（来源：中华工商时报） 转自：中华工商时报 "企业是社会的一分子，只有承担起社会责任，才能实现真正的可持续发展。"这句朴实的话，是1994年 出生的青年企业家魏晓东的座右铭。作为民建会员、沧州中天金属材料有限公司总经理、沧州市睿书文 化传媒有限公司法人、河北小草餐饮服务有限公司运营经理，他凭借敢闯敢拼的劲头和脚踏实地的态 度，在健康科普、钢材贸易、团餐服务三大领域跨界驰骋，书写属于新一代创业者的精彩篇章。 深耕健康科普： "当时钢材贸易行业正经历阵痛，价格透明，利润很薄。很多人觉得这是传统行业的黄昏。但在我看 来，传统行业不是不需要了，而是需要用新的思维去重塑。"魏晓东说。"第一步，是守住根本，那就是 质量。"魏晓东深入生产一线，从原材料采购到加工绑扎，重新梳理每一个环节的标准。 以专业IP架起医患沟通桥梁 2017年，从河北科技大学制药工程专业毕业的魏晓东，没有选择进入药企实验室，而是将目光投向了当 时方兴未艾的"互联网＋健康"领域。 "大学时我就对营养学特别感兴趣，也注意到新媒体正在改变信息传播的方式。当时我发现一个很普遍 的问题，很多家长对儿童营养知识一知半解，要么盲目给孩子进补，要么陷入各种育儿误区， ...

2025年岁末，房地产市场"乍暖还寒"。 这些都是"行活"，是沉淀了几十年的经验，大概率不会出错。 但贝宸S1将之通通打破：四座楼栋打破"正南正北"而是朝向西北向，会所不配游泳池而是放乒乓球 桌和棋牌室，园林几乎"搬运"川西九寨风景，户型将动静分区做到极致，多种高性能材料和先进工艺 应用，全屋300多个智能受控设备…… 这些极致反差的背后，藏着一个完全不同的思路—— 中国商品房市场化30多年来，第一次真正用互 联网C2M逻辑，把一块土地从供给端的经验堆砌，反向拆解成需求端的细节重构。 所以，仍以传统房地产开发视角来看，看不懂、看错并不奇怪。 颠覆性重构：从"开发想给"到"用 户需要" 走进贝宸S1的375户型样板间，除了豪宅该有的尺度和奢华感，给人印象最深的一定是无处不在的智 能化体验。 这是贝宸S1依托华为鸿蒙智家系统为底座打造的"六感®智能系统"：从人体 "眼、耳、鼻、舌、身、 意"六感体验出发，光影、声音、空气、水、温湿度等影响舒适体验的要素都能被精准感知，也能在 AI调度下自由调节，让房子像人体般具备自我调节能力。 但在成都，一个新楼盘吸引了全国房地产行业的目光。业内争相讨论，社交媒体话题度居高不下， ...

B站的米粉们更是把"整活"发挥到了极致。有人重新剪辑了当年火遍全网的《Are You OK》视频，给旋律加了生日祝福的歌词。 还有UP主制作了雷军历年发布会名场面混剪，从"为发烧而生"的初心宣言，到小米汽车发布时的热泪盈眶，每一个片段都勾起 了老米粉的回忆杀。 12月16日是小米集团创始人雷军的生日。这天社交媒体直接被雷军的生日祝福刷屏！从微博到抖音，从小米社区到B站，都是米 粉自发的庆生活动。 今年的生日祝福，真的是花样百出又诚意满满。小米公司新媒体总监掐在零点送上祝福："祝雷总生日快乐，永远年轻，永远热 泪盈眶！"。 他还附上了雷军和小米YU7的合影，厂家这么带头送祝福，直接点燃了全网的庆生热情。 各地米粉一句句"我在XX，祝雷军生日快乐"的接力，让跨越山海的喜爱变得格外真切。 更有意思的是，有米粉调皮地在评论区喊："雷总生日快乐！什么时候给米粉发个红包呀"，这种带着调侃的祝福，反而透着不分 你我的亲近。 除了线上祝福，线下的仪式感也没落下。不少小米之家都布置了庆生装饰，橙色的气球、生日横幅，还有专门的祝福墙。 还有米粉带着自己收藏的小米周边去门店打卡，从小米手环到小米汽车模型，摆满了一桌子，像是在向雷军 ...

