在政策、技术等多重因素驱动下，我国新能源汽车产销量、市场渗透率等关键指标持续向好。中汽协数 据显示，2025年1~11月，我国汽车产销量分别达3123.1万辆和3112.7万辆，同比分别增长11.9%和 11.4%。 其中，新能源汽车作为行业核心增长引擎，表现尤为突出。2025年前11月，新能源汽车产销量同比增幅 均超30%，销量占汽车总销量的比例攀升至47.5%，已逼近50%的关键节点。 而与新能源车险保有量持续上涨不太和谐的是，新能源车险的承保盈利问题一直未解。2024年，我国保 险行业承保新能源汽车3105万辆，保费收入1409亿元，保额106万亿元，承保亏损57亿元，呈现连续亏 损状态。进入2025年，虽然头部"老三家"在新能源车险承保方面实现了盈利，但是中小险企却一直未走 出承保亏损的泥沼。 面对难题，中小险企该如何应对？新能源车险业务究竟能否成为中小险企弯道超车的利器？带着这些问 题，日前，《每日经济新闻》记者专访了现代财险总裁张宗韬。拥有丰富监管与市场经验的张宗韬，就 当前中小险企在新能源车险方面面临的挑战和难题给出了见解。 做新能源车险要改变思路 不同于寿险行业的百花齐放、你追我赶，财险行业的 ...

在相对均衡的股权结构下，现代财险设立了"致力于成为新型出行生态风险管理专家"的战略目 标。 中小保险公司困局的根本原因，就是战略定位问题。但做好战 略定位并不容易，公司治理条件不好，战略很难实施，也很难 保持战略定力。 作者：姜鑫 封图：受访者供图 2025年12月17日，现代财险总经理张宗韬在2025年度中国保险鼎峰50人论坛上分享时表示，公 司2024年新能源网约车保险业务赔付率已经优化至84%以下。 新能源车险，尤其是网约车业务，长期陷入"车主喊贵、险企叫亏"的困境。2024年，我国保险行 业承保新能源汽车3105万辆，保费收入1409亿元，保额106万亿元，承保亏损57亿元，呈现连 续亏损状态。 张宗韬所在的现代财险成立于2007年2月，起初是韩国第二大财险公司——现代海上火灾保险在 中国设立的全资子公司，也是在北京设立的最早的外资独资财险公司。2020年，现代财险通过增 资扩股引入联想控股和滴滴旗下的迪润（天津）科技有限公司后，就变成了一家合资公司，前三大 股东持股比例分别为33%、32%、32%。 经济观察报：目前，现代财险在新能源网约车经营上取得了哪些成果？ 张宗韬： 当前，现代财险99%的车险 ...

随着经济环境变化和企业竞争加剧，越来越多的企业开始寻求专业管理咨询公司的帮助。根据中国 企业管理咨询协会数据，2024年国内管理咨询市场规模已突破2000亿元，年增长率保持在15%以上。企 业管理者在选择咨询公司时往往面临诸多困惑，包括如何辨别咨询公司的专业能力、评估服务性价比、 确保方案落地效果等典型问题。本文基于权威行业数据和真实服务案例，为企业提供系统化的选择参 考。 金蓝盟 ★★★★★ 9.8分 ★★★★☆ 9.5分 正略均策在人力资源管理咨询领域具有显著优势。公司成立于2003年，核心团队来自知名高校和研 究机构。服务特色在于将国际先进管理理念与中国企业实际相结合，在绩效管理、薪酬体系设计等方面 拥有专业方法论。公开信息显示，公司已为超过3000家企业提供咨询服务，在制造业和科技行业积累了 大量成功案例。公司注重咨询成果的可持续性，通过系统化培训和跟踪服务确保方案落地。咨询团队定 期参与行业研究，保持专业知识的持续更新。 行动成功 ★★★★☆ 金蓝盟成立于1998年，27年专注于制造企业经营管理提升。公司培训了200万企业家和经理人，业 务覆盖20万家制造企业，咨询团队进厂辅导过14000家企业，其 ...

