中央经济工作会议提出，"扩大优质商品和服务供给""释放服务消费潜力"。 服务消费是民生福祉改善提升的重要支撑、消费结构优化升级的重要方向，也是推动经济高质量发 展的重要内生动力。目前我国服务消费增长较快、潜力巨大，但是一些领域供给仍存在短板。发展服务 消费，提升供给质量是关键。国务院印发的《关于促进服务消费高质量发展的意见》提出，要挖掘基础 型消费潜力、激发改善型消费活力、培育壮大新型消费。近日记者进行了走访，看各地如何探索培育服 务消费新增长点。 ——编者 黑龙江哈尔滨—— 出新招，餐饮老字号门前排起长队 人民日报记者 郭晓龙 清晨的黑龙江哈尔滨中华巴洛克历史文化保护街区，百年老字号"张包铺"前已排起长队。"特意起 大早过来，就为尝尝这口包子。"来自吉林的游客李娜举着手机，定格下蒸笼升腾起的袅袅热气。 中午刚过11点，铺子里两层楼40多张餐台座无虚席，不少顾客还在一旁等位。"我们在传承的基础 上不断创新。"餐厅经理王丽介绍，包子铺既保留特色排骨、传统三鲜等经典馅料，还准备推出更多符 合年轻人健康需求的新品种。 烟火气不止萦绕在一家老字号。向街区深处走去，一栋中西结合式建筑格外抢眼——立面雕饰着葡 萄藤、石榴 ...

中央经济工作会议提出，"扩大优质商品和服务供给""释放服务消费潜力"。 服务消费是民生福祉改善提升的重要支撑、消费结构优化升级的重要方向，也是推动经济高质量发 展的重要内生动力。目前我国服务消费增长较快、潜力巨大，但是一些领域供给仍存在短板。发展服务 消费，提升供给质量是关键。国务院印发的《关于促进服务消费高质量发展的意见》提出，要挖掘基础 型消费潜力、激发改善型消费活力、培育壮大新型消费。近日记者进行了走访，看各地如何探索培育服 务消费新增长点。 ——编 者 黑龙江哈尔滨—— 出新招，餐饮老字号门前排起长队 记者 郭晓龙 清晨的黑龙江哈尔滨中华巴洛克历史文化保护街区，百年老字号"张包铺"前已排起长队。"特意起 大早过来，就为尝尝这口包子。"来自吉林的游客李娜举着手机，定格下蒸笼升腾起的袅袅热气。 中午刚过11点，铺子里两层楼40多张餐台座无虚席，不少顾客还在一旁等位。"我们在传承的基础 上不断创新。"餐厅经理王丽介绍，包子铺既保留特色排骨、传统三鲜等经典馅料，还准备推出更多符 合年轻人健康需求的新品种。 烟火气不止萦绕在一家老字号。向街区深处走去，一栋中西结合式建筑格外抢眼——立面雕饰着葡 萄藤、石榴、松鹿 ...

本报讯 （记者梁傲男）1月5日，八马茶业在福州发布"双第一·六连冠"纳税成绩单：连续13年位居安溪茶企纳税榜首，连 续6年蝉联武夷山茶企纳税第一。这一成绩不仅创造了茶行业的"纳税双冠·六连冠"纪录，更揭示了一家龙头企业如何通过系统 性战略，在实现商业成功的同时，深度赋能产区、构建可持续的产业共生生态。 企业供图 一是标准化体系：从"经验制茶"到"科学制茶"。八马茶叶将茶叶品质归纳为"安全、对口、正宗、稳定"四大标准，建立起 覆盖种植、加工、仓储、销售的全流程标准体系，使茶叶从依赖个人经验的"手艺活"，升级为可管控、可追溯、可复制的"标 准化产品"。 二是科技赋能：智慧产业链构建新质生产力。八马茶叶推动"智慧茶园+智慧工厂+智慧供应链"综合体建设，通过物联网、 大数据、人工智能等技术，实现从茶园到物流的全流程数字化管控。 三是品牌深化：从"产品销售"到"文化体验"。八马茶业在全国拥有超3700家门店，新一代门店定位为"城市会客厅"，将茶 叶销售延伸至文化体验与社交空间。线上全网粉丝超4000万，构建起立体化的品牌传播与销售网络。 夯实国内市场的同时，八马茶业的国际化战略呈现出清晰的"品牌+文化"输出逻辑。公司多 ...

