2025.12. 11 据澎湃新闻报道，12月11日， 87岁著名画家范曾在北京参加活动，并捐赠字画。这是他自8月"失联风波"后首度公开露面。 12月11日，范曾在其个人微博公开发文（详见→ 《范曾回应失联风波》 ），表示与妻子徐萌"喜得独子"，日后与他相关的公私事宜都交由徐萌处理， 并从即日起与女儿范晓蕙、继子范仲达及其家属断绝关系。商业运营相关事务，将通过十翼范曾（北京）文化艺术有限公司办理。 范曾表示： "因为我最近生了一个独子，又搬了新家，这是一个非常愉快、非常幸福的家庭。以后因为年岁高了，我家里的事，就委托我的爱妻徐萌来 全面掌握。我个人还要发挥我个人的特长，能够在世界文化交流上多做些贡献。" 范曾称："近期我身边有人恶意挑起矛盾，无视我的名誉、健康与合法权益，我深感无助、痛心！有人曾以范曾子女名义，以'寻找、关爱'范曾为由， 恶意虚构事实，公然诽谤我与吾妻；另有人打着'范曾子女'旗号，以'保护'范曾为借口，直接或间接危害我们一家三口人身安全，严重干扰我们的生 活。" "故此， 即日起，我本人与范晓蕙、范仲达二人及其家属断绝关系，不再保持任何形式的往来 。我本人也与上述两人及其家属、以及持股、管理、 ...

Group 1: Japan Airlines (JAL) - Japan Airlines (JAL) transformed from a company with a debt of 2.32 trillion yen, which was the largest bankruptcy case in Japan's non-financial sector, into a global benchmark through core reforms in route management, workforce reduction, and service quality enhancement under the leadership of Kazuo Inamori [2][4]. - The immersive experience at JAL highlighted the integration of 5S management into daily operations, significantly improving maintenance efficiency and internalizing standardized management practices [7]. - JAL's rigorous safety management system, which emphasizes embedding safety into the company's culture, is a fundamental aspect of its brand rejuvenation and crisis recovery [10]. Group 2: 7-Eleven - The operational philosophy of 7-Eleven, as presented at the Ito Training Center, illustrates how to maintain leadership in a stable environment through the principles of "adhering to fundamentals" and "adapting to change" [14][16]. - The four fundamental principles proposed by former president Toshifumi Suzuki emphasize the importance of frontline employees executing these principles without compromise, serving as a stabilizing force during market fluctuations [17]. - 7-Eleven's dynamic iteration strategy, which involves real-time updates to product offerings based on market conditions, has allowed the brand to remain closely aligned with consumer needs across various markets [18]. Group 3: Conclusion - The visits to JAL and 7-Eleven provided contrasting yet complementary lessons: JAL demonstrated how to uphold values and implement change in times of crisis, while 7-Eleven exemplified the importance of consolidation and iteration during favorable conditions [20].

Core Insights - Renowned investor Duan Yongping, who has been "retired" for over 20 years, recently shared his investment philosophy and views on talent selection in an interview, emphasizing the importance of shared values in organizations [1][2] Group 1: Talent Selection and Organizational Culture - Duan Yongping firmly believes that talent is primarily "chosen" rather than "cultivated," highlighting that individuals within the BBK system are mostly "ordinary people" whose growth comes from shared experiences and learning [1] - He stresses that a deep recognition of shared values is essential for organizational success, stating that if individuals within an organization pursue their own interests, it will inevitably lead to problems [1] - The strong organizational cohesion observed among long-term colleagues is attributed to a solid foundation of shared values, which allows them to work together for decades [1] Group 2: Types of People in Organizations - Duan categorizes individuals in organizations into two groups: "like-minded people" and "fellow travelers," where the former deeply resonate with the organization's philosophy, while the latter may initially not fully understand it but are willing to trust and follow the cultural guidance [1] - He notes that even if "fellow travelers" occasionally make mistakes, they can become reliable members of the organization over time if they are immersed in a culture of recognition [1][2] Group 3: Investment Philosophy - The core logic that underpins Duan Yongping's approach to both investment and business operations is the alignment of values and cultural recognition, whether selecting a company for investment or a partner for collaboration [2]

