6月14日傍晚，同济大学2025届学生毕业典礼在四平路校区一·二九运动场开幕。到任第二天，同济大学 校长、中国科学院院士杨金龙以《坚持长期主义，做一个与祖国同行的奋斗者》为题发表讲话。 同济大学 校长、中国科学院院士杨金龙 同济大学供图 "长期主义是一种面向未来的战略定力；长期主义是我们构筑硬核实力的基石；长期主义是我们实现持 久幸福的源泉。"杨金龙表示，面对"长期愿景"与"阶段目标"的张力，如何克服浮躁心态和短平快的诱 惑，坚持长期主义，是值得大家深入思考的人生命题。 如何在纷繁复杂、快速变化的时代洪流中，坚持长期主义？杨金龙提出三点寄语。 第一，坚持长期主义：在时代浪潮中洞见未来。长期主义不是随波逐流的盲目坚持，而是在洞见未来趋 势与明晰自身定位后，选择内心所爱，坚定投身于那些难而正确的事业。坚持长期主义，首要之务在于 以战略眼光和宏观视野把握发展大势，找到正确的奋斗方向。 第三，坚持长期主义：在同舟共济中合作共赢。孤帆远航，难以抵御惊涛骇浪；单打独斗，难以穿越漫 长的航程。在通往星辰大海的漫长征途中，惟有同舟共济者，方能行稳致远；惟有合作共赢者，方能抵 达那真正值得期待的远方。 "希望你们怀揣长期主义的 ...

Core Insights - LABUBU has become a cultural phenomenon among young people, serving as an emotional outlet and a medium for cultural identity, while also igniting a new consumer chain that connects design, manufacturing, social interaction, and content [1][3] - The rapid rise of LABUBU is attributed to the "emotional economy," which has allowed this niche industry to expand globally through long-term strategies and cultural recognition [3] Group 1: LABUBU's Popularity - LABUBU achieved significant auction success, with a unique mint green version selling for 1.08 million yuan at a spring auction, highlighting its exclusivity and desirability [4] - The character is part of the "THE MONSTERS" series by Pop Mart, designed by Hong Kong designer Long Jia Sheng, and has a unique aesthetic that combines cuteness with a rebellious spirit [6] - The global launch of the LABUBU 3.0 series in April 2024 led to overwhelming demand, with products selling out quickly in various international markets, including the U.S. and the U.K. [8][10] Group 2: Emotional Consumption Trends - LABUBU's success is driven by a combination of celebrity endorsements, social media influence, blind box sales, and brand collaborations, creating a multifaceted marketing approach [10] - In 2024, Pop Mart's total revenue reached 13.038 billion yuan, with the "Monster" series generating 3.04 billion yuan, marking a 726.6% increase year-on-year [12] - The appeal of LABUBU lies in its ability to provide emotional value to consumers, reflecting a shift towards personal expression and the deconstruction of traditional toy roles [12] Group 3: Global Expansion - LABUBU has gained international recognition, becoming a top search term during overseas shopping events, indicating its growing global presence [16] - The rise of cross-border e-commerce has facilitated the global reach of Chinese brands, with LABUBU exemplifying this trend by connecting with consumers worldwide [16][19] - LABUBU's success represents a broader movement of Chinese IPs gaining traction globally, showcasing the potential for cultural exchange and emotional resonance [17][19] Group 4: Long-term Strategy - Pop Mart has been in the toy industry for 15 years, emphasizing a long-term approach to brand development and consumer engagement [20] - The company's commitment to a "slow company" philosophy has allowed it to build a loyal fan base and maintain control over its brand identity [21] - The success of LABUBU reflects a shift in the cultural industry towards high-quality, meticulously crafted products that resonate with consumers [23][25] Group 5: Cultural Impact - The rise of LABUBU signifies the growing importance of cultural elements in modern consumer products, merging traditional Chinese aesthetics with contemporary trends [25] - LABUBU serves as a cultural ambassador for Chinese IPs, demonstrating the potential for original creations to gain international recognition [27]

