谢泓/文 2023年，一组数据颠覆企业家认知：在全球市值排名前十的企业中，8家是生态型企业。这些企业不再依靠单一产品取胜，而是通过构建庞大的商业生态系 统，实现了指数级增长。 这不是偶然。从苹果的"硬件+软件+服务"生态，到特斯拉的"汽车+能源+数据"生态，再到阿里巴巴的"电商+金融+物流"生态，我们正在见证一场商业模式 的深刻变革。传统的产品供给模式正在被场景化解决方案和生态化协作所取代。 可以预见，未来竞争的关键，不再是产品，而是场景；不再是企业间竞争，而是生态竞争。 2019年，孩儿集团创始人张瑞敏就讲过，产品会被场景替代，行业会被生态覆盖。在物联网时代，用户不再为孤立的产品功能买单，而是追求场景化的综合 体验。企业需打破行业壁垒，通过跨领域资源整合构建生态。 在信息化和数字化迅猛发展的时代，企业不仅要提供产品，更要创造出能够满足用户特定需求的完整场景；不仅要做好自己的业务，更要构建一个多方共赢 的商业生态。这种转变不仅能提升用户体验，还能为企业带来新的增长点。 场景替代产品 鹰牌陶瓷的母公司广东天安新材料股份有限公司（下称"天安新材"）于2017年成功IPO以后，便开始围绕其产品技术核心，重新构建产业 ...

Core Insights - The white liquor industry is undergoing a deep adjustment period, with national liquor brands aggressively pursuing market penetration strategies, posing significant challenges to regional liquor companies [2] - Regional liquor companies must escape the trap of homogeneous competition by establishing differentiated survival barriers to carve out new spaces in a fiercely competitive market [2] Strategic Recognition: Establishing a Differentiated Competitive Mindset - Value differentiation is essential, shifting from simple product benchmarking to a focus on value differentiation by integrating local culture, consumption scenarios, and emotional value [2] - Establish a dynamic competitive advantage insight mechanism to identify core resources and potential advantages in cultural heritage and unique craftsmanship [3] - Develop a brand ecosystem strategy that integrates local cultural IP, specialty industry chains, and consumer communities to enhance competitive barriers [3] Brand Value: Constructing a New Paradigm of Cultural Empowerment - Deeply explore regional cultural symbols to create a transformation mechanism between cultural essence, consumption symbols, and brand narratives [5] - Build a three-dimensional brand value system based on quality, culture, and emotional value, creating a self-reinforcing brand value flywheel [5] - Implement a layered penetration communication strategy to enhance brand momentum through cultural recognition in local elite circles [5] Product Strategy: Creating Differentiated Value Carriers - Develop distinctive flavor landmark products while adhering to traditional craftsmanship, creating a sensory experience system [7] - Upgrade quality expression through a five-sense experience quality expression system, transforming traditional metrics into perceivable consumer experiences [9] Channel System: Constructing a New Ecosystem for Deep Distribution - Implement a grid-based deep distribution strategy, upgrading the traditional channel system into a three-network integration model [11] - Establish a smart terminal management system for digital transformation, enabling visualized sales and intelligent inventory management [11] - Create a consumer operation closed loop combining offline experiences, online interactions, and community operations [12] Organizational Capability: Forging a Flexible Combat System - Reform the organizational structure into a modular format, enhancing responsiveness and operational efficiency [14] - Implement a three-type talent cultivation plan to enhance team capabilities in cultural interpretation, data operation, and user-centric service [15] - Develop a value-oriented incentive mechanism that shifts focus from sales to value creation, guiding organizational behavior towards long-term value [16] Conclusion - Regional liquor companies must build a differentiated competitive system based on deep exploration of regional culture to navigate the pressures of national brands [16] - The future competition in the white liquor market will hinge on the depth of culture and speed of innovation, necessitating a commitment to regional characteristics and innovative transformation [16]