Core Viewpoint - The article discusses the competitive dynamics in the domestic air conditioning market, particularly focusing on the conflict between Midea Group and Xiaomi, highlighting Midea's recent actions against Xiaomi's service providers as a response to Xiaomi's rapid growth in the air conditioning sector [1][5]. Group 1: Midea's Actions and Market Dynamics - Midea Group has reportedly instructed its nationwide service providers to stop servicing Xiaomi and Gree, primarily targeting Xiaomi due to its immature service system in the air conditioning sector [1][5]. - The competitive landscape is described as a "Three Kingdoms" battle, with Midea facing pressure from Xiaomi's rapid market expansion and Gree's established presence [1][11]. - Midea's decision to cut ties with Xiaomi's service providers is seen as a strategic move to protect its market share and service network, which is crucial for maintaining its competitive edge [6][7]. Group 2: Xiaomi's Growth and Market Strategy - Xiaomi's air conditioning sales have surged, with a reported shipment of over 4.4 million units in 2023, marking a 49% year-on-year increase, and projections of reaching 6.8 million units in 2024 [5][6]. - The company has adopted a direct sales model, significantly reducing prices and increasing its market share, which poses a direct threat to Midea's traditional distribution channels [6][11]. - Xiaomi's strategy includes building its own supply chain and leveraging its ecosystem to integrate various smart home devices, which could disrupt Midea's traditional business model [6][11]. Group 3: Historical Context and Strategic Partnerships - The relationship between Midea and Xiaomi began in 2014 with a strategic partnership that aimed to combine Midea's manufacturing capabilities with Xiaomi's smart technology [2][3]. - Initial collaborations, such as the "i-Youth smart air conditioner," faced challenges due to misaligned strategic priorities and brand positioning conflicts [3][4]. - The turning point came in 2018 when Xiaomi launched its "Mijia Internet Air Conditioner," which directly targeted Midea's market segment, leading to a significant shift in market dynamics [4][5]. Group 4: Future Outlook and Industry Implications - The ongoing competition is expected to lead to a prolonged battle for market dominance, with Midea tightening its distribution channels as a defensive strategy against Xiaomi's aggressive pricing and market penetration [11][12]. - The article suggests that the traditional manufacturing industry is facing a critical transformation due to the disruptive influence of internet companies like Xiaomi, which challenges established business models [13][14]. - The outcome of this competitive struggle will likely reshape the air conditioning market and influence the broader home appliance industry [12][14].

日前在京召开的纪念抗战胜利80周年纪录片创作座谈会上，国家广播电视总局相关负责人表示，在 强国建设、民族复兴新征程上，纪录片担负着为国家存正史、为民族续文明的历史重任；纪录片从业者 要围绕重大主题和重要节点，打造覆盖各个领域的纪录片百科全书。 在纪念中国人民抗日战争暨世界反法西斯战争胜利80周年之际，广电总局组织创作了《胜利》《卢 沟桥：我们的纪念》《心安何处》《东北抗联》《正义之战》《正义的审判》等一批抗战主题重点纪录 片。 这位负责人表示，纪录片从业者应将"精品意识"贯穿创作全过程，让纪录片成为兼具思想深度、艺 术高度与情感温度的影像档案；加大超高清在纪录片中的应用，合理运用人工智能技术，不断提升视觉 效果和艺术呈现；强化互联网思维，积极扩大电视播出、加强全媒体传播、做强短视频传播。（记者 白瀛） 与会者认为，这些作品以学理和法理支撑，用史实和史料说话，有力弘扬了正确抗战史观、二战史 观，发出了坚决维护战后国际秩序、决不允许否认和歪曲侵略历史、决不允许军国主义卷土重来的正义 之声。 ...