Group 1 - Wang Ning has become the new richest person in Henan with a net worth approaching 146.7 billion yuan, holding approximately 48.73% of Pop Mart's shares [1] - Wang Ning's entrepreneurial journey began over a decade ago, showcasing a steady growth rather than a sudden rise to fame [2][4] - The story of Wang Ning reflects a commitment to long-termism and the original entrepreneurial spirit [6] Group 2 - The company believes that the trend of collectible toys (潮玩) is not a fleeting phenomenon but a long-term category, similar to established markets in Japan and the US [8] - Pop Mart is positioned as a global leader in the collectible toy industry, having developed a unique business model that combines art and commerce [9][11] - The company has spent ten years refining its operations and management, resulting in a high standard of customer experience [12][13] Group 3 - Pop Mart has created a new market for adult collectible toys, which was previously considered unrealistic, by establishing its own channels and infrastructure [15][16] - The company emphasizes the importance of a strong team built over years of collaboration and mutual understanding [25][26] - Wang Ning's leadership philosophy focuses on creating a great company that prioritizes ideals over mere profit [20][21] Group 4 - The company aims to maintain a grounded culture despite its financial success, encouraging team members to remain humble and focused [24] - Pop Mart's team consists of highly educated individuals, with a significant portion having long-term affiliations with the company [25][27] - The brand's value is built on a consensus among consumers, similar to how art gains value through collective recognition [30][31]

Core Insights - The current trend in supermarkets is focused on "transformation," with many traditional supermarkets looking to the successful model of "Fat Donglai" to boost their sales [1][2] - The success of Fat Donglai has brought new vitality to traditional supermarkets, evidenced by increased foot traffic and sales performance [1] - However, simply replicating successful models is not a sustainable solution; supermarkets must adapt to local consumer needs for long-term success [1][2] Group 1 - Hardware upgrades are only the foundational work of transformation; understanding local consumer demands is crucial [1] - Many traditional supermarkets have entered the transformation trend with the mindset that change is necessary for survival, but some have faced challenges due to missteps in their strategies [1] - The root cause of these challenges often lies in blindly copying others and losing their unique operational characteristics [1] Group 2 - Transformation is a long-term endeavor, and the success of Fat Donglai is a result of years of dedication to service and quality [2] - Successful supermarket transformations, such as those by Aeon and Sam's Club, have taken years to evolve from large stores to community service providers, integrating deeply into consumers' lives [2] - The shift in traditional supermarkets from focusing on products to prioritizing consumers is becoming increasingly evident, highlighting the need for a balance between refined management and scaled operations [2]

Core Viewpoint - The article discusses the evolution and strategic initiatives of Beike in the real estate industry, highlighting its transition from a seller's market to a buyer's market and the importance of its platform model in supporting real estate agencies and stores during challenging times [2][3]. Group 1: Company Evolution and Market Position - Beike launched 7 years ago, connecting approximately 17,000 stores and becoming the first true platform company in the real estate sector [1]. - Initially, the real estate market was a seller's market, but it has shifted to a buyer's market, increasing the importance of positive ecology and service capabilities for industry players [2]. - As of December 31, 2024, Beike's active store count reached 49,693, demonstrating growth even during the industry's toughest four years [3]. Group 2: Strategic Initiatives and Ecosystem Development - Beike has implemented the "1+5个2" strategy, focusing on co-building ecosystems with stakeholders, enhancing service quality, and establishing a governance system through regional councils [3][13]. - The company allocated approximately 90 million yuan last year to empower stores, with plans to increase this to 400 million yuan, emphasizing mechanism construction and service commitments [5]. - Beike introduced a store points system to reward performance and collaboration, while also implementing a dual guarantee mechanism for service quality [13][21]. Group 3: Challenges and Responses - The real estate market has presented three main challenges for agencies: significant changes, slow transaction rates, and management difficulties [12]. - Beike's response to market volatility includes enhancing support for store owners and addressing their core needs for income and management assistance [11][13]. - The establishment of the "Store Owner Direct Line" has facilitated communication and feedback from store owners, allowing for continuous service and product optimization [19][20]. Group 4: Long-term Vision and Investment - Beike emphasizes the importance of continuous investment in technology and service quality to address the dual issues of poor consumer experience and unstable B-end survival [23]. - The company believes that maintaining investment reflects confidence in the future and is essential for long-term success in the industry [22][23]. - Beike's approach integrates both B-to-B and B-to-C services, focusing on enhancing the capabilities of service providers and improving customer satisfaction through a comprehensive ecosystem [23].

