转自：中国质量报 本报讯 （记者徐建华）近日，以"华章四秩，宇你同行"为主题的中建华宇（北京）控股集团有限公司 （以下简称"中建华宇"）电梯业务创立40周年庆典大会在北京召开。大会汇聚电梯领域精英、技术专 家、合作伙伴及社会各界代表，共同回顾中建华宇40载砥砺奋进的峥嵘历程，擘画新时代再启新程的宏 伟蓝图。 中建一局集团建设发展有限公司副总经理于峰在致辞中表示，中建华宇逐步成长为行业标杆企业，在超 高层建筑、品质住宅、交通枢纽等领域打造了一批精品工程，以卓越服务和专业技术推动中国电梯工程 服务标准的不断提升。 在庆典大会"聚力共赢"主题篇章中，来自不同领域、不同行业的嘉宾代表从产业链协同、创新发展、合 作共赢等多个角度，分享与中建华宇携手共进的精彩故事。 大会专门颁发"同心纪念奖章""柱石纪念奖章""栋梁纪念奖章""功勋纪念奖章"以及"卓越贡献纪念奖 章"，分别表彰司龄10年以上、20年以上、25年以上和30年以上的中建华宇员工，以及曾为该企业发展 做出重要贡献的司友。 中建华宇董事长丁志华在《宇你同行》主题演讲中表示，中建华宇战略实现了从产品思维、平台思维、 生态思维到如今共生思维的重大演进，成功完成了从电 ...

Core Viewpoint - The ongoing "takeout war" driven by high subsidies is reshaping the restaurant market, leading to a complex "butterfly effect" where many small businesses struggle to maintain profitability despite increased customer traffic [1][3]. Group 1: Market Dynamics - Since April, major platforms have invested nearly 1 trillion yuan in subsidies, resulting in record-breaking order volumes [1]. - The initial benefits of subsidies included increased market competition and consumer savings, but the long-term effects are creating a challenging environment for small and medium-sized businesses [3]. Group 2: Impact on Small Businesses - Small and medium-sized restaurants face a dilemma: participate in subsidies for visibility at the cost of profits, or abstain and risk being marginalized [3]. - The reliance on single platforms for revenue diminishes operational autonomy and increases pressure from low-margin orders [3][4]. Group 3: Market Diversity and Long-term Effects - The ongoing competition may reduce market diversity, as consumer choices become limited to a few large brands, potentially impacting local culinary culture [4]. - The focus should shift from a simplistic "who wins or loses" perspective to understanding the long-term implications for the entire restaurant ecosystem [5]. Group 4: Call for Change - There is a need for platforms to transition from a "traffic-driven" mindset to a "coexistence-driven" approach, ensuring that all types of businesses can thrive and consumers receive sustainable quality service [5]. - The success of platforms should be linked to the overall prosperity of the economic ecosystem, promoting a healthy cycle for businesses, consumers, and delivery personnel [5].

Group 1 - The design of profit-sharing mechanisms in project financing is crucial, impacting both the interests of investors and founding teams, as well as the company's future financing capabilities and development momentum [2][4] - A core principle of profit-sharing design is "dynamic matching," where the profit-sharing logic differs significantly between seed rounds and later stages, with seed rounds focusing on protecting founders [2][4] - In growth-stage financing, a "ladder adjustment" mechanism should be introduced, where profit-sharing ratios automatically adjust based on valuation milestones, reflecting the balance of risk and reward [2][4] Group 2 - Clear delineation of responsibilities is essential for profit-sharing design, as many startups face disputes due to unclear boundaries of roles and responsibilities [4][6] - The inclusion of anti-dilution clauses in the profit-sharing framework is necessary to protect early investors from dilution of their profit-sharing rights during subsequent financing rounds [4][6] - Establishing a "dynamic incentive pool" of 10%-15% for core employees is a long-term safeguard, allowing for equity incentives without excessively diluting the founders' shares [6] Group 3 - The ultimate goal of profit-sharing design is to deeply bind the interests of all parties with the growth of the project, fostering a "symbiotic mindset" that ensures motivation for founders and reasonable risk for investors [6]