酒业分析师蔡学飞说，控量稳价意在缓解经销商因价格倒挂面临的库存与资金压力，维护渠道稳定，使利益分配回归理性，从而引导资源从囤货炒作转向真 正服务消费者。 茅台酒的市场化转型将从价格与营销两方面展开。在价格体制市场化方面，一是调整产品结构，回归以500ml飞天茅台为"塔基"、精品与生肖酒为"塔腰"、 陈年与文化酒为"塔尖"的"金字塔"体系，二是尊重市场规律，让价格随行就市，严防炒作。 据上述经销商介绍，飞天茅台、精品茅台与陈年茅台因价格差异，各自面向不同的消费者和消费场景。以往的进货模式是配额捆绑（如进货飞天茅台需搭配 精品茅台等产品），经销商被动接受配额。现在这一模式正在变化，转向以客户需求为导向，经销商可依据自身客户结构，主动规划产品。 在营销体制市场化方面，陈华说，茅台集团正在构建线上线下融合的渠道网络，经销商要在维护原有客群的同时，更加聚焦家庭消费、友情消费、商务消 费，变"坐商"为"行商"，积极主动寻找和拓展新的客群，发现新的消费场景。 酒业营销专家肖竹青调研发现，过去消费茅台酒主力人群是房地产上下游老板、大基建老板和金融行业高管，如今新团购客户来自互联网、人工智能企业， 茅台某省销售公司新发展团购客 ...

21记者了解到，为此茅台2026年将适度减少高附加值产品（即普茅之上的非标产品）投放量，更加精准地界定普茅、精品、陈年等产品面向的 不同客群和消费场景，靶向施策开展相关市场活动和品牌宣传，打造更加稳固的"金字塔"型产品体系。另外将根据市场供需实际，动态平衡产 品投放量，确保产品结构更加合理、稳固。（21世纪经济报道） 陈华透露，将"以消费者为中心、推进市场化转型"作为茅台酒2026年市场营销工作的首要任务，目的是通过一系列市场化改革措施，让消费者 能够公平、快捷、保真地买到茅台酒。总的原则和目标是以消费者为中心，坚持市场化、法治化、科学化，通过线上线下协同发力，推动茅台 酒实现市场投放精准科学，产品价格平稳有序，渠道生态持续向好，消费端触达能力显著增强，服务水平大幅提升，努力构建供需适配、量价 平衡的良好格局。 产品投放策略方面，会上明确，2026年将巩固茅台酒金字塔产品结构，继续维护好普茅市场主力竞争者的角色，精品茅台将成为普茅之上的又 一款大单品，陈年茅台关键在于维护好高端价值。 南方财经12月28日电，2026年贵州茅台酒全国经销商联谊会于28日下午举行。 21记者在现场了解到，茅台集团党委书记、董事长 ...

【#茅台推进市场化转型#】#茅台推动产品价格平稳有序#12月28日，在"坚持以消费者为中心，全面推 进茅台酒营销市场化转型"贵州茅台酒全国经销商联谊会上。茅台集团党委书记、董事长陈华表示， 将"以消费者为中心、推进市场化转型"作为茅台酒2026年市场营销工作的首要任务来抓，目的是通过一 系列市场化改革措施，让消费者能够公平、快捷、保真地买到茅台酒。总的原则和目标是以消费者为中 心，坚持市场化、法治化、科学化，通过线上线下协同发力，推动茅台酒实现市场投放精准科学，产品 价格平稳有序，渠道生态持续向好，消费端触达能力显著增强，服务水平大幅提升，努力构建供需适 配、量价平衡的良好格局。（新华网） ...

炒股就看金麒麟分析师研报，权威，专业，及时，全面，助您挖掘潜力主题机会！ 新浪声明：此消息系转载自新浪合作媒体，新浪网登载此文出于传递更多信息之目的，并不意味着赞同 其观点或证实其描述。文章内容仅供参考，不构成投资建议。投资者据此操作，风险自担。 他也强调，2026年市场营销总的原则和目标是：以消费者为中心，坚持市场化、法治化、科学化，通过 线上线下协同发力，推动茅台酒实现市场投放精准科学，产品价格平稳有序，渠道生态持续向好，消费 端触达能力显著增强，服务水平大幅提升，努力构建供需适配、量价平衡的良好格局。 据《酒价内参》显示，飞天茅台近五日终端成交价稳定在1816-1827元；精品茅台价格则在五日内上涨 114元，由2281元一路涨至2395元，涨幅达5%。 12月28日，2026年茅台经销商大会于下午召开。茅台集团党委书记、董事长陈华公开了茅台酒2026年市 场营销的首要任务，即"以消费者为中心、推进市场化转型"。 ...