Group 1 - The core message of the roundtable discussion is that the underlying logic of competition in Chinese commerce is undergoing profound reconstruction, shifting from traditional linear competition to an open, collaborative, and value-sharing business ecosystem, which is essential for survival and high-quality development [1][6] - The challenges faced by physical retail include a redefined consumer expectation for shopping experiences that provide emotional and situational value, necessitating a transformation from mere sales to becoming service providers and cultural operators [2][3] - Digital tools are evolving from enhancing internal efficiency to facilitating external ecological connections, with a focus on data flow efficiency between ecosystems, indicating that digitalization must transition from internal empowerment to external integration [3][4] Group 2 - The physical spaces in commercial digital transformation must also adapt, requiring a comprehensive digital approach throughout the lifecycle of construction, which faces structural challenges such as data silos and a lack of skilled talent [4][5] - Cultural elements play a crucial role in connecting and empowering commercial spaces, as demonstrated by the successful integration of historical architecture into modern commercial experiences, fostering a sense of community and shared value [4][5] - The role of local governments is evolving from mere management to becoming creators and maintainers of ecological conditions, with initiatives aimed at transforming regional cultural resources into commercial development momentum [5][6] Group 3 - The micro-foundation of commercial ecosystems lies in specific partnerships, shifting from a focus on rental efficiency to valuing brand resonance and collaborative efforts in creating unique market experiences [7] - The relationship between commercial entities and brands is evolving from a landlord-tenant model to a partnership model based on co-creation of value, emphasizing the importance of digital capabilities in enhancing customer service [7] - The future competitive advantage in business will increasingly depend on the ability to build, integrate, and lead ecosystems, moving away from isolated operations to collaborative co-creation [7]

Core Insights - The event held by Xincheng Holdings focused on collaboration and opportunities in the commercial sector, introducing the "Yuyue Management Five-Step Method" to enhance operational strategies [2][3] - The newly launched "Yuelian Plan" aims to create an open and symbiotic commercial ecosystem by partnering with quality brands and agents across the country [2][6] Group 1: Yuyue Management Five-Step Method - The five-step method includes "Build Good Space," "Group Content," "Find Brands," "Increase Sales," and "Share Profits," emphasizing refined and professional commercial operations [3][5] - A significant investment of 400 million yuan has been made this year for space renovation and quality improvement across 88 projects [3][4] - The method aims to standardize management and enhance the quality of commercial spaces, ensuring a better experience for consumers [3][5] Group 2: Yuelian Plan - The Yuelian Plan seeks to establish a sustainable resource connection and value co-creation platform by selecting top brands and core agents [6][7] - It transforms traditional one-way recruitment into a three-way win model, linking quality brands with capable agents [6][7] - The first phase will involve selecting 10 certified brands and 80 strong agents to ensure high-quality collaboration [6][7] Group 3: Financial Performance - In the first half of the year, Xincheng Holdings achieved a total commercial operation revenue of 6.944 billion yuan, marking an 11.8% year-on-year increase [7] - The gross profit from property leasing and management reached 4.573 billion yuan, with its contribution to total gross profit rising from 57.21% to 77.06% [7] - The gross profit margin reached 71.20%, showcasing the company's resilience and leadership in the commercial sector [7]

Core Viewpoint - China Ping An is establishing a unique "comprehensive finance + healthcare" ecosystem, which is gaining market confidence and demonstrating strong financial performance through strategic integration of finance, technology, and healthcare services [4][5][6]. Group 1: Financial Performance and Market Confidence - On June 25, 2023, China Ping An's A-shares rose by 1.92% to 57.88 CNY, marking a four-day consecutive increase and reaching a new high for the year, while H-shares increased by 3% to 51.45 HKD, also achieving four consecutive days of gains [2]. - The total market capitalization of Ping An has surpassed 1 trillion CNY, reflecting market validation of its strategic layout and the value created by its integrated financial and healthcare model [2][4]. Group 2: Dividend Strategy and Resilience - Ping An's dividend strategy exemplifies its balance between internal accumulation and external returns, with a significant increase in dividend payouts from 3.17 billion CNY in 2011 to 46.17 billion CNY in 2024, representing a compound annual growth rate of 23% [6][9]. - The per-share dividend has risen from 0.4 CNY in 2011 to 2.55 CNY in 2024, with the dividend yield increasing from 1.2% to 4.8% [6][11]. - Cumulatively, Ping An's cash dividends from 2011 to 2024 reached 358.9 billion CNY, significantly outpacing competitors like China Life and China Pacific Insurance [9][11]. Group 3: Competitive Advantages and Ecosystem - Ping An's "comprehensive finance + healthcare" ecosystem is characterized by deep data integration and scenario collaboration, creating a unique value network that combines financial and service attributes [27][31]. - The company has built a substantial customer base, with 63% of clients enjoying services from its healthcare ecosystem, leading to higher customer retention rates [12][29]. - Ping An's competitive barriers are reinforced by its extensive data assets, with 245 million customers generating comprehensive behavioral data, facilitating a positive feedback loop of service optimization and customer retention [29][31]. Group 4: Technological Innovation and Patent Leadership - Ping An leads in patent applications within the financial technology and healthcare sectors, with 8,582 patents in fintech and 4,176 in healthcare, surpassing major competitors [17][21]. - The company has established a three-tier model system for AI applications, significantly enhancing its operational efficiency and product offerings [22][24]. - Ping An's technological innovations have resulted in substantial economic benefits, with AI-driven products generating over 200 billion CNY in sales and achieving significant cost savings [22][24].