2025年单日客流近23万 ，创2017年开业以来客流新高。 这里到底藏着什么？除了持续迭代的场景、首店，层出不穷的精彩活动，合生汇为什么成功？ 【高效协同，每天做好100件小事】 北京朝阳合生汇面积超20万方，每天接待超10万客流，高峰期甚至每日进20万客流。很少被媒体报道、 提及的运营难题是：如此庞大的流量与体量，安全秩序、环境卫生、设施载荷如何保持流畅？ 从物业的到IT数字化运营，人力、财务体统的高效协同与稳定运转是合生汇强大稳定的基本盘。面对当 前市场、技术的机遇与挑战，确保业绩的高效执行，而非流于"战略"，组织能力的升级和支撑至关重 要。 合生汇周边是CBD和几十个成熟的住宅小区，半小时地铁能直达多所高校、北京四大铁路枢纽和环球 影城。这意味着它每天都在接待各种 "不一样的人"：游客、大学生、附近的居民…… 而合生汇呢，就为每个群体，都提前做了特别考虑——每个主要入口都有行李寄存箱、家庭刚需的母婴 室、毛孩子爸妈的宠物推车、凭学生证享有的专属优惠、老年人的专属服务、甚至是为商户在运营低峰 举办的活动…… 北京，2026年01月02日 - 北京朝阳合生汇近日宣布其2025年度业绩突破85亿，创下全新的 ...

在跨境电商从"机会导向"转向"能力竞争"的阶段，制造型企业开始重新定位全球角色。对插排等基础用电产品而言，海外拓展不仅依赖持续需求，更取决 于对各国标准的适配能力，以及合规、供应链和长期运营的综合实力。 这家武汉企业正是在这一背景下布局跨境业务。2018年前后，管理团队系统研究跨境电商模式，选择以亚马逊为主要出海渠道，从英国起步，逐步拓展至 欧美等国家，并在实践中实现了从试水到多国稳定销售的转变。 清晨的武汉，厂区与办公室同时运转：产线上，插座外壳完成装配与测试；屏幕上，不同国家的订单数据持续刷新，时间轴横跨欧洲和北美。就在这里， 一根普通的电源线被送往全球家庭。 创通易购主营插座这一高度标准化的产品，却已将业务覆盖到十多个海外国家。它并未依赖传统外贸体系，而是围绕亚马逊，搭建起直面海外消费者的跨 境电商路径，在清晰的规则和稳定的反馈中，持续推进增长。 创通易购运营经理刘云锦 时间回到2018年前后。对创通易购运营经理刘云锦来说，跨境电商真正变得"具体"，来自身边人的变化。他注意到，社交圈里一些朋友在亚马逊创业，从 两三人的小团队起步，在两三年内扩张至几十甚至上百人，年营收做到十几亿元。这种清晰可见的成长轨迹 ...

Core Insights - The automotive market in 2026 is predicted to return to fundamentals, moving away from low-level competition based on price to innovation-driven growth [2] - In 2025, the domestic automotive market saw a significant shift, with R&D investment from car manufacturers increasing by 32.94% year-on-year, indicating a focus on innovation [2] - Key changes in the automotive industry include rational public attitudes towards intelligent driving, a return to safety, quality, and reliability as core attributes, and a focus on companies that invest in R&D and innovation [2] Group 1: Lynk & Co Performance - In 2025, Lynk & Co achieved impressive sales, with annual sales surpassing 350,000 units, a year-on-year increase of 22.8% [4] - The Lynk 900 model performed exceptionally well, selling over 50,000 units within six months of its launch, ranking among the top three in the full-size hybrid SUV segment [7] - The brand's three-year depreciation rate stands at 54.58%, with several models topping their respective segments, indicating strong market recognition and user satisfaction [8] Group 2: Brand Positioning and Strategy - Lynk & Co's average selling price exceeded 200,000 yuan, surpassing traditional joint venture brands like Toyota and Honda, reflecting its successful high-end positioning [9] - The brand emphasizes long-termism and high-value products, avoiding low-quality price wars, and focusing on safety and technological innovation [15] - The shift from price competition to value competition is evident, with consumers increasingly prioritizing safety, quality, and reliability over price [16][17] Group 3: Technological Advancements - In 2025, Lynk & Co entered the Intelligent 2.0 era, offering advanced driving assistance and smart cockpit features across multiple models, catering to mid-to-high-end users [17][18] - The brand's commitment to safety and quality is demonstrated through rigorous testing and high safety ratings, enhancing its market visibility [13][14] - The integration of user data from over 7.2 million app users helps optimize product definitions and supports the iterative development of technology [22] Group 4: Market Dynamics and Future Outlook - The competitive landscape in the automotive market is intensifying, with the top 10 manufacturers capturing 61.9% of the market share in 2025 [20] - Lynk & Co's overseas sales exceeded 30,000 units, focusing on high-end hybrid models, and expanding into 31 international markets [23] - The company is building a self-reinforcing business loop where technological investments translate into product strength, which in turn attracts high-quality users and drives further technological advancements [23]