Core Viewpoint - The article discusses the evolution of Beike as a platform company in the real estate industry, highlighting its strategies to adapt to market changes and support its network of stores and agents amidst a shift from a seller's market to a buyer's market [2][3]. Group 1: Company Evolution and Strategy - Beike launched 7 years ago, connecting approximately 17,000 stores and becoming the first true platform company in the real estate sector [1] - Initially, the real estate market was a seller's market, but it has transitioned to a buyer's market, increasing the importance of positive ecosystems and service capabilities for industry players [2] - Beike's core principles include openness, connection, and reconstruction of the industry, focusing on digitalization and standardizing service experiences across different brands [2][3] Group 2: Market Adaptation and Support Mechanisms - As of December 31, 2024, Beike's active store count reached 49,693, showing growth even during challenging market conditions [3] - Beike has shifted from a "strong management" approach to a "co-building ecosystem" strategy, introducing the "1+5 two" strategy to enhance collaboration and decision-making among stakeholders [3][13] - The company allocated approximately 90 million yuan last year to empower stores, with plans to increase this to 400 million yuan, focusing on mechanism construction and service commitments [5] Group 3: Challenges and Solutions - The real estate market has presented three main challenges for brokerage stores: significant changes, slow transaction rates, and management difficulties [12] - Beike's "1+5 two" strategy aims to address these challenges by implementing a points system for stores and a dual guarantee mechanism for service quality [13][14] - The introduction of a store points system has shared 110 million yuan in value, covering around 12,000 stores, while service commitments have provided nearly 4 billion yuan in guarantees to about 7 million customers [21] Group 4: Long-term Vision and Investment - Beike emphasizes the importance of continuous investment in technology and service quality to enhance customer satisfaction and operational efficiency [23] - The company believes that true success in branding and reputation comes from making commitments and investments, reflecting confidence in the future [22] - Beike's long-term strategy involves a comprehensive approach to improving both consumer experiences and the stability of service providers, moving beyond mere transaction facilitation [23]

Core Viewpoint - Vaclav Smil argues that economic growth should not be pursued unconditionally, as it relies on complex logistics rather than mere technological advancements, and that the current food production system is capable of meeting human needs, but waste and mismanagement are significant issues [1][4][5] Group 1: Economic Growth and Environmentalism - Smil critiques extreme environmentalists' doomsday rhetoric, suggesting that the focus should be on food waste rather than dietary restrictions [4][5] - He emphasizes that the current food production can provide 3000 kilocalories per person daily, with one-third of food wasted, highlighting the inefficiency in food distribution rather than production [4][5] - The book discusses the importance of agriculture as the foundation of human society, arguing that alternative food sources cannot replace traditional farming [4][6] Group 2: Food Production and Consumption - Smil's new book addresses the potential dangers of trendy diets that neglect traditional agriculture, warning that such trends could lead to future food shortages [5][6] - He provides data on the caloric needs of adults, arguing that low-carb diets could jeopardize food security if widely adopted [5][6] - The book explores the historical reliance on agriculture over hunting, citing anthropological studies that show the limitations of foraging for sustaining large populations [4][6] Group 3: Class and Food Security - Smil raises concerns about the disconnect between wealthy individuals' dietary choices and the food security needs of the larger population, suggesting that environmentalism often overlooks the basic needs of the poor [8][9] - He critiques the notion that organic farming is inherently better for the environment, pointing out that it often cannot meet the demand compared to conventional farming [8][9] - The discussion includes the economic implications of agricultural labor, noting that a significant portion of the population is engaged in agriculture, yet it remains undervalued compared to other sectors [8][9]