近日，多家媒体及市场调研机构信息显示，尽管受周期性需求波动及宏观环境影响，飞天茅台终端价出 现短期波动，但这属于行业调整期的阶段性现象。整体来看，其价格保持稳定，市场韧性显著，长期价 值逻辑并未发生根本改变。 这一表现的背后，既得益于近期国家层面释放的扩大消费政策利好，也与茅台自身优化供给、强化渠道 协同的主动作为密不可分。作为行业龙头，茅台的稳价举措不仅巩固了自身市场体系，也为白酒行业健 康稳定发展注入了信心。 市场观察：价格窄幅波动，整体中枢企稳 作为白酒市场的风向标，飞天茅台的价格变动始终牵动行业神经。根据近期多家券商及行业媒体对全国 多地经销商的调研反馈，飞天茅台等核心产品在年末旺季呈现整体平稳、窄幅波动的特征。 目前，飞天茅台价格处于波动行情，部分区域价格表现活跃。12月中旬，西南地区多家终端店报价显 示，散装飞天茅台终端价约为1650元至1700元，原箱价则在1660元至1720元区间，较前一段时间有明显 回暖。 新浪财经"酒价内参"12月18日数据显示，飞天茅台终端零售价当日报价1827元/瓶，较前一日微涨5元。 进一步观察十日价格走势可见，其波动幅度基本控制在20元左右，整体涨幅有限。 此外， ...

12月5日，东营市政府新闻办召开"高质量完成'十四五'规划"系列主题新闻发布会第十五场。东营市国 资委党委书记唐新军就东营市国资国企在开拓市场、增强企业活力方面做了哪些工作，回答记者提问。 大众网记者 赵奕宁 东营报道 树牢市场转型理念。开展了市场化经营机制改革，推进企业实现经理层成员任期制契约化管理和中层管 理人员竞争上岗，激发企业内部活力。各市属企业摒弃等、靠、要思想，想方设法抓经营、提收益，自 觉由政府平台向市场化主体转型，积极扩大有效投资，以2025年为例，市属企业共投资项目27个，实际 完成投资额34.19亿元，战新产业投资占比达56%，开拓了低空经济、人工智能、绿色环保等新的业务 领域，发展质量活力持续提升。 树牢抱团取暖理念。东营市国资委鼓励市属企业之间相互合作，支持市国投集团、市城建集团、市财金 集团共同成立绿色锂电新材料产业基金，市文旅集团、市城建集团共同投资园博园研学项目，市国投集 团和市城建集团共同成立低空公司等，推动市属企业间形成了凝心聚力、协同发展的良好局面。 唐新军介绍，五年来，东营市属企业市场化转型意识逐步提升，市场活力和竞争力明显增强。 树立服务发展理念。为适应新形势下国企发展 ...

Core Viewpoint - The transformation of urban investment companies (城投公司) from government financing platforms to modern state-owned enterprises is accelerating, driven by policy changes and market pressures [1][2][5]. Group 1: Factors Driving Transformation - A total of 210 urban investment companies have shed their roles as local government financing platforms from January to August 2025 [1]. - Policy initiatives aimed at reducing local government hidden debt risks have mandated urban investment companies to divest their financing functions [1]. - Increasing financing pressures and regulatory constraints have compelled many urban investment companies to exit the platform model to access broader financing channels [1][5]. Group 2: Characteristics of Companies Exiting the Platform - Companies opting to exit the platform primarily hold credit ratings of AA and AA+ and are mainly at the county-level administrative tier [1]. - The majority of these companies are located in economically developed regions with stringent debt management, such as Jiangsu, Zhejiang, Chongqing, and Shandong [1]. Group 3: Market-Oriented Transformation - Urban investment companies must focus on sectors that directly create new growth points, moving beyond traditional infrastructure projects to modern service industries that enhance consumption and improve livelihoods [2]. - Successful examples of transformation include companies diversifying into advanced manufacturing and modern services, thereby shifting from passive development to proactive engagement in emerging industries [3]. Group 4: Enhancing Operational Capabilities - The key to successful transformation lies in improving the "self-sustaining" capabilities of urban investment companies, allowing them to operate independently of government support [4][6]. - Future strategies include strengthening data governance, enhancing collaboration with technology firms, and optimizing service ecosystems to stimulate market vitality [6]. Group 5: Policy Support for Transformation - Experts emphasize the need for clear and detailed transformation policies to guide urban investment companies [7]. - Recommendations include easing market financing restrictions, providing diversified financing channels, and favoring market-oriented urban investment companies in resource allocation for infrastructure projects [7].