解码背后的深度陪跑者——金鼎资本。 来源 / 金鼎资本 2 0 2 5 年 末 ， 一 桩 发 生 在 科 技 产 业 链 的 并 购 案 ， 引 起 了 市 场 的 广 泛 关 注 ： 全 球 高 端 PCB 龙头企业鹏鼎控股宣布，已经通过"增资+转股"方式完成了对汽车传感器企业华阳科技 的控股收购，交易对价为3 . 5 7亿元。 （左一：华阳科技副董事长徐荣灿先生；左二：华阳科技董事长 & 总经理朱荣惠先生；中间：鹏鼎 控股总经理林益弘先生；右二：鹏鼎控股财务长萧得旺先生；右一：金鼎资本 创始合伙人何富昌 先生） 一方是市值千亿的产业巨擘，另一方是低调深耕、从未接受过外部融资的"专精特新"小 巨人。两者的结合，不仅被视为PCB龙头向汽车电子领域纵深发力的关键一步，也为华 阳这类技术型公司打开了一条借助产业资本实现跨越式发展的新路径。 然而，当外界将目光聚焦于交易双方的协同效应与未来前景时，一个隐于公告背后的关 键角色——金鼎资本，逐渐浮出水面。与承担"牵线搭桥"作用的普通财务顾问不同，金 鼎资本在此次交易中展现了一种更深度的介入模式，从标的发现、买卖双方对接，到交 易方案设计，直至最终落地，金鼎完成了一次 ...

一直以来，网上都流传着一句辛辣的调侃："难道你家有皇位要继承？" 这话听着像玩笑，可若真有"皇位"摆在眼前呢？对于那些世代积累的"老钱"家族，他们又会如何培养自己的继承人？ 最近，一份针对全球亿万富翁的调查报告，为我们揭示了几个出人意料的发现。 正主动拆掉为孩子铺好的金砖路？ 为何资本雄厚的父母们， 不久前，全球顶级财富管理机构瑞银集团发布了2025年《亿万富豪雄心报告》（ UBS Billionaire Ambitions Report 2025）。 这份深入访谈了全球87位亿万富翁的最新调研发现，全球最富有的家族正在悄然改变他们对下一代的期待。 超过八成（82%）的受访富豪表示，他们最大的愿望并非子女直接继承家业，超过三分之二（67%）的富豪，更鼓励孩子追求自己的个人兴趣。 这与公众想象中"豪门内定接班人""富二代空降董事会"的传统剧本截然不同。手握资源的超级富豪们似乎正集体转向，主动拆除那条早已为孩子铺就 的"金砖路"。 那么，他们到底在担心什么？又想把孩子培养成什么样的人？ 新旧财富加速流动 "优先级"重新排序 答案，或也写进了这份最新的全球财富报告里。 在中国内地，这股新生力量表现得更为明显。得益于 ...

