with the role of CEO being just one aspect of their identity [6] - Emphasizing authenticity and self-awareness allows CEOs to draw energy from their passions and motivations [7] Dimension 2: Determining Direction - CEOs should cultivate a three-dimensional perspective, alternating between macro, meso, and micro views to gain unique insights [8] - This involves understanding global trends, industry dynamics, and customer needs to identify strategic opportunities [8] Dimension 3: Organizational Restructuring - Building an organization is akin to nurturing a tree, where the roots represent inner mastery, and the trunk symbolizes direction [9][10] - The organization must align with the strategic vision and empower individual contributions while maintaining resilience [9][10][11] Dimension 4: Team Renewal - The competition among enterprises ultimately hinges on the collective strength of their teams [13] - CEOs should prioritize shared values and complementary skills when assembling teams, ensuring alignment in purpose [13][14] Dimension 5: Corporate Governance - The board of directors should act as strategic partners rather than mere overseers, with a focus on collaborative decision-making [16][19] - Establishing specialized committees enhances the board's effectiveness in guiding long-term strategies [16][22] Dimension 6: Diplomatic Network - CEOs must build a robust ecosystem centered around the enterprise, enhancing personal branding and fostering community engagement [23][26] - Effective crisis management and community involvement are essential for maintaining trust and corporate reputation [25][26]

Core Insights - The article highlights the strong performance of Jianfa Real Estate in the land acquisition market, ranking 6th in land acquisition amount with 40.8 billion yuan and 8th in land area with 1.88 million square meters from January to November 2025, amidst a cautious investment environment in the real estate sector [1][3] - Jianfa Real Estate's strategy reflects a commitment to long-term growth and prudent investment, focusing on high-quality core areas such as Beijing, Shanghai, Hangzhou, and Chengdu, which are characterized by population inflow and solid housing demand [1][3] Group 1 - Jianfa Real Estate's land acquisition amount of 40.8 billion yuan represents a significant investment in a market where overall land acquisition by the top 100 real estate companies has increased by 14.1% year-on-year, although the growth rate has slowed considerably [1] - The company is part of a trend where resources are increasingly concentrated among leading state-owned enterprises, with the top 10 real estate companies accounting for 47.1% of the new value added among the top 100 [3] - Jianfa Real Estate's approach combines maintaining market share with optimizing inventory structure and enhancing brand influence for sustainable growth [3] Group 2 - The company's "Lighthouse Strategy" is closely tied to its land reserves, emphasizing value creation rather than mere scale [2] - Jianfa Real Estate has successfully launched products like Shanghai Haichen and Beijing Haiyan, achieving high sales rates, with Shanghai Haichen recording a subscription rate of 128% and Beijing Haiyan exceeding 7 billion yuan in sales [2] - The positive cycle of land acquisition, product development, and sales success demonstrates Jianfa Real Estate's deep understanding of land value [2]

"有了理念，还需推动理念落地。在策略落地方面，围绕'守正创新'的总体方向，系统推进固定收益、 二级权益与另类投资三大条线的能力建设与策略升级，以专业化、体系化的投资架构应对市场变革。与 此同时，要夯实基础，以体系化建设支撑策略落地。"李巍说。 李巍分析，保险资管凭借长期视野、稳健风格和跨周期配置能力，在为保险主业提供坚实支撑的同时， 也在大资管格局中逐渐展现独特而重要的影响力。当前，保险资管行业面临两个重要命题：一是如何 在"低利率、高波动"环境中实现稳定可持续的投资收益，以匹配负债的长期属性与刚性成本；二是如何 在高度不确定性的环境中准确识变、科学应变、主动求变，推动行业行稳致远。 结合实践探索，李巍分享了保险资管稳健发展与识变应变的思考。一是立足行业属性，在功能定位与错 位发展中坚守本源。他表示，宏观经济转型、行业功能强化与财富管理格局演变，共同构成了保险资管 发展的三大驱动力。保险资管既要坚守服务国家战略、保险主业与财富管理需求的三重使命，也要在顺 应经济发展大势中把握机遇，在强化资产负债匹配中筑牢防线，在坚守稳健投资与多元竞合中找准差异 化发展路径，实现与实体经济共发展、与资本市场同成长的价值追求。二 ...

在2026年米兰科尔蒂纳冬奥会备战的关键时刻，这场"奥运伙伴迎接自己的冠军伙伴"，只为一件事—— 互相鼓劲儿，约定米兰"顶峰"见。 "老伙伴"到访：奥运伙伴与冰雪冠军的"双向奔赴" 谷爱凌与蒙牛的合作远非一纸合约，更是一场携手同行。这既是蒙牛作为奥林匹克全球合作伙伴与冰雪 冠军的双向奔赴，也是双方在"天生要强"精神上的共鸣与共勉。一位是持续为运动员和消费者提供"冠 军品质"营养保障的乳业巨头，一位是在国际赛场上不断突破、闪耀世界的冰雪冠军。 分时图 日K线 周K线 月K线 14.77 0.00 0.00% 0.54% 0.34% 0.20% 0.00% 0.20% 0.34% 0.54% 14.69 14.72 14.74 14.77 14.80 14.82 14.85 09:30 10:30 12:00/13:00 14:00 16:10 0 26万 52万 79万 12月2日，北京蒙牛数科公园新工区迎来了一位"老伙伴"——奥运冠军、蒙牛品牌代言人谷爱凌。这是 双方携手六年来，谷爱凌首次到访蒙牛，这也是她第一次到访合作伙伴公司。 蒙牛乳业 本次到访，谷爱凌不仅参观蒙牛工区，向员工送上福利；还来到了蒙牛酸奶店 ...