区域规划的核心是统筹3+1变量，3是经济地理、人文地理、自然地理，1是改变这三个地理的变量—— 交通。 由于自然地理一般不容易变，人文地理变得很慢，经济地理这几年变得越来越快，交通变得更快，所以 区域规划的重点，是在自然地理和人文地理的基础上，重点对经济地理和交通做更深的研究。 首先，从产业组织来看，逻辑在于聚焦产业链、供应链、创新链的融合，并在空间上落实。中国城市规 划设计研究院在各个城市做了很多跟踪研究，通过研究找到一些空间上的初步规律：创新链一般在5公 里范围内集聚、产业链在50公里范围内集聚，供应链在120公里范围内集聚，由此对应城市创新片区(区 域功能性节点)、都市圈以及城市群等不同的空间层次。 当然，不同产业有不同规律，集聚半径多少也会有些差异。通过珠三角的研究可以发现华为、比亚迪都 是近域空间特征越来越明显，所有的生产线、研发线都是在近域空间中。从供应链来看，不同的产业供 应链长短也不一样，越新兴的产业供应链越短、范围越小。要研究这些特征才可以组织好相应的匹配规 律。 一体化规划核心是既有交通又有城市，又能吸引人，又有产业。 如果按照"到站即目的地"做规划，都市圈同城化就是一种新的拼图形式。把这 ...

2025年是"十四五"规划收官之年。近五年，A股上市公司数量从4100多家增至5400多家，总市值从70万 亿元迈上100万亿元，交易所市场股债融资合计达到57.5万亿元，上市公司分红回购金额合计达到10.6万 亿元……资本市场实现了量质齐升，为实体经济转型升级构筑了坚实的金融支撑，为经济高质量发展注 入活力与韧性。 展望未来，清华大学国家金融研究院院长田轩对《证券日报》记者表示，下一步，我国资本市场改革可 围绕深化注册制改革、大力发展多层次市场体系、全面提升上市公司质量、大力发展机构投资者、扩大 高水平制度型开放、健全资本市场风险防控体系等重点展开，进一步提升市场功能、优化市场结构、防 范市场风险，更好地服务实体经济高质量发展。 投资和融资是资本市场的一体两面，两者相辅相成，相互促进。 "十四五"期间，以深化投融资改革为牵引，资本市场不断加大对科技创新和新质生产力的支持力度，推 动中长期资金入市，培育壮大耐心资本，有力促进了科技、资本、产业良性循环。 一方面，完善多层次市场体系，为科技型企业提供从风险投资到上市融资、并购重组的全链条、接力式 服务，满足不同发展阶段企业需求。去年以来，证监会先后推出"科创十六 ...

Group 1: Trade Performance - In the first seven months of the year, China's goods trade import and export totaled 25.7 trillion yuan, a year-on-year increase of 3.5% [1] - In July alone, the total value of goods trade reached 3.91 trillion yuan, growing by 6.7% year-on-year [1] - High-tech and high-value-added products have become the main drivers of trade growth [1] Group 2: Structural Changes - Trade diversification has shown significant results, with rapid growth in trade with emerging markets such as Southeast Asia and Africa [1] - The number of trade entities has expanded, with private enterprises maintaining their position as the main force in foreign trade [1] - Service trade has achieved breakthrough growth, with knowledge-intensive services maintaining a surplus [1] Group 3: Regional Contributions - Zhejiang province's cross-border e-commerce ecosystem supported foreign trade development, with a total import and export value of 2.73 trillion yuan in the first half of the year, up 6.6% [1] - Fujian's foreign trade is driven by new energy and basic materials, with lithium battery exports reaching 76.461 billion yuan, a year-on-year increase of 23.96% [1] Group 4: Challenges and Future Outlook - High concentration in export markets, similar industrial structures, and severe homogenization competition remain persistent issues for China's foreign trade [2] - There is a need for multi-faceted measures to maintain stable and progressive foreign trade, enhancing quality and quantity [2] - Emphasis on increasing technological content in products and supporting strategic emerging industries through R&D and financing [2] Group 5: Service Trade and Digitalization - Encouragement for "China services" to go global, supporting the integration of service trade with goods trade [3] - Development of overseas logistics platforms and warehouses to enhance local service capabilities of Chinese brands [3] - Establishment of a digital comprehensive service platform for offshore trade to streamline data and regulatory processes [3] Group 6: Global Governance and Standards - Active participation in global economic governance to enhance China's voice in international trade rule-making [4] - Support for a multilateral trade system centered around the World Trade Organization and participation in emerging topics like digital trade [4] - Encouragement for domestic enterprises and industry associations to engage in international standardization activities [4]