Core Viewpoint - The article discusses the concept of "Internet thinking" and its applicability across different industries, emphasizing that not all sectors can benefit from high-cost customer acquisition strategies. The key to success lies in high-frequency usage, user stickiness, and network effects, which are essential for sustaining customer engagement without ongoing subsidies [1][2]. Group 1: Understanding "Internet Thinking" - "Internet thinking" refers to attracting a large user base through free strategies or subsidies, which can later be monetized as user habits are formed [1]. - Successful examples of "Internet thinking" include platforms like Taobao, Didi, Meituan, which have established strong network effects and user habits, allowing them to retain users even without subsidies [2][4]. Group 2: Characteristics of High-Cost Customer Acquisition Models - High-cost customer acquisition models are sustainable only if they meet three criteria: high-frequency usage, user habit formation, and the ability to create a dual-sided network effect [2][4]. - Platforms like Taobao and WeChat exemplify high-frequency usage, as users frequently engage with these services, forming habitual usage patterns [2][4]. Group 3: Unsustainable High-Cost Customer Acquisition Models - The second-hand car e-commerce industry illustrates the pitfalls of high-cost customer acquisition, as it is characterized by low-frequency, high-value transactions, making it difficult to cultivate user habits [6][9]. - Companies like Uxin faced significant losses despite high gross margins, as their marketing expenses exceeded revenues, leading to unsustainable business models [6][5]. - The real estate sector, represented by companies like Aiwujia, also struggled with high-cost acquisition due to the low-frequency nature of transactions and the inability to build user loyalty [10][11].

Core Viewpoint - The trust foundation of Sam's Club is being undermined by AI-generated images and e-commerce logic, leading to a crisis among paying members who feel deceived by misleading product representations [4][5]. Group 1: Trust Crisis and Management Changes - Sam's Club is facing backlash due to bizarre product images that appear to be AI-generated or overly edited, causing members to compare it to low-quality e-commerce advertisements [4][5]. - The timing of this trust crisis coincides with the appointment of Liu Peng, a former Alibaba executive, as the president of Sam's Club, raising concerns about the influence of e-commerce management practices on traditional retail [4][5][19]. - Members have expressed fears of quality degradation due to the introduction of mainstream brands and the removal of exclusive products, compounding the existing trust issues [5]. Group 2: AI Image Controversy - The use of AI-generated images for fresh food products has led to confusion among consumers, as they struggle to assess the freshness of items like meat and vegetables [7][10]. - Instances of severe discrepancies between product images and actual items have been reported, such as misrepresented vegetables, which further erodes consumer trust [10][12]. - The core issue lies in the difference between e-commerce's focus on sales metrics and Sam's Club's emphasis on member trust and product quality, highlighting a fundamental misalignment in business logic [14][21]. Group 3: Management Philosophy Clash - The management philosophy brought by Alibaba executives, focused on efficiency and data-driven results, clashes with the traditional retail values of quality and customer trust [19][20]. - Previous attempts by Alibaba to implement similar strategies in traditional retail have led to failures, indicating a potential risk for Sam's Club as it adopts these practices [20][21]. - The challenge for Sam's Club is to balance the efficiency of digital strategies with the need for quality assurance and member trust, which are critical in the membership-based retail model [23][24]. Group 4: Strategic Decisions and Future Implications - Sam's Club's decision to hire multiple Alibaba executives reflects a strategic move to enhance its digital capabilities and compete in a challenging market [24][25]. - The integration of Alibaba's operational methodologies could either lead to a new paradigm in membership retail or result in a loss of the brand's original value proposition if not managed carefully [26]. - The outcome of this strategic shift will significantly impact the future of foreign retail companies in China, as they navigate the complexities of localization and digital transformation [26].

