财经摆渡人 精研出品 破浪前行，共探财富新局 12月7日，中国财富管理50人论坛搞了场专题研讨会，主题是"服务业高质量发展，短板剖析与应对之 策"。 机械工业信息研究院的陈琛所长在会上做了分享，专讲生产型服务业和制造业怎么融合发展。 提到制造业，不少人脑子里冒出来的就是工厂流水线、机器转不停，很少有人会把它和"服务"这两个字 绑在一起。 统计数据有时候挺会骗人的。 德勤和麦肯锡之前出过报告，说中国装备制造业、机械工业里，78%的企业服务营收占比不到10%，超 过20%的只有6%。 这数儿一看，好像服务业在制造业里没多大存在感。 但陈琛团队调研了不少大企业和专精特新"小巨人"后发现，事情根本不是数据表面那样。 德国机械行业有个老说法，六成实物产品只创造三成利润，三成服务反而能带来七成利润。 咱们国内的数据看着和德国差老远，但这里面藏着个关键问题，制造和服务的边界早就模糊了。 按定义，制造是把材料变个样，服务是围着产品搞无形增值，但实际操作中，这俩事儿根本分不开。 就像浙江有家齿轮企业，年营收大概2000万元，看着是家正经制造企业吧？但它机床调试、设备维修、 工艺开发这些核心环节，全靠外包服务。 一年光买服务就得 ...

齐鲁晚报.齐鲁壹点连宁燕 打造"智慧登记"服务，推动不动产登记从"线下跑"到"网上办"转型。一是加强部门间数据共享。建立了 跨地区、跨部门的信息共享机制，与住建、公安等多个单位实现15类信息互联互通。还创新推行"一码 关联"，用一个不动产单元代码串起规划、用地、用海等19项审批，以及水电气暖等联办业务，做到"一 码通办、一码联办"。相关做法已被自然资源部列为典型案例。二是推行不动产登记无纸化改革。推广 应用"鲁通码"、电子签章等技术，实现不动产登记涉及证照材料"零提交"办理。个人业务实现"刷脸即 办、全程无纸"，非税业务无纸办覆盖率达到90%以上。三是建立智慧登记云大厅。依托省"一网通 办"平台及"爱山东"APP，实现登记事项100%网上可以办理。创新推行"视频办"服务，有效破解异地办 理的难题，目前已经办理200余笔。 过去五年，威海市不动产登记领域有很多便利化改革，比如"交房即交证""带押过户"等。近日，在威海 市政府新闻办举行的新闻发布会上，威海市自然资源和规划局副局长于志涛介绍，"十四五"期间，威海 市紧紧围绕企业和群众的需求，以数字化改革为抓手，不断推动制度创新和技术赋能。过去是"到处 跑、现场办" ...

Core Viewpoint - The article highlights that Far Eastern Group's subsidiary, Far Eastern Services, has been recognized as a leading enterprise in commercial property services in China for 2025, emphasizing its commitment to service innovation, green operations, and sustainable development [1][13]. Group 1: Service Excellence - Far Eastern Services has developed a "Four Seasons Service System" that enhances the office experience by integrating environmental design and service delivery based on seasonal changes, improving the quality of building spaces and service warmth [1][13]. - The service model incorporates two key mechanisms: "Building 100 Meters," which focuses on integrating administrative, supporting, and emergency services for convenient access, and "1-ALL Full Staff Interaction," ensuring efficient response to customer needs through cross-department collaboration [3][15]. Group 2: Industry Standards and Certifications - Far Eastern Services has achieved multiple international certifications, including BOMA, LEED, and WELL, which reflect its excellence in hardware and management, reinforcing its competitive edge and brand influence in the high-end commercial property market [5][17]. Group 3: Commitment to Sustainability - The company is actively engaged in green operations, focusing on energy-saving renovations, resource recycling, and smart energy management to enhance energy efficiency [10][22]. - As a long-term partner of the World Wildlife Fund (WWF) for "Earth Hour," Far Eastern Services integrates green principles into daily operations, promoting building green certifications and low-carbon practices to create sustainable environmental value and asset appreciation for owners [11][23].