Core Insights - The implementation of a series of incremental and stock policies since September 26 last year has led to a steady recovery in invoice sales and tax revenue, reflecting a positive trend in China's economy [1][2][6]. Group 1: Economic Indicators - The growth rate of national enterprise sales revenue has shown a steady increase, with quarterly growth rates of 0.4%, 2.6%, 2.1%, 3.1%, and 4.4% from last year's third quarter to this year's third quarter [2]. - Tax revenue has turned positive after seven months of negative growth, with a cumulative increase since February this year, showing year-on-year changes of -0.4%, +2.6%, and +6.9% for the first three quarters [2]. Group 2: Capital Market Performance - Capital market-related tax revenue has increased significantly, with a year-on-year growth of 56.8%, and securities transaction stamp duty rising by 110.5% [3]. - The total market value of A-share listed companies surpassed 100 trillion yuan for the first time in August, and the Shanghai Composite Index reached a ten-year high in September [3]. Group 3: Industry and Tax Revenue Growth - The manufacturing sector's tax revenue grew by 5.4%, accounting for 31% of total tax revenue, with high-end manufacturing sectors like railway and aerospace seeing tax revenue growth of 31.5% [4]. - The domestic value-added tax increased by 3.2%, and corporate income tax rose by 4.1%, indicating improved profitability in various industries [4]. Group 4: Real Estate Market - The decline in real estate-related tax revenue has narrowed, with a year-on-year decrease of 9.8%, and a reduction of about 5% after accounting for tax incentives [5]. - The implementation of policies to stabilize the real estate market has led to a significant reduction in housing transaction costs, contributing to market stabilization [5]. Group 5: Consumer Activity - The policy of replacing old consumer goods has stimulated consumption, with machinery equipment purchases increasing by 9.7% year-on-year, and high-tech manufacturing equipment purchases rising by 11.8% [5]. - Retail sales of home appliances, such as refrigerators and televisions, have seen substantial growth, with increases of 55.4% and 35.3% respectively [5].

Core Viewpoint - The article reflects on the legacy of Steve Jobs, emphasizing his lasting influence on Apple and the tech industry, while contrasting his visionary approach with Tim Cook's operational focus. Group 1: Steve Jobs' Influence - Steve Jobs is remembered as an irreplaceable spiritual icon for Apple, inspiring current leadership and employees to create exceptional products [3] - Jobs led Apple to unprecedented success with iconic products like iMac, iPod, iPhone, and iPad, significantly boosting the company's performance [3] - Prominent figures in the tech industry, such as Lei Jun and Luo Yonghao, regard Jobs as a major influence on their careers and aspirations [3] Group 2: Tim Cook's Leadership - Tim Cook faces criticism for perceived lack of innovation at Apple, with comparisons often drawn between his leadership and that of Jobs [6] - Cook, with a background in operations, is recognized for his business acumen, focusing on maximizing Apple's interests and ensuring financial success [6] - Despite criticisms, Apple's market value has reached $3.83 trillion, demonstrating its continued strength and ability to generate significant sales and profits under Cook's leadership [6]

Core Insights - Reading is considered the most cost-effective investment, breaking down cognitive barriers in a rapidly changing world [1][2] - The article recommends 15 classic books to enrich oneself during the National Day holiday [2] Book Summaries - **"Upward Management: Getting Results from Leaders" by Melody Wilding**: Focuses on effective communication with leaders and provides practical strategies for various workplace scenarios [4][6] - **"Heart Philosophy" by Kazuo Inamori**: Discusses the philosophy of management intertwined with personal growth and altruism, emphasizing the importance of mental strength for all roles [7][9] - **"Winning" by Jack Welch**: Shares management wisdom from one of the greatest CEOs, focusing on strategy, change management, and collaboration [10][12] - **"The Leadership Code" by Dave Ulrich**: Explores the essential qualities of leadership through five key areas, helping individuals enhance their leadership skills [13][15] - **"Deliberate Practice" by Anders Ericsson**: A guide on effective learning methods, emphasizing the importance of focused practice and feedback [17][18] - **"Effortless" by Greg McKeown**: Advocates for simplifying tasks to achieve better results, promoting a smarter work approach [21][22] - **"Execution" by Ram Charan**: Highlights the critical role of execution in leadership, detailing processes for effective implementation [23][25] - **"Influence" by Robert Cialdini**: Analyzes the principles of influence and persuasion, enhancing the reader's ability to impact others [26][28] - **"The 7 Habits of Highly Effective People" by Stephen Covey**: Identifies key habits that lead to personal and professional success, emphasizing proactive behavior and continuous improvement [29][31][32] - **"Built to Last" by Jim Collins and Jerry Porras**: A study of enduring companies, providing insights into their success and management practices [33][35] - **"The Climber" by Konosuke Matsushita**: Shares philosophical insights on human respect and the importance of mutual trust in business [37][38] - **"Dare to Dream" by Michael W. Sonnenfeldt**: Offers entrepreneurial guidance through shared experiences of successful business leaders [40][42] - **"The Leadership Pipeline" by Ram Charan**: A practical guide on leadership development across different organizational levels [42] - **"The Effective Executive" by Peter Drucker**: Discusses the essential practices for effective management, emphasizing that everyone can be a manager [44] - **"First Lessons for Managers" by Andy Grove**: Provides management strategies based on extensive experience in the tech industry, focusing on maximizing output [46]