Core Insights - The article discusses the contrasting business paths of Dong Mingzhu and Lei Jun, highlighted by their 10 billion yuan bet in 2013, which reflects the evolving perceptions of business success over the past decade [2][11]. Group 1: Business Strategies - In 2013, the business environment favored internet-driven models, with Lei Jun representing a "light asset" approach that integrated supply chains and focused on user experience, while Dong Mingzhu embodied a "heavy asset" model rooted in traditional manufacturing [4][6]. - Dong Mingzhu's focus on R&D and manufacturing was initially seen as outdated, but the industry has shifted to value these attributes as essential for long-term success [8][20]. Group 2: Reputation Shift - Over the past decade, public perception has shifted, with Lei Jun facing increasing scrutiny, particularly regarding his approach to car manufacturing, which emphasizes aesthetics over safety [11][12]. - Dong Mingzhu, once criticized for her rigid management style, is now viewed more favorably as her commitment to core technology and employee welfare has gained recognition [18][20]. Group 3: Industry Trends - The article notes a broader trend where internet companies are transitioning towards more substantial, technology-driven business models, as seen with Alibaba and Tencent increasing their investments in hard technology [20][22]. - The fundamental logic of business remains unchanged, emphasizing sincerity in providing reliable products and building core competencies [20][22].

Core Viewpoint - The article discusses the changing narrative surrounding Xiaomi and its founder Lei Jun, emphasizing the need for a shift from emotional storytelling to a more strategic and rational approach in communication as the company matures and faces new expectations from the public [5][10][34]. Group 1: Current Challenges - Xiaomi's recent success with the SU7 model has led to increased scrutiny and criticism, with public sentiment shifting due to various incidents and controversies surrounding the vehicle [5][8]. - The over-personalization of Xiaomi's branding and marketing strategies has become tiresome for consumers, leading to a decline in brand trust [9][11]. - The narrative that once focused on Xiaomi's innovative methodologies has shifted to emotional appeals, which are now perceived as repetitive and lacking substance [19][21]. Group 2: Evolution of Communication - In the past, Xiaomi's communication was rich in methodology and provided valuable insights into its business strategies, making its events educational for entrepreneurs [15][18]. - Recently, the focus has shifted to emotional narratives and comparisons with competitors, which do not provide the same level of informative content [19][34]. - The current communication style has become predictable and has led to a loss of engagement, as audiences can anticipate the messaging [26][27]. Group 3: Expectations from Leadership - Public expectations of Lei Jun have evolved from viewing him as an inspirational figure to seeing him as an industry leader who should provide strategic insights and future directions for Xiaomi [32][34]. - The need for a shift from a narrative of struggle to one of vision is emphasized, with a call for Lei Jun to articulate a clear technological roadmap and strategic vision for the future [38][46]. - The article suggests that Xiaomi's communication should reflect its current status as a leading tech giant rather than a struggling underdog [29][39]. Group 4: Organizational Communication Structure - Xiaomi's reliance on Lei Jun as the primary spokesperson highlights a structural issue within the organization, lacking other identifiable voices to convey technical and strategic narratives [39][44]. - In contrast to competitors like Apple and Tesla, which utilize a diverse range of leaders to present specialized knowledge, Xiaomi's singular focus on Lei Jun limits the depth of its technical storytelling [40][42]. - The article argues that a more decentralized communication approach would enhance credibility and provide a clearer understanding of Xiaomi's technological advancements [45][46].

Core Viewpoint - The recent success of Xiaomi's SU7 has led to a shift in public sentiment, with criticisms emerging regarding the over-personalization of the brand and diminishing returns on Lei Jun's narrative style [2] Group 1: Brand and Leadership - Lei Jun's personal brand has become overly saturated, leading to a decline in consumer trust and engagement [2][10] - Xiaomi needs to reconsider Lei Jun's visibility and update its communication strategy to align with its current market position as a leading tech giant [2][11] Group 2: Communication Strategy - Early Xiaomi communications were rich in content and methodology, focusing on clear business logic and innovative strategies [3][4] - Recent presentations have shifted towards emotional appeals and comparisons with competitors, lacking in-depth strategic discussions [5][6] - The audience's expectations have evolved from seeking motivational narratives to desiring insights on future industry directions and technological advancements [12][13] Group 3: Organizational Structure - Xiaomi's communication relies heavily on Lei Jun, lacking a diversified team of spokespersons who can represent various technical and strategic aspects of the company [14][15] - This centralization of communication diminishes the clarity and credibility of Xiaomi's technical narratives, as they are filtered through Lei Jun's personal lens [15][16] Group 4: Future Directions - For Xiaomi to transition into a world-class tech company, it must undergo a "self-revolution" in its narrative and organizational expression [16][17]