美沃门窗董事总经理李阳 内部"耕耘"：效率革命奠定成本优势与市场韧性 面对行业整体增长放缓，美沃将2025年的出牌战略核心定义为"耕耘"——回归企业运营的基本面。李阳 认为，在存量博弈中，企业首先需要的不是突击猛进，而是极致的务实。美沃将重心置于内部效率的全 面提升：通过优化生产流程提升人均产出、通过精细化管理提高原材料利用率、通过供应链优化缩短交 货周期、通过加快库存周转降低资金占用。这套"效率组合拳"的最终目的，是实现成本的领先。 "把奔驰卖成丰田的价格"，李阳如此形容其目标，即通过后台运营体系的精益化，将节省的成本转化为 给经销商的更有竞争力的价格支持和给消费者的"高质低价"产品，从而在终端市场构建坚实的生存与竞 争壁垒。这套向内求索的"基本功"，成为美沃应对外部不确定性的第一层压舱石。 赋能"务实"：流量托管取代陪跑破解经销商转化难题 在渠道赋能端，美沃摒弃了流行的"陪跑"与泛化培训模式，转向更务实、更落地的"流量托管"解决方 案。李阳清醒地认识到，绝大多数经销商的核心能力在于产品讲解与落地交付，而非内容创作与流量运 来源：环球网 2025年，中国家居行业处于市场端、消费端、政策端等多重变革交织的关键 ...

老方说华为公司的创业成功主要有三点： 1、时代机遇是首要的，如果不是1987那个时期，不是在深圳，不是社会和行业的变化，那一个白手起家的公司要想在通信行业做到世界一流是不 可能的。是生不逢时还是生逢其时，这点很重要。 2、有任正非这样的企业家，企业家精神是不可复制的，你有就是有，没有就是没有，所谓时势造英雄，其实也可以说是英雄造时势。 想一想，当年在深圳做小交换机代理的公司有多少？为什么最后是华为一骑绝尘了呢？我认为有很大原因在于其他公司没有任正非这样的老板， 他们或许聪明能干，但他们缺乏企业家精神。 3、华为采取了正确的策略，简单说就是聚焦主航道，对着"一个城墙口"进攻，钉子战略，压强原则，纵向突破，横向扩张，商场如战场，打胜仗 是要讲谋略和方法的。 所以老方说任正非的"成功秘诀"是公开的，能从中读懂什么看各人的悟性和本事。不过为了方便大家理解，我认为有四个字很关键，值得大家学 习领悟。 我们平常讲杀伐果断好像很简单的事情，就像古代皇帝打天下把士兵当耗材，不惜人命，让你往上冲你就必须往上冲，君要臣死臣不得不死。可 哪怕你是残酷无情，你也要考虑自己的兵力有限，同时有5个目标，你知道进攻哪个赢面更大呢？ 专心致 ...

Core Viewpoint - The article highlights the remarkable growth of Chery in the automotive industry, showcasing its strategic long-term planning and commitment to quality, which have enabled it to thrive in both domestic and international markets despite fierce competition and external challenges [1][2][3]. Group 1: Performance and Market Position - In 2025, Chery achieved total sales of 2.806 million vehicles, with exports reaching 1.344 million units, accounting for 47.9% of total sales; its new energy vehicle sales reached 904,000 units, marking a year-on-year growth of 54.9% [1][5]. - Chery has maintained its position as the top Chinese brand in passenger car exports for 23 consecutive years, entering 15 European markets and expanding into the Middle East and Southeast Asia [5][6]. - The brand's structure has been optimized, with 1.7 million units sold under the Chery brand, 620,000 units under the Jetour brand, and 187,000 units from its two new energy brands, indicating a robust and diversified product lineup [5][6]. Group 2: Strategic Approach - Chery's success is attributed to its long-term strategic investments in technology and global market expansion, contrasting with competitors focused on short-term sales [2][10]. - The company has released over 10 industry-leading core technologies in 2025, including advancements in chassis, batteries, and intelligent driving systems, showcasing its commitment to innovation [10][11]. - Chery's "oil-electric synergy" strategy allows it to offer a range of powertrain options, including fuel, hybrid, and electric vehicles, providing flexibility in response to market demands [11][12]. Group 3: Quality and Brand Reputation - Chery has been recognized as the "Five Crown King" by J.D. Power for achieving the highest ratings in new car quality, sales service, after-sales service, product appeal, and vehicle reliability among domestic brands [8]. - The company's focus on quality has earned it a strong reputation in both domestic and international markets, particularly in mature automotive markets where reliability and long-term ownership costs are critical [8][9]. Group 4: Globalization and Future Growth - Chery's globalization strategy has evolved to include local production and deep integration into foreign markets, as evidenced by its receipt of China's first "China-Europe Carbon Footprint Data Mutual Recognition" certificate [14][16]. - The company is exploring additional growth avenues, including financial services, software subscriptions, and advanced technologies like Robotaxi and humanoid robots, indicating a forward-looking approach to business development [14][16][18]. - Chery's commitment to both independent technology development and open innovation through collaborations with over 100 global universities exemplifies its balanced approach to maintaining technological sensitivity while avoiding dependency [16][19].

