每经编辑｜段炼 天眼查显示，近日，许昌市胖东来商贸集团有限公司发生工商变更，于东来不再担任总经理，但仍担任董事长和经理两个职务。 同时，胖东来多位高管发生变更，常玉庆、王利增、郭军涛、王德卫、何雨五名董事退出，新增房亚军为新任董事，冯延军任监事会主席，王慧任财务负 责人，菅凯歌任监事。 | 变更记录 52 ◎ ● | | | | | 园 数据纠错 变更项目 变更时间, 回导出 2天眼查 | | | --- | --- | --- | --- | --- | --- | --- | | 序号 | 变更日期 | 变更项目 | 变更前 | | 变更后 | « | | 1 | 2025-11-13 | 财务负责人 | 元 | 王慧 | | | | 2 | 2025-11-13 | 高级管理人员备案 (著 | 事、监事、经理等） | 于东明(监事), 于东来(经理), 于娟 (董事) , | | | | | | | 常玉庆(董事)，【退出】 于东来(董事长兼总经理), | 于东来(黄事长), | | | | | | | 王利增(董事)，【退出】 | | | | | | | | | 房亚军 (董事)， 【新进】 | | ...

2025.11. 18 本文字数：909，阅读时长大约2分钟 爱企查App显示，近日，许昌市胖东来商贸集团有限公司发生工商变更， 于东来不再兼任总经理， 但仍担任董事长和经理两个职务。 就在去年12月，于东来曾发文表示，未来要实现每周工作36小时以内、星期六闭店休息、员工最低 月到手纯收入8000元以上等目标。 此外，关于胖东来管理过度严格的讨论也频频出现。比如公司设有详细的员工手册和行为规范，包括 禁止员工闲聊、接电话时需避开顾客等。与此同时，违规行为会受到扣分或罚款处理，通常在10- 500元之间，严重者则会被辞退。 11月7日，于东来对此回应称，相关部门正在规划相应调整，以更好地维护员工权益与企业运营管理 质量。 业绩方面，胖东来目前处于增长态势。其官网数据显示，截至11月8日， 2025年 胖东来销售额达 200.35亿元，比2024年全年高出30多亿元。其中，超市业态以109.1亿元销售额领跑，许昌时代广 场店以51.4亿元位居单店榜首。 此前，于东来曾公开表示，计划将 2025 年销售额控制在 200 亿元以内，从而减轻员工的工作压 力，避免因销售额 增长 过快影响企业价值观。不过，从 目前胖东来 ...

Group 1 - The core viewpoint emphasizes the importance of long-term thinking and sustainable development for internet companies in the rapidly evolving technological landscape [1][2] - Companies must adhere to a trustworthy and secure baseline to maintain consumer trust, especially in light of issues like data selling and e-commerce practices that undermine confidence [1] - The values and culture of a company are crucial for both short-term innovation and long-term survival, particularly during critical moments [1] Group 2 - Technological innovation is essential for the survival and growth of internet companies, and achieving higher quality innovation is a pressing challenge [2] - Companies, especially small and medium-sized enterprises, should strengthen collaboration with research institutions to enhance technology and talent flow, facilitating innovation [2] - Embracing the opportunities and challenges presented by artificial intelligence is a necessary path for internet companies [2][3] Group 3 - Artificial intelligence offers numerous opportunities across various sectors, including healthcare and elder care, while also enhancing service quality [3] - Issues such as content forgery, data security, and privacy protection are significant challenges that need to be addressed in the context of AI development [3] - The governance of AI-related black and gray industries is complex, and utilizing AI for AI governance is anticipated to be a key trend in future technology management [3]

Core Viewpoint - A Shenzhen company faced backlash from employees after requiring them to work on a Saturday due to typhoon-related delays, leading to the cancellation of additional holidays and vacation days as a punitive measure [1][15][17] Group 1: Company Actions and Reactions - The company initially requested employees to work on a Saturday to make up for lost time but faced complaints, prompting the cancellation of this requirement and subsequent holidays [1][15] - The cancellation of holidays, including Christmas and Halloween, along with 14 days of annual leave, was perceived as a retaliatory action against employees [1][15][19] Group 2: Employee Sentiment and Public Opinion - Public sentiment largely supports the company, with many online comments criticizing the employees for their complaints [3] - Some commenters pointed out that the 14 days of annual leave included 7 days of statutory holidays, raising questions about the fairness of the company's actions [5] Group 3: Implications of Canceling Benefits - Canceling employee benefits can lead to decreased employee morale and productivity, potentially resulting in higher turnover rates [19][20] - The hidden costs of employee turnover can be significant, with estimates suggesting that losing a junior employee could cost the company 30%-50% of their annual salary [20] Group 4: Corporate Culture and Values - The company's decision to penalize all employees for the actions of a few contradicts the principle that policies should not punish the majority for the mistakes of a minority [9][14] - Effective corporate culture should prioritize employee well-being and recognize the value of benefits in fostering loyalty and productivity [18][22] Group 5: Recommendations for Management - Companies should consider alternative solutions that promote dialogue between management and employees rather than resorting to punitive measures [24][26] - Leadership training for middle management could help improve communication and prevent misunderstandings that lead to employee grievances [26][27]

