Core Viewpoint - The article emphasizes the importance of building a modern industrial system and strengthening the foundation of the real economy as a strategic task in China's 15th Five-Year Plan, highlighting four key tasks: optimizing traditional industries, nurturing emerging and future industries, promoting high-quality development of the service sector, and constructing a modern infrastructure system [1][2]. Group 1: Traditional Industries - The first key task is to optimize and enhance traditional industries, including mining, metallurgy, chemicals, light industry, textiles, machinery, shipbuilding, and construction, to strengthen their global competitiveness and position in the international division of labor [1][2][3]. - Traditional industries account for about 80% of the added value in China's manufacturing sector, serving as a fundamental support for the modern industrial system and contributing to stable growth, employment, and income [2][3]. - The focus is on upgrading traditional industries through technological transformation, green transition, and brand internationalization, shifting from a "cost advantage" to a "system advantage" in the global division of labor [3][4]. Group 2: Emerging and Future Industries - The plan aims to cultivate and expand emerging industries, with a focus on creating new pillar industries, particularly in areas such as new energy, new materials, aerospace, and the newly added low-altitude economy [5][6]. - The low-altitude economy is highlighted for its potential to activate a trillion-level market space, driven by advancements in technology and broad application scenarios [6][7]. - Future industries will include quantum technology, biomanufacturing, hydrogen and nuclear fusion energy, brain-computer interfaces, embodied intelligence, and sixth-generation mobile communications, which are expected to become new economic growth points [7][8]. Group 3: Service Sector Development - The article discusses the need to promote high-quality development in the service sector, emphasizing the expansion and enhancement of service capabilities, particularly in productive services [9][10]. - The productive service sector currently accounts for about 30% of China's GDP, indicating significant room for growth compared to developed economies [10]. - The plan includes constructing a modern infrastructure system, focusing on the development of new-type infrastructure and enhancing connectivity across regions to support economic growth [11][12].

Core Viewpoint - The controversy surrounding Adidas down jackets being produced by OEMs such as Xuezhongfei and Bosideng has sparked significant consumer debate regarding brand pricing versus product quality [2][3][5] Group 1: Adidas and OEM Relationships - Adidas confirmed its collaboration with Xuezhongfei for manufacturing but did not address the pricing concerns directly [2][3] - Consumers have noted significant differences in product specifications between Adidas and its OEM counterparts, leading to questions about the value of paying a premium for the brand [3][5] - The Adidas jackets sold at higher prices often have lower specifications compared to similar products from Xuezhongfei, raising concerns about brand value versus product quality [3][5] Group 2: Consumer Reactions - Consumer responses are divided; some prefer to buy directly from OEMs like Xuezhongfei for better value, while others accept the brand's premium for perceived quality and design [5][7] - The lack of transparency regarding the OEM relationships and product specifications has led to confusion and dissatisfaction among some consumers [5][10] Group 3: Market Context and Brand Strategy - The practice of outsourcing production to local manufacturers is common among international brands like Adidas and Nike, which do not operate their own factories in China [7][10] - Adidas has reported that over 60% of its products sold in China are locally manufactured, highlighting the importance of the Chinese market, which accounts for approximately 15% of its global revenue [8][10] - The brand's strategy includes significant investment in brand image, technology, and marketing, which contributes to its pricing structure [7][10] Group 4: Bosideng's Role in the Market - Bosideng, a leading domestic down jacket manufacturer, derives about 13% of its revenue from OEM production, indicating the significance of this business model in its overall strategy [9][10] - The company has seen substantial growth in its OEM business, with a reported revenue increase of 26.4% year-on-year for its OEM segment [9][10] - Bosideng's success is attributed to its strong manufacturing capabilities and reputation, which also benefits its OEM partnerships [9][10]