中证报中证网讯(记者罗京)2026年年货节消费热潮来临，快递行业迎来新一轮业务量峰值。近日，记者 从申通快递（002468）获悉，公司发布年货节保障方案，围绕强化网络运营、升级客服支持、优化产品 矩阵、落实一线关怀四大核心举措，通过数智化赋能与全链路协同，构建常态化、高质量的节日寄递保 障体系。 在网络运营层面，申通快递全国76个转运中心维持常态化运营状态。公司依托自研数智系统，对运力实 施实时监控，根据单量预测数据灵活调整分拣节奏，以此保障极端天气及业务高峰双重压力下，快递全 链路时效的稳定性。 针对多元化寄递需求，申通快递基于大数据预测为商家提供定制化保障方案，通过驻场服务、预留产能 等方式，助力商家应对订单高峰，保障大促期间物流履约评分稳定。与此同时，旗下丹鸟"半日达"服务 在年货节期间照常运行，并且在12个重点城市新增上线"闪购4小时达"服务，满足消费者对高时效商品 的配送需求。 客服与网点支撑体系也同步升级。申通快递采用"数智客服+人工专项"的服务策略，三大智能客服中心 实现对全量网点的24小时即时响应，确保客户咨询高效流转处理。在网点运营帮扶上，总部与省区建立 联动帮扶机制，提前派驻人员驻场维护设 ...

Core Insights - The article emphasizes that companies facing stagnation and competitiveness issues should focus on optimizing resource allocation and core value to achieve precise breakthroughs rather than blind expansion [2] - A case study illustrates that a specialized enterprise doubled its revenue in one year by concentrating on core areas and executing detailed actions, transitioning from a follower to a leader in its niche [2] Group 1: Identifying Bottlenecks - Companies often encounter eight common bottlenecks in their growth and breakthrough efforts, which need to be self-assessed to identify urgent pain points [3][4] - The eight bottlenecks include stagnation in growth, strategic ambiguity, organizational rigidity, product weakness, execution inefficiency, resource misallocation, lack of collaboration, and slow iteration [6] Group 2: Actionable Insights by Role - Different roles within a company can derive specific actionable insights: - Executives should clarify the core logic of profitability and breakthroughs [5] - Middle management can utilize tools to identify pain points and optimize processes [5] - Organizational developers can implement training and assessment mechanisms to enhance overall profitability and breakthroughs [5] Group 3: Four Core Dimensions for Advancement - Companies should focus on four dimensions for advancement: - **Operational Advancement**: Stabilize profits before expanding scale through actions like optimizing product structure and enhancing customer value [8][9] - **Capability Advancement**: Build unique core advantages that competitors cannot replicate [10] - **Organizational Advancement**: Create a team that can both generate profits and drive breakthroughs [11] - **Ecosystem Advancement**: Leverage external resources to accelerate growth through partnerships and collaborations [12] Group 4: Fast Advancement Model - The article introduces a three-dimensional driving model for rapid advancement, emphasizing the importance of focusing on key areas, resource concentration, and quick iterations [15][17] - Companies should establish a top-level design that aligns all departments towards common profitability and breakthrough goals to avoid internal conflicts [18][19] Group 5: Tailored Strategies for Different Business Types - Different types of companies should adopt tailored strategies based on their unique characteristics: - **Technology Companies**: Focus on R&D and building patent barriers [28] - **Manufacturing Companies**: Emphasize flexible production and cost control [29] - **Service Companies**: Prioritize differentiated services and rapid response [30] - **Trading Companies**: Concentrate on supply chain efficiency and channel expansion [31] Group 6: Avoiding Common Pitfalls - The article outlines common pitfalls companies should avoid, such as blind diversification, neglecting execution, and departmental silos, along with strategies to mitigate these risks [41]