Core Points - The incident involving the dismissal of an employee with a disability has sparked significant controversy and public attention, leading to widespread discussions on social media platforms [1][3] - The company has issued a formal apology and acknowledged the validity of the employee's claims, indicating a commitment to address the issues raised [1][3][4] Company Response - The company has established a special task force to conduct a thorough investigation into the incident and has confirmed that the employee's situation is largely accurate [3][6] - The Group's Executive President has personally apologized to the affected employee and has taken steps to communicate directly with them to resolve the matter [6][7] - The company has recognized shortcomings in its internal management and values, committing to implement corrective measures, including accountability for involved personnel and a comprehensive review of human resources processes to eliminate any discriminatory practices [3][6][7] Future Actions - The company plans to enhance anti-discrimination training for all employees and reaffirm its core values to ensure effective cultural implementation [3][6] - The company expresses gratitude to the employee for their courage in speaking out and acknowledges the importance of public oversight in improving its human resources management [4][6] Company Background - Founded in 1981, the company operates various sub-brands, including Deli Office and Deli Stationery, with a product line that spans 24 categories, including office supplies and equipment [8]

Core Viewpoint - Nestlé's CEO Laurent Freixe was dismissed due to a violation of the company's code of conduct, specifically an undisclosed relationship with a subordinate, raising concerns about ethics and trust in the company [1][2] Group 1: Company Response and Leadership Change - The board quickly appointed Philipp Navratil as the new CEO, emphasizing the importance of Nestlé's values and governance as foundational to the company [2] - Freixe's tenure saw a 17% decline in Nestlé's stock price, contrasting with a 5% drop for competitor Unilever, indicating a loss of investor confidence [2] - The swift leadership change is part of a strategy to regain public trust and shift the narrative from "violation" to "rebirth" [2][4] Group 2: Challenges and Strategic Implications - Nestlé has changed CEOs twice in the past three years, raising concerns about the company's strategic execution and long-term stability [3] - Navratil's extensive experience within Nestlé, including key roles in various markets and brands, positions him as a leader capable of driving the company's narrative of responsibility, inclusivity, and innovation [3][4] - The company faces the challenge of rebuilding its narrative to assure consumers and investors that its long-term strategy remains intact despite leadership changes [4]

Core Insights - The article discusses a lengthy resignation letter from a former Alibaba employee, Yuan An, highlighting the decline of the company's core values and the shift from a customer-first approach to a performance-first mentality [1][4][5]. Group 1: Company Culture and Values - Yuan An emphasizes that the company's core values have weakened over time, with a shift in focus from dreams and integrity to KPIs, salaries, and stock options [4][5]. - The deterioration of values leads to a lack of clarity in strategy, ineffective systems, and a disheartened workforce, ultimately resulting in various organizational issues [5][6]. - The importance of maintaining and implementing core values consistently is stressed, suggesting that leadership must regularly reflect on their adherence to these values [6][7]. Group 2: Recruitment and Cultural Fit - The article warns against the dilution of company culture as employee numbers grow, noting that a rapid increase in staff can lead to cultural collapse rather than mere dilution [8][9]. - It advocates for strict recruitment practices to ensure that new hires align with the company's culture and values, suggesting that only those who have integrated into the culture should be allowed to recruit others [12][13]. - The notion of "external talent" is critiqued, as hiring high-profile individuals from larger companies may not yield the expected results due to their lack of understanding of the new company's culture [14][15][16]. Group 3: Organizational Health and Adaptability - The article introduces the concept of "organizational rigidity," which can occur as companies grow, leading to issues such as departmental silos, bureaucratic processes, and a lack of innovation [17][19]. - Regular organizational assessments are recommended to identify and address these issues, ensuring that the company remains agile and responsive to changes [19][20]. - Companies are advised to maintain strategic focus and avoid the temptation of short-term gains, which can undermine long-term sustainability and innovation [20][22][25]. Group 4: Leadership and Decision-Making - The need for leaders to possess a strong sense of determination and clarity in decision-making is emphasized, particularly in challenging times [26][27]. - The article suggests that many companies fail not due to external competition but because they lose sight of their core mission and values [24][27]. - Maintaining a balance between doing the right things and executing them correctly is crucial for long-term success [27].

