霍克希尔德表示，在关税上涨、地缘政治摩擦加剧的背景下，创业者要重新思考战略，超越传统的出口 模式，拥抱数字化连接，并且创建一个价值驱动的生态系统。 "这是一个机遇和挑战并存的时代。"在参加第二届青年企业家国际合作发展大会期间，联合国前副秘书 长法布里奇奥·霍克希尔德对第一财经记者表示，青年企业家面临着和过去截然不同的创业环境，"十年 前的那种让企业从本土走向全球的机遇，如今已变得更为难得。" 他认为，青年企业家在当下要更注重拓展与本土以及区域的联系，用更具创新的眼光寻找合作伙伴与机 会。 霍克希尔德还在致辞中表示，在关税飙升、地缘政治摩擦加剧的背景下，创业者要重新思考战略，超越 传统的出口模式，拥抱数字化连接，并且创建一个价值驱动的生态系统。 超越"买卖"，共建生态 生意和"桥梁" 霍克希尔德在致辞中表示，数据显示，到2025年全球活跃创业者将超过6.65亿人，相比2021年增长了 21%。人工智能、生物科学等领域的科技发展正在不断创造新的商业机会。在全球经济增速放缓的背景 下，亚洲仍以超4%的经济增速领跑全球。他对记者说："这是一个充满新机遇的时代"。 不少来自海外的青年企业家向第一财经记者分享了他们如何借 ...

Core Insights - The speech discusses the four stages of supply chain development and emphasizes the importance of building a global supply chain system centered on services, trade, and digital technology [1][2][5]. Group 1: Stages of Supply Chain Development - The first stage focuses on providing comprehensive services for trade facilitation, which initially emerged in Shenzhen but faced challenges in forming core competencies due to low entry barriers [1]. - The second stage sees logistics becoming the core business, where companies offer solutions for trade facilitation, digitalization, and sustainable transformation, gradually building competitive advantages [1][2]. - The third stage extends supply chain services to the production sector, requiring specialized service capabilities, with China primarily participating as a follower in a Western-dominated global supply chain [2]. - The fourth stage emphasizes service trade and digital trade, presenting a critical opportunity for Chinese companies to establish a service-oriented supply chain system [2][5]. Group 2: Recommendations for Supply Chain Development - There is a strong emphasis on leveraging digital technologies, particularly AI, remote sensing, and satellite technologies, to enhance supply chain management efficiency [3][4]. - The supply chain is identified as a key area for developing credible big data, particularly in private domains, which can enhance AI model training and support the establishment of a global trustworthy trade mechanism [3]. - Intelligent matching is highlighted as a transformative factor for supply chain development, improving resource allocation and cross-border collaboration through seamless integration of various service trade components [4]. - Building an ecosystem is deemed essential for the development of the digital economy, requiring collaboration across sectors to create a more open, transparent, and sustainable supply chain system [4][5].

Group 1 - Chongqing is developing a world-class intelligent connected new energy vehicle industry cluster through "collaboration between manufacturers and suppliers, integration of software and hardware, and ecosystem co-construction" [1][3] - Topu Automotive's integrated die-casting technology reduces the weight of aluminum rear subframes by over 30%, lowering energy consumption and extending battery life [1] - The Seer Smart Factory showcases 100% automation in key processes, with a zero-carbon demonstration project generating 15.84 million kWh of electricity annually, reducing CO2 emissions by 13,284 tons [1] Group 2 - Bosch's hydrogen power system in Chongqing features a 300 kW hydrogen power module that can power a 49-ton heavy truck for over 600 kilometers with just over 10 minutes of charging [2] - Chongqing's automotive ecosystem includes leading companies like Changan Automobile and Seer Automobile, with over 10 vehicle manufacturers collaborating [2] - The city aims to produce 2.54 million vehicles and 950,000 new energy vehicles by 2024, with significant growth in production observed from January to July this year [2] Group 3 - Chongqing is building a "convenient supercharging city" to ensure fast charging facilities cover all towns and streets, enhancing logistics, finance, and inspection services [3] - The city has established 349 digital workshops and 52 smart factories in the automotive sector, promoting innovation and collaborative development [3] - Chongqing is striving to become a "city of intelligent connected new energy vehicles" through innovation-driven initiatives [3]

