美国企业家马斯克旗下的人工智能初创公司xAI和社交媒体平台X于25日起诉苹果公司和开放人工智能 研究中心（OpenAI），指控这两家公司联手实施"反竞争"计划，维持在智能手机和生成式人工智能市 场的垄断地位。 诉讼书指出，苹果与OpenAI的"排他性协议"使ChatGPT成为iPhone唯一内置的生成式人工智能聊天机器 人，相关竞争对手难以扩大规模和进行创新。"原告提起本诉讼，旨在制止被告的反竞争行为， 并追讨 数十亿美元的经济损失。" OpenAI一位发言人在声明中回应，这一最新诉讼"与马斯克先生持续的骚扰行为模式一致"。 来源：新华社 责编：陈丽湘 诉讼书还称，苹果在其应用商店中降低竞争产品的优先级，拖延相关审核流程，给予OpenAI特殊待 遇。 马斯克本月早些时候在社交媒体X平台上称，苹果的行为让除OpenAI之外的任何人工智能公司都无法在 苹果应用商店排名第一。苹果公司发言人曾对此表示，其应用商店设计"公平且无偏见"。 ...

Core Viewpoint - The threat posed by Intel's foundry business revival to TSMC is overstated, and it may actually benefit TSMC by alleviating regulatory pressures due to its monopoly status [5][8]. Group 1: Intel's Foundry Business - Intel's foundry business faces fundamental challenges beyond financial issues, including the need for a different corporate culture and customer-centric innovation [11]. - The success of Intel's foundry strategy may depend on adopting an N-1 approach, which could reduce risks for potential clients [11]. Group 2: Market Dynamics - TSMC is expected to maintain over 90% market share in advanced process nodes, despite the participation of major clients like Apple and Nvidia in Intel's foundry revival plan [10]. - The perception of TSMC as a potential monopolist has not significantly boosted its price-to-earnings ratio, and may instead attract more scrutiny from government agencies [8]. Group 3: Competitive Landscape - The competition from Intel's foundry may create a false sense of choice for customers, which could ultimately be advantageous for TSMC by reducing regulatory scrutiny and pressures related to manufacturing returning to the U.S. [8][9].

Core Viewpoint - The relationship between a company's business model and its market dominance is complex, where a good business model does not necessarily guarantee a monopoly, and vice versa [2][7][10]. Group 1: Business Model Characteristics - A good business model is characterized by the ability to charge a premium for similar services, as seen in the example of high-quality liquor, where significant price differences exist among similar products [2][9]. - In contrast, industries like express delivery may have a less favorable business model due to high asset requirements and limited pricing power, leading to a natural monopoly without a strong business model [3][4][5]. - The express delivery market requires a high minimum daily order volume to be economically viable, which can lead to a situation where only one company can achieve the necessary scale, resulting in a natural monopoly [3][4]. Group 2: Market Dynamics and Competition - The express delivery market's limited size can hinder competition, as achieving the minimum economic scale is challenging for new entrants, thus reinforcing the position of existing players [3][4]. - Companies in industries with high fixed asset investments, like airlines and manufacturing, often face similar challenges where their business models may not be strong, yet they can still achieve market dominance due to scale [5][6]. - The concept of "thick snow" refers to the ability of companies to differentiate themselves within a market, which can coexist with a natural monopoly if the market size is limited [14]. Group 3: Pricing and Cost Structure - The distinction between express and non-express delivery services lies in their cost structures, where non-express services focus on minimizing costs, while express services incur higher costs to meet time-sensitive demands [11][12]. - Companies that operate in both express and non-express segments often struggle to maintain service quality across both due to differing operational requirements [12][13]. - The profitability of a business is more significantly impacted by volume and price increases than by cost-cutting measures, which are often indicative of a mediocre business model [17][18]. Group 4: Consumer Behavior and Market Acceptance - The separation of buyers and users can lead to better business models, as buyers are often willing to pay a premium for products that they perceive as valuable, especially in categories like food [15][16]. - This separation allows for a higher acceptance of price premiums, which can enhance the overall business model's effectiveness [15][16]. Group 5: Investment Considerations - When evaluating a company's value, each business segment should be assessed individually for its competitive advantages and market conditions, rather than assuming the overall value is derived from the strongest segment alone [10][11]. - The current external environment, such as geopolitical tensions, may not significantly alter long-term investment evaluations, as fundamental business models and market dynamics remain stable [19][20].