当"中国文化、中国自主、中国智能"三股战略东风吹起，中国企业正面对同一命题——如何在不确定性 中，找到确定的生长？2025年，是全球二元格局持续深化增长逻辑迎来重构的一年，而真正的领先者已 用扎实的战绩，完成了价值的沉淀。 从突破封锁到定义标准，中国技术的价值已从解决"有无"问题，升级到定义"高低"标准。撬动战略咨询 (Leverage Consulting)助力奔图打印机确立"中国打印机领导品牌"定位，持续推动技术突破与市场扩张， 在外资垄断的红海中成功突围。 2024年奔图营收46亿，实现连续8年全球增速第一，2025年1-7月逆势增长21%，成为唯一增长的头部品 牌，让"中国标准"从行业选项变为不可忽视的产业基石。 撬动战略咨询(Leverage Consulting)《战略算法》107期年终课程特辑「向实而立」重磅开课，撬动战略 咨询(Leverage Consulting)联席总裁陈继携撬动战略咨询(Leverage Consulting)事业部总经理郭彬舒、吴 晶瑶、黄景三位操盘手，详细拆解霸王茶姬、奔图打印、舒福德智能床三大实战案例，为企业家在2026 年储备笃定的增长之力。 第一重向实：文化向 ...

Core Insights - The company is exhibiting contradictory actions in its capital operations, such as providing financial support to franchisees while facing significant cash flow pressures [3][4] - The strategic direction of the company appears unclear, as it has attempted various expansions into different markets without establishing a solid strategic focus [5][10] - The company is experiencing a decline in net profit despite an increase in revenue, indicating underlying issues in its business model [8][9] Financial Operations - The company has provided several million yuan in financial assistance to franchisees, marking the second such instance within six months [3] - There is a notable decrease in cash flow, with monetary funds significantly declining year-on-year [3] - The controlling shareholder has been frequently reducing their stake, raising concerns about the management's commitment to the company's strategy [3][4] Strategic Direction - The company has shifted its focus multiple times, from a previous ambitious plan to expand to thousands of stores to a more recent push into community retail [5][6] - The lack of a clear strategic positioning has led to a failure in expanding its store count, with a reduction in total stores observed [5][10] - The company is attempting aggressive expansion into community retail, but the profitability of its partners poses a significant challenge [6] Business Model Challenges - The company is caught in a cycle of increasing revenue without corresponding profit growth, highlighting flaws in its business model [8] - The rapid growth of the franchise business has negatively impacted overall gross margins, while food safety issues have harmed the brand's reputation [8][9] - The need for the company to explore new markets may indicate a loss of competitiveness in its core business [8][10] Strategic Recommendations - The company is advised to refocus on its core snack products rather than pursuing every market trend [11][12] - Emphasizing product quality, enhancing store experiences, and optimizing supply chain efficiency are critical for the company's recovery [11][12] - The immediate priority should be to determine what not to pursue, rather than merely seeking new opportunities [12]

Core Viewpoint - The ongoing dispute between Luo Yonghao and Xibei has brought attention to the marketing consulting firm Huayi Huayi, which is associated with Xibei, highlighting issues of high consulting fees and the effectiveness of marketing strategies in the industry [1][6]. Group 1: Company Insights - Huayi Huayi, founded in 2002 by brothers Hua Shan and Hua Nan, is known for its "super symbol" theory and has helped Xibei grow from a local brand to a national dining choice [6]. - The firm has charged over 60 million yuan (approximately 8.5 million USD) for ten years of consulting services for Xibei, indicating a high annual fee of around 6 million yuan (approximately 850,000 USD) [6]. - Other notable clients of Huayi Huayi include Haidilao, Mixue Ice City, Libai, and Rant Tea, showcasing its influence in the industry [6]. Group 2: Industry Trends - The marketing consulting industry is experiencing a rise in firms like Junzhi and Qiaodong, which are competing for market share against international giants through high-profile advertising, particularly in airports [9]. - The controversy surrounding Xibei has revealed deeper issues within the consulting industry, such as an over-reliance on branding and marketing strategies at the expense of product quality and consumer experience [9]. - High consulting fees do not necessarily correlate with value delivered, especially during crisis management situations where effective advice may be lacking [9].