Core Viewpoint - The recent announcement of 15 cities as pilot cities for international consumption environment construction is interpreted as an expansion of international consumption center cities, aimed at boosting domestic demand and enhancing global consumption attractiveness [1][2] Group 1: Economic Development Logic - The expansion of consumption center cities aligns with China's strategic shift from being the "world's factory" to becoming the "world's market," with consumer spending contributing 82.5% to economic growth in 2023 [2][3] - The addition of 10 new cities aims to create a broader network to meet diverse consumer demands and enhance regional economic collaboration [2][3] Group 2: New Business Models and Trends - The pilot cities are seen as incubators for new business models, with the first five cities accounting for over 12.5% of national retail sales and a significant share of national-level demonstration pedestrian streets and traditional brands [3][9] - The construction of international consumption center cities is crucial for China to compete in the global consumption market, with cities like Beijing and Shanghai already establishing themselves as shopping and fashion hubs [3][9] Group 3: Policy Support and Financial Incentives - Each international consumption center city will receive a total subsidy of 200 million yuan, while other cities will receive 100 million yuan, with funds allocated based on performance evaluations [4][9] Group 4: Characteristics of New Pilot Cities - The newly added cities exhibit diverse characteristics and significant development potential, with Shenzhen leading in digital economy, Chengdu in culinary tourism, and Hangzhou in e-commerce [8][9] - Other cities like Wuhan, Changsha, and Xiamen are also rapidly developing their unique consumption environments, leveraging their geographical and cultural advantages [8][9] Group 5: Future Vision and Global Influence - The future of international consumption center cities is shifting towards a model that integrates culture, experience, and service, transforming them into platforms for exploring Eastern lifestyles and enhancing China's global cultural influence [11][12] - The ambition is to transition from regional consumption hubs to globally influential cultural benchmarks, with a focus on setting consumption standards and enhancing China's voice in global consumption governance [12][13]

Core Viewpoint - Another insurance intermediary listed on the New Third Board, Huakai Insurance Sales Co., Ltd., has announced its delisting decision, reflecting ongoing regulatory pressures and market consolidation in the insurance intermediary sector [2][4]. Company Summary - Huakai Insurance received a notice of termination of its stock listing, with trading set to resume on December 8, 2025, before officially delisting on December 22, 2025 [5][6]. - The company was established in July 2012 with a registered capital of 56.5 million yuan and became one of the first insurance intermediaries to list on the New Third Board in November 2015 [6]. - Huakai Insurance experienced rapid revenue growth from 94 million yuan in 2015 to 551 million yuan in 2018, but governance issues began to surface [6][7]. - The company faced a significant decline in net profit, reporting a loss of 1.62 million yuan in the first half of 2024, compared to a profit of 835.8 million yuan in the same period the previous year [7]. Industry Summary - The insurance intermediary market is undergoing a significant transformation, with a reduction in the number of listed companies from over 30 to just 8, as many firms face operational challenges and regulatory scrutiny [8][9]. - Five of the remaining eight insurance intermediaries reported losses in the first half of the year, indicating a trend of financial difficulties within the sector [8]. - The decline in listed insurance intermediaries is attributed to a combination of high listing costs, regulatory pressures, and a shift from quantity expansion to quality transformation in the industry [9]. - Industry experts suggest that insurance intermediaries should focus on specialization, digital transformation, and service innovation to remain competitive [9].

Summary of Alfa Laval Capital Markets Day - November 24, 2025 Company Overview - **Company**: Alfa Laval (OTCPK:ALFV.Y) - **Event**: 2025 Capital Markets Day - **Date**: November 24, 2025 Key Industry Insights Global Economic Context - The global economy has experienced significant volatility due to factors like COVID-19, geopolitical issues, and inflation, but the situation is not as dire as perceived [4][5][6] - U.S. industrial production is stable, with labor force access being a primary growth constraint rather than capital availability [5][6] - China is a critical market, contributing over 20% of Alfa Laval's turnover, with significant growth potential in sectors like carbon capture and sustainable technologies [7][9] Energy Transition - Alfa Laval is committed to leading the energy transition, with a target for net-zero emissions by 2027 for scope one and two [10][11] - The company acknowledges the challenges of aligning with the Paris Agreement, emphasizing a gradual transition rather than rapid changes [12][13] - Investment in renewable energy and clean technologies is increasing, with a focus on hydrogen and other sustainable solutions [11][31] Company Strategy and Growth Financial Targets - Alfa Laval aims to reach SEK 100 billion in revenue by 2030, currently operating at a rate of about SEK 70 billion [27][39] - The company plans to achieve this through organic growth and potential mergers and acquisitions, estimating an additional SEK 20-30 billion from M&A activities [28][39] Divisional Focus - The company has restructured its divisions, with a focus on Energy, Food & Pharma, and Ocean divisions, each with specific growth strategies [29][49] - The Food & Pharma division is expected to grow at a rate of 7% annually, driven by increasing demand for food and healthcare products due to population growth and urbanization [50][57] Innovation and R&D - Alfa Laval is increasing its R&D investment from 2.4% to 3% of net invoicing to support innovation across its product lines [58][59] - The company is focusing on digital solutions and application innovations to enhance customer processes and extend equipment lifetimes [60][61] Market Dynamics Food & Pharma Market - The food market is projected to grow at 2-3% annually, with a significant addressable market of SEK 152 billion, where Alfa Laval holds a 12% market share [53][54] - The water treatment market is growing at 3-4% annually, driven by urbanization and climate change, with an addressable market of SEK 21 billion [55] - The pharmaceutical market is the fastest-growing segment at 5-6% annually, presenting a significant opportunity for Alfa Laval to increase its market share [56][57] Competitive Positioning - Alfa Laval is positioned among the top three in several market segments, with a focus on expanding its share in the pharmaceutical sector where it currently has a low market share [56][57] Conclusion - Alfa Laval is navigating a complex global landscape with a clear strategy focused on sustainable growth, innovation, and market expansion. The company is well-positioned to capitalize on emerging opportunities in the energy transition and food & pharma sectors while maintaining a robust commitment to R&D and customer-centric solutions.