Core Viewpoint - The automotive industry is increasingly emphasizing "safety" as a core value amidst growing competition in the new energy intelligent connected vehicle market, aligning with Volvo's long-standing commitment to safety [1][3]. Group 1: Volvo's Safety Philosophy - Volvo has maintained safety as its brand's core for 98 years, continuously pushing for higher industry safety standards [3]. - The company aims to establish a comprehensive safety system that integrates various technologies based on real traffic safety needs, rather than merely focusing on parameters [5][6]. - Volvo's approach to safety is likened to the difference between a Michelin-star chef and a street vendor, emphasizing the importance of systemic capability over mere ingredient quality [5]. Group 2: Strategic Positioning and Market Dynamics - The essence of a car manufacturer is to act as an integrator of supplier technologies, ensuring alignment with brand standards [6]. - In times of industry prosperity, differences between companies may be minimal, but during downturns, true value and strategic determination are tested [6]. - Volvo prioritizes long-term brand sustainability over short-term gains, viewing challenges as opportunities for growth [6]. Group 3: Balancing Quality and Quantity - Volvo refuses to treat safety as an optional feature, ensuring that all models have equal safety configurations without high-priced add-ons [8]. - The company believes that quality is essential for survival, and compromising on safety would equate to the brand's demise [8]. - Achieving a balance between quality and quantity is crucial, with a focus on sustainable business practices rather than merely increasing sales through price reductions [9]. Group 4: Commitment to Universal Safety Values - Volvo aims to promote safety as a universal value across the industry, advocating for a human-centered approach that respects life [10]. - The company emphasizes that all its actions are consistent with its long-standing commitment to safety, hoping to influence a broader audience [10].

Core Viewpoint - The incident highlights a severe lack of professionalism and respect in the hiring process, reflecting poorly on the company's culture and values [3][4][5] Group 1: Company Behavior - The company involved in the incident responded to a job applicant with an inappropriate comment about their appearance, indicating a disregard for basic workplace ethics [3][4] - The company's representative dismissed the incident, suggesting a culture where employee misconduct is not taken seriously and public scrutiny is ignored [3][4] - Such behavior is indicative of a broader issue within certain companies that fail to uphold respect and dignity in their interactions with job seekers [4][5] Group 2: Industry Implications - The incident is part of a troubling trend where job seekers face humiliation from potential employers, which can damage the overall reputation of the hiring industry [4][5] - There is a call for stricter regulations and oversight from labor authorities to ensure that companies adhere to respectful hiring practices and are held accountable for their actions [5] - The expectation from society is for all workers to be treated with equality and respect, urging companies to recognize and respond to this sentiment to avoid damaging their image and business prospects [5]

Core Viewpoint - The article discusses the recent public relations crisis faced by Xiaomi and its CEO Lei Jun following a tragic accident involving one of their vehicles, highlighting the need for companies to balance marketing with safety and responsibility [2][4][5]. Group 1: Incident Overview - Lei Jun's recent remarks about the March accident that resulted in three fatalities reveal a disconnect between the company's marketing focus and public expectations regarding safety [2][4]. - The accident has led to significant public scrutiny and criticism, forcing Xiaomi to confront the reality of its responsibilities as a major player in the automotive industry [2][4]. Group 2: Marketing vs. Responsibility - Xiaomi's marketing-driven approach has been successful in the past, but the recent incident has exposed the dangers of prioritizing marketing over product quality and user safety [4][5]. - The company's image as a "hardcore technology" brand is at risk due to the negative publicity surrounding the accident and the perceived insensitivity of its marketing strategies [5]. Group 3: Public Reaction and Company Response - Public reaction to the accident has been intense, with many expressing disappointment in Xiaomi's handling of the situation and its focus on the company's reputation rather than the victims [3][5]. - Lei Jun's comments during an internal speech, which were leaked, have been interpreted as prioritizing the company's image over the gravity of the accident, leading to further backlash [3][5]. Group 4: Future Considerations - The article suggests that Xiaomi needs to revisit its core values, particularly the principles of sincerity and passion, to regain public trust and ensure that marketing efforts do not overshadow product safety [6].