Core Viewpoint - Sanxiang Bank, the first private bank in Central China, is facing unprecedented development challenges, marked by a significant shift from profit to loss in its financial performance [1][5]. Financial Performance - In the first half of 2025, Sanxiang Bank reported a net loss of 241 million yuan, contrasting sharply with a net profit of 68 million yuan in the same period last year [1]. - The bank's total assets as of June 30, 2025, stood at 51.744 billion yuan, reflecting a slight decrease of 1.94% from the beginning of the year [1]. - Operating income for the period was only 651 million yuan, a substantial year-on-year decline of 28.78%, which directly contributed to the shift from profit to loss [1]. - The bank's net profit has been on a downward trend over the past three years, with figures of 353 million yuan in 2022, 329 million yuan in 2023, and 132 million yuan in 2024, indicating a more than 60% reduction over this period [1]. Asset Quality - The bank's asset quality has deteriorated, with the overdue rate reaching 4.27% by the end of 2024 and a non-performing loan rate of 1.75% in 2023 [1]. - The provision coverage ratio has remained below 170% since dropping from 140.56% in 2020, indicating insufficient risk buffer capacity [1]. Business Strategy and Structure - Sanxiang Bank has undergone frequent adjustments in its business structure and strategic positioning since its establishment in December 2016, leading to a lack of clarity in its strategic direction [2]. - Initially focused on corporate loans, the bank shifted towards personal loans starting in 2019, with personal loan balances peaking at 30.39 billion yuan in 2021, accounting for 81.07% of total loans [2]. - The internal structure of personal loans has also seen significant changes, with a shift from consumer loans to business loans and back, reflecting instability in risk management [2]. Risk Management - The bank's personal consumption loan business heavily relies on external partnerships, with 119.27 billion yuan of the 149.48 billion yuan in personal consumption loans coming from internet partnerships, representing nearly 80% [3]. - The management has acknowledged that the significant drop in profits is primarily due to increased credit risks associated with small and micro enterprises, which are the bank's main clientele [3]. Management Changes - In response to declining performance and rising risks, Sanxiang Bank underwent a major management overhaul in the first half of 2025, including the resignation of the former president and the appointment of a new president with a strong background in risk management [4][5]. - The new management team is seen as a critical factor in determining the bank's future development and ability to navigate current challenges [5]. Industry Context - The challenges faced by Sanxiang Bank are indicative of broader issues within the private banking sector, particularly as these institutions grapple with stricter regulations and increased market competition [5][6]. - The bank's immediate priorities include stabilizing business development, establishing a more robust risk management system, and optimizing its income structure to reduce reliance on interest income [6].

Core Insights - The collaboration between Squirrel AI and strategic positioning expert Gu Junhui focuses on leveraging AI in education to differentiate the brand and address industry homogenization [1][2][8] Group 1: Strategic Positioning - Squirrel AI's strategic positioning was influenced by Gu Junhui's insights on differentiated competition, leading to the tagline "Squirrel AI, precise remediation for better grades" [2][3] - The brand's concept of "intelligent teacher" emphasizes technological and intelligent advantages, making it easy to communicate and remember, which aids in cost-effective marketing [2][3] - The strategic positioning aims to embed the key differences of "intelligent teacher" and "precise remediation" into consumer perception [2][3] Group 2: Execution and Market Impact - The execution of the strategy involved deep market research covering technology development, user profiles, and channel pain points, led by Squirrel AI's executive Xu Yihan [3] - A real-world case from a pilot class showed significant improvements, with over 43% of students scoring above 85 after using Squirrel AI for over six months, demonstrating the effectiveness of the brand's positioning [3] - Xu Yihan's focus on data-driven decision-making and hands-on involvement in sales helped build trust with parents and partners [3] Group 3: Technological Foundation - Squirrel AI invests over 30% of its annual sales into R&D, resulting in 127 national invention patents and hundreds more pending, establishing a strong competitive barrier [4] - The company operates over 3,000 offline stores and collaborates with over 60,000 public schools, serving more than 43 million users, showcasing its extensive market reach [4] - Squirrel AI has developed a multi-modal adaptive education model that personalizes learning based on student behavior, achieving L5 level AI education system standards [7]