Core Insights - The article emphasizes the need for airports to enhance service experiences to attract and retain customers in a competitive retail environment [1][3] - The "Service Academy" workshop at Beijing Capital International Airport aims to transform service quality by fostering collaboration among retailers and sharing best practices [3][4] Group 1: Service Innovation - The workshop represents a shift from traditional training methods to a more immersive, scenario-based learning approach, focusing on practical service skills and crisis management [4][6] - Participants engaged in hands-on learning by observing service details in duty-free stores, highlighting the importance of customer satisfaction and interactive discussions [4][6] Group 2: Collaborative Ecosystem - The initiative seeks to break down barriers between retailers, creating a unified service culture and standardizing high-quality service across the airport retail sector [3][6] - By sharing successful service experiences and methodologies, the workshop aims to cultivate a community of learning and innovation among airport retailers [6]

Core Viewpoint - The successful completion of a complex international transfer operation at Xi'an Xianyang International Airport highlights the efficiency and professionalism of China's civil aviation industry, particularly in handling first-time international travelers [1][3][4] Group 1: Operational Efficiency - The operation involved 20 Thai passengers who needed to transfer from Kashgar to Bangkok with a tight connection time of just over 100 minutes [1] - The entire process was completed in 50 minutes, showcasing effective coordination among various stakeholders, including ground staff and the airline [1][3] - Key milestones included the arrival of the flight at 22:05, completion of luggage retrieval by 22:35, and successful boarding by 23:25, with the flight departing 20 minutes ahead of schedule [3] Group 2: Service Innovation - The operation was guided by the Northwest Administration's proactive planning and precise instructions, focusing on addressing common challenges faced by first-time international travelers [3] - The experience gained from this operation will serve as a blueprint for future services, emphasizing "information pre-positioning, multi-party collaboration, and dedicated service" [4] - The airline aims to continuously enhance international transfer efficiency and service quality, aligning with the Northwest Administration's requirements [4]

Core Points - Eastern Airlines has shortened the check-in deadline for domestic flights at Nanchang Changbei International Airport to 25 minutes before departure for passengers without checked luggage, effective from November 1 [1] - This change follows a previous reduction in the check-in time from 40 minutes to 30 minutes in April of this year [3] Group 1: Operational Efficiency - Eastern Airlines Jiangxi Branch is continuously optimizing ground service processes and enhancing operational efficiency at Nanchang Changbei International Airport [2][3] - The reduction in check-in time is a critical measure to ensure the safety and punctuality of flights, as it allows for the completion of essential tasks such as baggage loading, passenger information verification, and flight data reporting [3] Group 2: Service Innovation - The company aims to provide more time for passengers by streamlining internal processes and enhancing collaboration among various roles [3] - Eastern Airlines Jiangxi Branch is committed to ongoing service innovation through refined and differentiated offerings to improve the travel experience for passengers [3]

Core Insights - The new winter-spring flight schedule will be implemented nationwide starting October 26, with Shandong Airlines planning to deploy 134 aircraft to enhance flight options for travelers [1] Route Expansion - Shandong Airlines has added new routes including Jinan ⇌ Yuncheng ⇌ Kunming and Qingdao ⇌ Yuncheng ⇌ Kunming, establishing an air corridor from North China to Southwest China [2] - Additional routes include Qingdao ⇌ Hefei ⇌ Nanning, Qingdao ⇌ Shiyan, and Harbin ⇌ Qingdao ⇌ Chengdu Tianfu, further improving the airline's national network [2] - Popular routes have been increased in frequency, such as Jinan ⇌ Kashgar now operating daily, and business routes like Qingdao ⇌ Xi'an and Qingdao ⇌ Wuhan have been increased to 2 to 4 flights per day [2] International and Regional Services - Shandong Airlines operates over 40 round-trip flights daily to major cities in the Asia-Pacific region, including Seoul, Osaka, Bangkok, and Singapore, as well as Hong Kong and Taipei [2] Flight Schedule Details - Specific flight schedules include daily flights for routes such as Jinan ⇌ Chengdu Tianfu ⇌ Lijiang and Qingdao ⇌ Hefei ⇌ Nanning, with various frequencies for other routes [4][5] Service Enhancements - The "Shandong Airlines Fast Line" service has been upgraded, offering up to 14 high-frequency flights daily between key cities and exclusive benefits for fast line travelers [5] - The airline has introduced a product system that includes through flights, prepaid luggage, and round-trip discounts to cater to diverse travel needs [6] First-Time Traveler Initiatives - A new service system for first-time travelers has been launched, focusing on providing comprehensive support throughout the ticketing, airport, and cabin experience [6]