Group 1 - The core viewpoint emphasizes the importance of addressing the financing difficulties faced by private enterprises in Jiangsu, as highlighted by President Xi Jinping during the private economy symposium [2] - Jiangsu's private economy plays a crucial role in entrepreneurship, employment, technological innovation, and fiscal revenue, significantly contributing to the province's economic and social development [2] - As of mid-2023, the loan balance for the private economy in Jiangsu reached 7.02 trillion yuan, marking an 8% year-on-year increase [2] Group 2 - Jiangsu's financial institutions have introduced a diverse range of products to support private enterprises, including various loan types and insurance products, reflecting a commitment to service innovation [3] - The introduction of the "Equipment Update Loan" by Jiangsu Bank has resulted in 317 loans totaling 6.5 billion yuan, aimed at facilitating equipment upgrades for private enterprises [3] - Approximately 90% of high-tech enterprises and 70% of provincial R&D institutions in Jiangsu are private enterprises, indicating their significant role in technological and industrial innovation [3] Group 3 - Jiangsu Bank has launched the "1650" industry chain digital customer acquisition system, providing 779.8 billion yuan in credit to 30,500 industry chain clients, with a focus on supporting private enterprises [4] - The insurance sector, represented by Zijin Insurance, has developed innovative insurance products to mitigate risks for technology-driven private enterprises, providing over 800 million yuan in risk coverage for autonomous driving companies [5] Group 4 - The A-share market has seen significant performance from Jiangsu-listed companies, with 52 companies doubling their stock prices this year, driven by strategic investments in emerging industries [6] - Jiangsu Bank's "Equity Option Loan" aims to support high-growth technology companies by providing credit while allowing for equity stake options, with 30 companies receiving a total of 120 million yuan in support [6] Group 5 - Collaborative efforts among Jiangsu High Investment Group, venture capital associations, and banks aim to attract investment from top-tier institutions in Shenzhen to support emerging industries in Jiangsu [7] - The establishment of financial service centers for private enterprises in Jiangsu aims to provide comprehensive financial services, including consultations and policy promotion, enhancing the support for private businesses [8] Group 6 - As of August 2025, the Jiangsu financial service platform has registered over 2.02 million enterprises, with 84% being private, facilitating credit access of 6.49 trillion yuan for 485,300 enterprises [9] - The provincial government plans to enhance financial services for private enterprises by improving credit service levels and optimizing equity financing systems [9]

2025年8月18日，由广东省发展和改革委员会、广东省委金融委员会办公室、广东省科学技术厅、广东 省工业和信息化厅、广东省财政厅、广东省人民政府国有资产监督管理委员会、广东粤财投资控股有限 公司主办，广东省创业投资协会、广东粤财创业投资有限公司承办，清科创业协办的广东省创业投资与 创新创业项目对接机制"粤创金桥"启动活动在广州成功举办。 活动汇聚了200余位来自政府部门、行业协会、重点高校、研究院、知名创投机构、银行、证券机构、 创新创业企业以及科技成果转化项目的代表。活动进行了"粤创金桥"活动启动仪式及项目路演，广东省 发展和改革委员会党组成员、副主任、省大湾区办常务副主任朱伟出席并讲话。 发展创业投资是促进科技、产业、金融良性循环的重要举措，对于经济大省挑大梁、塑造广东发展新动 能新优势具有重要意义。近期，广东出台了《广东省进一步促进创业投资高质量发展行动方案》，围 绕"募投管退"全链条，从培育创投机构、拓宽资金来源、健全退出机制等5个方面制定了19项具体措 施，支持创业投资做大做强。在此背景下，广东省发展和改革委员会联合省有关部门正式启动广东省创 业投资与创新创业项目对接机制"粤创金桥"活动，致力于打造 ...

Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].