Group 1 - The training program lasted for 17 days and was the first joint training focused on finance, management, and legal auditing within the company [1] - The training aimed to enhance core management capabilities by combining expert lectures, interactive discussions, and practical application [1][3] - The curriculum included topics such as market trend analysis, industry layout, refined operations, cost control, comprehensive budgeting, and industry compliance [3] Group 2 - A feedback mechanism was established to collect evaluations from participants regarding the instructors, which will help optimize teaching resources for future training [3] - The program encouraged participants to submit academic papers, which were reviewed and showcased, promoting the transformation and application of training outcomes [3] - The initiative aims to inject new momentum into the construction of a modernized forestry industry [3]

Group 1: Company Overview - Hangzhou Xingshuai Electric Co., Ltd. was listed on the Shenzhen Stock Exchange in April 2017 as a high-tech enterprise with strong innovation and independent R&D capabilities [2] - The company's main business includes the R&D, production, and sales of various types of thermal protectors, starters, sealed terminal blocks, temperature controllers for small appliances, and photovoltaic components [2] Group 2: Financial Performance - In the first half of 2025, the company achieved operating revenue of CNY 1.132 billion, a year-on-year increase of 8.59% [3] - The net profit attributable to shareholders in the same period was CNY 122 million, reflecting a year-on-year growth of 31.79% [3] - The growth in net profit was primarily driven by the home appliance and photovoltaic sectors, with a robust performance in the home appliance segment and a full order book in the photovoltaic business [3] Group 3: Future Strategy - The company plans to focus on the R&D of new motor products and projects, providing technical and financial support to its subsidiary Zhejiang Special Motor [3] - There is an emphasis on developing high-efficiency permanent magnet motors and servo motors to meet market demand and seek partnerships for collaboration [3] - The company is committed to exploring new business avenues while maintaining its core business development, including potential mergers and acquisitions to expand its growth [3]

Core Insights - The retail giant Pang Donglai reported a cumulative sales revenue of 13.585 billion yuan as of August 3, 2023, with a single-day sales of 67.54 million yuan on that date [2][3]. - For 2024, Pang Donglai is projected to achieve sales of 16.964 billion yuan, indicating a strong likelihood of surpassing this figure in 2025, with a sales target set at 20 billion yuan and an expected profit of 1 billion yuan [3]. - The company's sales structure is diversified across ten categories, with supermarkets accounting for the largest share at approximately 55%, totaling 7.411 billion yuan in sales [4]. Company Leadership and Health - Pang Donglai's founder, Yu Donglai, has emphasized transparency in business operations and has expressed a desire to share insights with others in the industry [7]. - Yu Donglai recently underwent surgery and has publicly shared his health challenges, including being in the early stages of stomach cancer and having multiple organ issues, which he attributes to stress and overwork [8][14].

Core Viewpoint - The article emphasizes the importance of shifting from a limited game mindset to an infinite game approach in entrepreneurship, focusing on sustainable growth and adaptability in a changing environment [2][3]. Group 1: Event Overview - In June, an open consultation event was held in Beijing, aimed at providing one-on-one advisory services to non-Jingwei entrepreneurs, with nearly 200 applications received from various industries including AI, digitalization, new consumption, healthcare, advanced manufacturing, and new energy [5][6]. - The core philosophy of the event was to empower entrepreneurs by providing them with the tools and knowledge necessary for long-term success, rather than just immediate solutions [6]. Group 2: Common Concerns of Entrepreneurs - A common question among founders was how to balance self-sustainability and external financing in long-term, forward-looking industries. The response highlighted the importance of preparing a database of at least 50 potential investors and prioritizing engagement with those who have a genuine interest in the industry [9]. - Founders were advised to dedicate at least 50% of their time to fundraising efforts, emphasizing the need for commitment and strategic planning in this process [10]. Group 3: Industry-Specific Insights - Regarding AI Agent entrepreneurship, it was noted that while the market potential is still uncertain, founders should focus on delivering quality service and continuously improving their products based on customer feedback [12]. - For companies transitioning from consumer to business markets, it was suggested to validate ideas with data and focus on achieving a small-scale profit before expanding further [13]. Group 4: Business Management Strategies - Founders were advised to be proactive in managing shareholder relations and protecting core technologies to avoid losing control of their companies. This includes being prepared to negotiate and potentially restructure partnerships if necessary [15]. - When transitioning from a product company to a cross-border supply chain service provider, it was emphasized to maintain a clear strategic focus and simplify operations to ensure effective execution [16][17]. Group 5: Personal Development of Founders - Technical founders were encouraged to improve their communication skills to articulate their ideas clearly, as this is crucial for navigating complex business environments [21][22]. - The importance of self-awareness and recognizing personal strengths and weaknesses was highlighted, with a recommendation to seek complementary partners to enhance team capabilities [22].