Core Viewpoint - The article discusses the evolution and strategic initiatives of Beike in the real estate industry, highlighting its transition from a seller's market to a buyer's market and the importance of its platform model in supporting real estate agencies and stores during challenging times [2][3]. Group 1: Company Evolution and Market Position - Beike launched 7 years ago, connecting approximately 17,000 stores and becoming the first true platform company in the real estate sector [1]. - Initially, the real estate market was a seller's market, but it has shifted to a buyer's market, increasing the importance of positive ecology and service capabilities for industry players [2]. - As of December 31, 2024, Beike's active store count reached 49,693, demonstrating growth even during the industry's toughest four years [3]. Group 2: Strategic Initiatives and Ecosystem Development - Beike has implemented the "1+5个2" strategy, focusing on co-building ecosystems with stakeholders, enhancing service quality, and establishing a governance system through regional councils [3][13]. - The company allocated approximately 90 million yuan last year to empower stores, with plans to increase this to 400 million yuan, emphasizing mechanism construction and service commitments [5]. - Beike introduced a store points system to reward performance and collaboration, while also implementing a dual guarantee mechanism for service quality [13][21]. Group 3: Challenges and Responses - The real estate market has presented three main challenges for agencies: significant changes, slow transaction rates, and management difficulties [12]. - Beike's response to market volatility includes enhancing support for store owners and addressing their core needs for income and management assistance [11][13]. - The establishment of the "Store Owner Direct Line" has facilitated communication and feedback from store owners, allowing for continuous service and product optimization [19][20]. Group 4: Long-term Vision and Investment - Beike emphasizes the importance of continuous investment in technology and service quality to address the dual issues of poor consumer experience and unstable B-end survival [23]. - The company believes that maintaining investment reflects confidence in the future and is essential for long-term success in the industry [22][23]. - Beike's approach integrates both B-to-B and B-to-C services, focusing on enhancing the capabilities of service providers and improving customer satisfaction through a comprehensive ecosystem [23].

Core Viewpoint - The article discusses the evolution of Beike as a platform company in the real estate industry, highlighting its strategies to adapt to market changes and support its network of stores and agents amidst a shift from a seller's market to a buyer's market [2][3]. Group 1: Company Evolution and Strategy - Beike launched 7 years ago, connecting approximately 17,000 stores and becoming the first true platform company in the real estate sector [1] - Initially, the real estate market was a seller's market, but it has transitioned to a buyer's market, increasing the importance of positive ecosystems and service capabilities for industry players [2] - Beike's core principles include openness, connection, and reconstruction of the industry, focusing on digitalization and standardizing service experiences across different brands [2][3] Group 2: Market Adaptation and Support Mechanisms - As of December 31, 2024, Beike's active store count reached 49,693, showing growth even during challenging market conditions [3] - Beike has shifted from a "strong management" approach to a "co-building ecosystem" strategy, introducing the "1+5 two" strategy to enhance collaboration and decision-making among stakeholders [3][13] - The company allocated approximately 90 million yuan last year to empower stores, with plans to increase this to 400 million yuan, focusing on mechanism construction and service commitments [5] Group 3: Challenges and Solutions - The real estate market has presented three main challenges for brokerage stores: significant changes, slow transaction rates, and management difficulties [12] - Beike's "1+5 two" strategy aims to address these challenges by implementing a points system for stores and a dual guarantee mechanism for service quality [13][14] - The introduction of a store points system has shared 110 million yuan in value, covering around 12,000 stores, while service commitments have provided nearly 4 billion yuan in guarantees to about 7 million customers [21] Group 4: Long-term Vision and Investment - Beike emphasizes the importance of continuous investment in technology and service quality to enhance customer satisfaction and operational efficiency [23] - The company believes that true success in branding and reputation comes from making commitments and investments, reflecting confidence in the future [22] - Beike's long-term strategy involves a comprehensive approach to improving both consumer experiences and the stability of service providers, moving beyond mere transaction facilitation [23]