Core Viewpoint - The investment opportunities in 2026 lie in the transitions between "new and old," "real and virtual," and "internal and external" factors, emphasizing the importance of a balanced and research-driven approach to investing [3][6]. Group 1: Technology Innovation - The first main line of investment is the transition of "technology innovation" from soft narratives to hard implementations, focusing on companies with actual products, revenue, and users rather than those relying solely on concepts [3]. - AI will continue to penetrate various industries, shifting from cloud-based solutions to edge computing, highlighting the need to invest in companies that provide core hardware and software platforms [3]. - Emerging technologies like quantum computing and brain-computer interfaces represent future technological peaks, warranting research and tracking despite their current lack of commercialization [3]. Group 2: Consumer Market - The second main line is the resilience and value reassessment within the "consumer market," which is becoming more structurally differentiated [4]. - Investment should focus on leading companies benefiting from consumer trends, such as high-end duty-free, smart home products, and domestic beauty brands, as well as traditional giants with strong brand equity and cash flow that are undergoing positive reforms [4]. Group 3: Globalization of Chinese Enterprises - The third main line involves the "outbound and globalization" of Chinese enterprises, which is becoming a second growth curve as domestic markets face saturation [5]. - Opportunities can be found in companies with strong brand recognition and channel advantages in overseas markets, as well as those in competitive industries like renewable energy and cross-border e-commerce that can secure international orders [5]. Group 4: Safe Assets and High Dividend Strategies - The fourth main line emphasizes the value of "safe assets" and "high dividend" strategies amid uncertainties such as inflation and geopolitical tensions [5]. - Assets like gold and strategic resources (e.g., copper) serve as stabilizers in investment portfolios, while companies with robust cash flow and high dividend payouts will become increasingly attractive in a potentially declining interest rate environment [5]. Group 5: Investment Strategies - The company suggests three core strategies for 2026: embracing balance over speculation, conducting deep research to avoid story-driven investments, and maintaining patience and discipline in long-term investments [6]. - A balanced allocation between aggressive tech growth and stable value defense is crucial to navigate uncertainties effectively [6]. - Long-term investment requires patience and the ability to take breaks during periods of high valuations to manage risks [6].

（原标题：巴菲特"身退，权还在"） 作者 | 王晗玉 编辑 | 张帆 当地时间12月31日，沃伦·巴菲特正式退休，结束了其执掌伯克希尔·哈撒韦投资帝国的60年生涯。 尽管卸任公司CEO，巴菲特本人仍保留着伯克希尔约29.8%的投票权。这意味着他对公司CEO等重要职 位的任免仍有最终决定权。 目前，巴菲特持有约14%的伯克希尔A类股票，但对公司重大事项拥有近30%的决定权。这一差异源于 伯克希尔·哈撒韦特殊的双层股权结构——1996年，伯克希尔开始发行"价格亲民"的B类股；同时为确保 公司控制权不被稀释，该架构设置B类股每股仅有1/10000的投票权。 设置双层股权架构，最初是为向中小投资者提供直接、低成本的投资渠道。而来到新旧管理层交棒的时 间点，这一设计又被视为巴菲特退休后，接班人团队能够继续贯彻其投资理念的一项保障。 换句话说，即使巴菲特卸任CEO，其仍能通过高投票权间接"护航"接班人团队，确保投资哲学不偏离。 新的继任者格雷格·阿贝尔接手的也不仅是一个庞大的投资帝国，而是如何管理伯克希尔账上超过3800 亿美元储备资金的"昂贵作业"——伯克希尔已连续11个季度净卖出股票，账上现金及短期国债储备达 381 ...