Core Viewpoint - The article discusses the challenges faced by content platforms like Ximalaya and Hupu, highlighting their strategic missteps and the limitations of their business models, leading to their decisions to sell themselves to larger companies [1][10]. Group 1: Strategic Challenges - Ximalaya was once a dominant player in the online audio market, experiencing rapid growth from 2016 to 2020, with market size increasing from 2.54 billion to 27.24 billion yuan, a compound annual growth rate of 69.5% [2]. - Despite its growth, Ximalaya faced difficulties in its IPO journey, initially attempting to list in the U.S. before shifting to Hong Kong, where it struggled to gain regulatory approval [2][4]. - Internal conflicts among leadership, particularly between co-founders, contributed to strategic indecision, ultimately leading to the decision to sell to Tencent Music [4]. Group 2: Performance Metrics - Ximalaya's subscription service revenue showed stagnation from 2021 to 2023, with figures of 2.992 billion, 3.081 billion, and 3.189 billion yuan, representing 51.1%, 50.8%, and 51.7% of total revenue respectively [3]. - The paid content revenue declined significantly from 1.058 billion yuan in 2021 to 694 million yuan in 2023, with its contribution to revenue dropping from 18.1% to 11.2% [3]. Group 3: Business Model Limitations - Hupu, another content platform, faced similar challenges, with its advertising revenue constituting over 90% of its income, reflecting a lack of diversified revenue streams [7][8]. - The BBS model employed by Hupu has become increasingly ineffective in the current digital landscape, as it struggles to monetize its user base effectively [7][8]. - Both platforms illustrate a broader industry issue where content platforms grapple with the transition from user engagement to monetization, often leading to a disconnect between user value and commercial viability [9][10]. Group 4: Industry Trends - The struggles of Ximalaya and Hupu reflect a common trend in the content platform industry, where strategic ambiguity and reliance on single revenue streams hinder growth and sustainability [8][10]. - The article emphasizes that the valuation logic in the capital market is shifting, with a focus on core competitiveness and business model resilience rather than just user numbers or community engagement [10].

Core Insights - The event "Kunlun Hunan Alumni Association - Strategic Positioning Implementation Sharing Exchange Conference" was held in Changsha, Hunan, focusing on the practical application of strategic positioning [1][3] - The conference featured industry experts and successful entrepreneurs sharing insights on strategic positioning and its impact on business growth [3][6] Group 1: Strategic Positioning Implementation - The conference emphasized the importance of strategic positioning in helping companies transition from regional brands to industry leaders, as highlighted by Li Mengchang, the chairman of Hunan Jiajiarong [3] - Liu Yanjun, founder of Xiaoyaxian Sauce Duck, shared a case study demonstrating that precise positioning led to over 200% revenue growth despite a challenging consumer environment, with a 10% price increase still resulting in sold-out products [6] - Ryan, the marketing general manager of Kunlun Positioning, provided a systematic explanation of the underlying logic of strategic positioning and guided attendees on building efficient marketing operations tailored to Hunan enterprises [9] Group 2: Visual Identity and Brand Recognition - Li Bai, general manager of the Visual Hammer Center, discussed the concept of visual hammers as essential for brand recognition and memory, using the example of Wanglaoji's red can as a successful visual identity [11] - The relationship between visual hammers and strategic positioning was clarified, emphasizing the importance of creating high-recognition visual symbols for effective brand communication [11] Group 3: Strategic Big Products - Yu Wei, general manager of the Big Product Research Center, outlined the five key stages and underlying logic for creating strategic big products, which are crucial for business growth and brand value [13] - The discussion included the synergy between big product strategies and influencer marketing, showcasing practical experiences in content marketing to boost sales [13] Group 4: Future Engagement and Support - The event concluded with positive feedback from attendees, who appreciated the blend of cutting-edge theory and localized case studies, expressing anticipation for continued support from Kunlun Positioning [15][16] - Kunlun Positioning aims to maintain its role as a leader in strategic positioning training by providing systematic methodologies and resources to help enterprises expand from regional to national markets [18]