Core Viewpoint - The establishment of the Shanghai Lingang Economic Development Promotion Co., Ltd. marks a significant step for Lingang Group in enhancing its specialized and market-oriented investment attraction capabilities, aimed at promoting high-quality economic development in Shanghai and the Lingang New Area [1][5]. Group 1: Purpose of Establishing the Promotion Company - The new specialized investment promotion platform is essential as the traditional era of competing on rent and policies has ended, necessitating a focus on professional investment capabilities to deepen industry engagement and resource integration [2]. - Lingang Group has faced challenges such as low industry aggregation, limited project sources, and insufficient enterprise stickiness, which necessitated the creation of a professional and market-oriented investment team to overcome development bottlenecks [2][3]. Group 2: Strategic Direction and Mission - The Lingang Economic Development Promotion Co. is positioned as an "integrated service provider" and "general operator," with a mission to serve as a model for the group's transformation and to accelerate the shift from construction to industry cultivation [3]. - The company aims to establish competitive and flexible incentive mechanisms and asset management strategies, focusing on attracting significant projects and enhancing operational efficiency [3]. Group 3: Strategic Partnerships - The company signed two major strategic cooperation agreements during its unveiling, one with the Shanghai Investment Promotion Service Center, focusing on collaborative efforts in industry mapping, ecosystem building, and project implementation [4]. - Another agreement was made with the Shanghai Lingang New Area International Investment Development Co., emphasizing cooperation in key sectors such as new energy vehicles and aerospace, along with establishing information-sharing mechanisms [4]. Group 4: Organizational Changes and Future Outlook - The establishment of the Lingang Economic Development Promotion Co. is part of a broader reform initiative within Lingang Group, which has already redirected over 40% of its human resources towards investment services [5]. - This move signifies a new phase for Lingang Group in enhancing industrial capabilities and supporting regional development strategies [5].

Group 1 - The meeting between the general managers of China Energy Group and China Datang Group focused on deepening cooperation and communication between the two companies [1][3] - China Energy Group is transitioning from a "large and complete" model to a "strong and superior" model, emphasizing sustainable growth and high-quality development [3] - Both companies aim to collaborate in areas such as coal supply, clean and efficient coal utilization, technological innovation, and industrial control systems [3] Group 2 - China Datang Group expressed gratitude for the support received from China Energy Group and shared its development plans and project construction status [3] - The two companies have a solid foundation for cooperation, with significant achievements and broad opportunities for further collaboration [3] - The focus of the partnership includes coal trade, resource exchange, and information technology development to enhance mutual benefits and contribute to high-quality development [3]

Group 1 - The core issue is the drastic decline in U.S. soybean orders from China, dropping from 25 million tons annually to nearly zero by 2025, causing significant distress among American farmers [1][4] - In contrast, Brazil has seen a surge in soybean orders from China, with 8 million tons purchased in September alone, highlighting a shift in global soybean trade dynamics [1][4] - The U.S. agricultural sector is facing severe challenges, with soybean prices hitting a five-year low at $10.10 per bushel, below the production cost of $11, leading to over 1,200 family farms filing for bankruptcy protection in the first half of 2025, the highest in a decade [4][14] Group 2 - The U.S. soybean industry is calling for the reopening of the Chinese market, emphasizing the need for free trade, but political decisions have tangible consequences for farmers [6] - The European Union is also considering sanctions against China, but internal divisions among member states have stalled the implementation of these measures [6][8] - China is diversifying its energy partnerships and increasing soybean imports from Brazil and Argentina, which now account for over 70% of its total imports, reshaping the global soybean trade landscape [4][10] Group 3 - Chinese enterprises are accelerating innovation and market transformation in response to external pressures, with a goal to increase domestic soybean production by 50% by 2030 [10][12] - A significant portion of Chinese companies are focusing on core competencies and improving management efficiency to navigate the challenging business environment [12] - The trade restrictions imposed by the West have led to substantial losses for domestic companies, particularly in the U.S. and EU, where industries are struggling to find alternative markets [14][15]