廿三载风华正茂，银河基金以"好人举手第一家"的开拓精神起步，在公募行业的浪潮中稳舵前行。从2002年6 月14日成立至今，从行业首批市场化基金公司到如今的千亿级资管机构，银河基金秉持长期主义理念，以"精 业笃行"的投研实力、"与时偕行"的战略视野，书写着公募基金服务实体经济与居民财富管理的时代答卷。 投资时间网、标点财经研究员 齐文健 巴菲特曾说："时间的妙处，在于它的长度。"这句话同样适用于公募基金公司的发展。 2002年6月14日，银河基金作为证监会按照市场化机制批准成立的第一家基金管理公司，一经面世便备受关 注。二十三载精耕细作，银河基金始终坚持长期主义理念，以专业能力为舵、以创新为帆，在服务居民财富 管理和实体经济发展中双轮驱动，公司精心构筑"权益为矛、固收为盾、量化为翼"的投研体系，打造覆盖全 市场、全周期的产品矩阵，将社会责任深度融入经营基因。从行业拓荒者到价值守护者，银河基金用二十三 年的坚守与突破，谱写了一曲"专业立基、创新赋能、责任铸魂"的资管华章。 廿三奋进，交上亮眼成绩单 2002年8月15日，银河基金旗下首只公募基金——银河银丰（后转型为银河研究精选混合）正式启航。在此之 后的20多年 ...

Group 1 - The "Flow" initiative aims to promote cultural dialogue and collaboration between Shanghai and global cities through interactions along rivers, enhancing mutual learning and progress [1][2] - The second season of the initiative took place in London, focusing on topics such as waterfront renewal, financial cooperation, technological innovation, and cultural exchange [2][3] - Participants emphasized the importance of community involvement and collaboration in urban development, highlighting the need for effective governance to improve river conditions [2][3] Group 2 - The forum facilitated discussions on financial development, urban renewal, and sustainable development, fostering resonance and empathy among international participants [3][4] - The initiative has led to cultural exchanges, such as the Shanghai Mint showcasing traditional Chinese culture in London, and the integration of art, food, and history to enhance city connections [3][4] - The commitment to long-term dialogue was reaffirmed, with plans for continued discussions and collaborative projects between Shanghai and London, as well as other global waterfront cities [4][5] Group 3 - The London dialogue highlighted the potential for collaboration between high-growth UK enterprises and Shanghai, emphasizing financial and innovation synergies [5] - The "Flow" initiative is set to continue for five years, with future dialogues planned with multiple world-class waterfront cities, aiming for ongoing cultural and economic exchanges [5]

与其"跟风"，不如"造风"。在未来，新能源车行业更需要一种"长期主义"的格局，在价值创造的过程 中，找到擅长的方向和赛道，跑得更远更稳更好 这段时间有朋友准备入手新能源车，去4S店试驾新车，一直在考虑到底买哪款。没过几天，待选的几 款车型全部降价。朋友一方面感慨"省钱了"，一方面又更加不敢出手，"怕买贵"。汽车论坛里，不少老 车主吐槽遭遇"价格背刺"：提车两个月，降价两万元，新款上市直接变"绝版车"。在新能源车消费市 场，"买得越早，亏得越狠"的尴尬为何挥之不去？ 在"日日有新款"的今天，设计感、个性化、高性能、强售后，也是消费者购置新车时必须考量的因素。 看中驾驶感的消费者在意的是百公里加速时间、高速动力输出水平；喜欢酷炫风的消费者则关心智能化 的辅助功能、未来感的交互界面；还有不少消费者更乐意为"颜值"买单，他们研究内饰的线条、轮毂的 造型，就连车漆与牌照颜色能不能搭配得和谐，都得纠结大半天……面对消费观念的转变、消费偏好的 调整，单靠"低价输出"，只会让车企陷入"越造越赔""增收不增利"的困境。 不久前，中国汽车工业协会发布《关于维护公平竞争秩序促进行业健康发展的倡议》，引导车企比 拼"价值"不卷"价格 ...