Core Insights - JD Group reported a revenue of 299.1 billion yuan for Q3 2025, marking a year-on-year growth of 14.9% [1] - The service revenue of JD grew by 30.8%, reaching a historical high of 24.4% of total revenue [1] - The core retail business strengthened its market position, with daily necessities revenue increasing by 18.8%, and apparel revenue growing at approximately eight times the industry average [1] Revenue Growth - JD's new business segments, including food delivery, saw a staggering revenue increase of 214% year-on-year [1] - During the "Double 11" shopping festival, JD achieved record transaction volume, with a 40% increase in the number of orders and nearly 60% growth in order volume [1] Supply Chain Development - JD's "super supply chain" capabilities are extending into local life and service sectors, creating a "goods + services" collaborative ecosystem [2] - The logistics infrastructure has reached an asset scale of 174.3 billion yuan, supported by long-term strategic investments [3] - JD plans to purchase 3 million robots, 1 million unmanned vehicles, and 100,000 drones over the next five years to enhance logistics efficiency [3] Technological Innovation - Since 2017, JD has invested nearly 160 billion yuan in research and development, with plans to further invest in AI to create a trillion-yuan industry ecosystem [3] - The "smart wolf" delivery system has been successfully tested during peak shopping events and is being rolled out nationwide [3] Market Positioning - JD is shifting from a low-price competition model to a high-quality development path, focusing on efficiency, quality assurance, and service innovation [2] - The company aims to enhance supply-demand matching efficiency through digital tools, establishing itself as a digital infrastructure for various industries [4] - As of October, JD's annual active user count surpassed 700 million, indicating strong growth in user engagement and shopping frequency [4]

Core Viewpoint - The article discusses the evolving landscape of the medical device industry in China, highlighting the importance of business development (BD) strategies that go beyond mere numbers to encompass strategic partnerships, market expansion, and technological integration [1][24]. Group 1: Key Trends in Medical Device BD - The primary keywords for the period from July to September include cross-border introduction and global distribution, strategic cooperation, and capital and cross-industry integration [2]. - Companies are accelerating market expansion and ecosystem building through transactions across various fields, including cardiovascular, neuro-intervention, ophthalmology, IVD, and critical care [3]. Group 2: Representative Events - A total of 20 significant events were summarized, showcasing a "multi-line advancement" scenario in the industry [4]. - Notable collaborations include: - Nanjing Jianxin Medical and Heqi Family Office focusing on medical device R&D and wealth management [6]. - Olympus and Xingchenhai Medical signing a global distribution agreement for disposable urology products [6]. - He’s Eye Group and Zeiss China Medical forming a strategic partnership to enhance ophthalmic surgical technology [6]. Group 3: Cross-Border and Global Distribution - Cross-border transactions remain a hot topic, with domestic companies leveraging global markets for growth while foreign giants introduce Chinese innovations [9]. - The partnership between Ruichao Dinkai Group and Beijing Amite focuses on vascular intervention products, marking a new phase in safety standards [7]. Group 4: Strategic Cooperation and Channel Expansion - Strategic cooperation is increasingly focused on building ecosystems rather than single product breakthroughs, with companies forming partnerships in fields like ophthalmology, IVD, and diagnostics [19]. - The collaboration between Wanfu Biological and Beiden Medical aims to match products with non-public medical channels effectively [15]. Group 5: Capital Support and Cross-Industry Integration - Capital is becoming an invisible driver of medical device BD, with partnerships exploring new models for medical device distribution [20]. - The collaboration between Beijing Huamai Supply Chain Management and Hongyi Consulting aims to create a one-stop service for medical device distribution [20]. Group 6: Smart Hospitals and Full-Chain Coordination - The focus on smart hospitals and full-chain coordination is becoming a priority for large enterprises, integrating supply chains, academic promotion, and clinical needs [23]. - Collaborations like that of Ruibo Zehou Technology and China National Pharmaceutical Group aim to develop automated systems for smart hospitals [21]. Conclusion - The medical device industry in China is transitioning from a "single product-driven" phase to a more diversified approach supported by capital, channels, and ecosystems, indicating a long-term growth trajectory [24].