在500千伏兰亭变，一场特殊的设备巡视正高效进行——一支"空天地"智能巡检特战队有条不紊地履行 设备主人职责，为秋检期间电网安全运行提供坚实保障。 这支智巡"特战队"，是国网浙江电力绍兴供电公司打造的"空天地"一体智能巡检系统。如今，它正 从"建起来"走向"用起来"，从"能用"变得"好用"，成为变电站运检人员手中不可或缺的智能利器。 从"建好"到"用好"核心是解决老问题 "以往人工巡检平均每天每站需2人协同，耗时4小时以上才能完成。"一位在运检一线工作多年的老师傅 说道。他提到的不仅是效率问题，更是长期困扰变电站运维的深层痛点：传统人工巡检模式需要运检人 员直接进入设备区作业，尤其在迎峰度夏关键期，运检人员要在高温下近距离检查带电设备，不仅工作 效率低，更存在人员中暑、触电、高坠等安全风险。同时，面对成千上万个巡视点位，人工巡视不仅耗 时耗力，还容易出现漏检、误判等问题。 高空无人机从机巢自主起飞，对避雷针、绝缘子串展开精准扫描；地面机器狗灵活穿梭于设备区，探查 低处隐患；而遍布全站的固定摄像头则全天候"站岗"，实时监测设备运行状态。这场由AI指挥的立体巡 检，已成为守护电网安全的新常态。 除了安全与效率的瓶 ...

Core Viewpoint - The implementation of benchmarking against world-class enterprises is a crucial measure for advancing state-owned enterprise (SOE) reform and enhancing efficiency and development [1][3] Group 1: Benchmarking Implementation - The benchmarking initiative aims to address the disparity in performance among SOEs, as many exhibit strong asset totals and revenue but lack competitive profitability compared to industry leaders [3][4] - Water Development Group has established a "2+2+2" operational management benchmarking system, focusing on internal and external benchmarking to enhance performance in various sectors such as water supply, wastewater treatment, and renewable energy [2][5] Group 2: Challenges in Benchmarking - A common issue faced by SOEs is the difficulty in finding comparable external benchmarks due to differing development stages and operational contexts, leading to ineffective benchmarking practices [4][5] - Previous benchmarking efforts often focused on external comparisons, which did not yield actionable insights due to the unique circumstances of each enterprise [4][5] Group 3: Benchmarking System Features - The "2+2+2" system includes two levels of benchmarking (secondary companies and project companies), supported by standardized operational management and demonstration facilities [5][8] - The internal benchmarking indicators include return on net assets, income profit margin, gross profit margin, and direct operating costs, evaluated dynamically to encourage continuous improvement [8][9] Group 4: Performance Improvements - Water Development Group reported significant reductions in operational costs across various sectors, with specific decreases in unit costs for water supply, heating, and renewable energy [12][14] - The profitability of Water Development Group's subsidiaries has improved, with notable increases in profit and cash flow, indicating the effectiveness of the benchmarking system [14][15] Group 5: Future Directions - The company plans to maintain a focus on internal benchmarking while enhancing the conversion of external benchmarking experiences into actionable strategies for continuous improvement [16]

Group 1 - The "Shanghai Virtual-Real Fusion Embodied Intelligence Training Ground Standardization Pilot" project has been officially approved, marking a significant breakthrough in the field of embodied intelligence in Shanghai [1][4] - The project aims to develop over 80 urgently needed standards for embodied intelligence training grounds, promoting standard implementation and iterative optimization across various training sites nationwide [1][5] - The pilot project represents a milestone in the coordinated development of standardization and industrialization in China's embodied intelligence sector, establishing a "unified standard" for the industry [4][5] Group 2 - The project adopts a "1+N" collaborative model, with the Shanghai National and Local Center as the core training ground, working with various regional training sites to create a standardized training ground construction model [11] - The initiative plans to collect 150,000 hours of high-quality real machine data by 2025, with an expected annual production capacity exceeding one million hours [11] - Various regional training sites are being developed with specific industry focuses, such as the integration of traditional industries in Henan and the establishment of a benchmark for energy scenarios in Shaanxi [11] Group 3 - The National and Local Center is collaborating with around 40 ecological partners to build a "standard co-research - testing verification - benchmark co-construction" ecosystem for embodied intelligence [13] - The project aims to accelerate the iteration of 100 key standards, supporting the goals of "standard unification and ecological co-construction" to promote large-scale applications of embodied intelligence [13] - The initiative includes the establishment of a dual-layer standard system, focusing on both foundational and specialized standards to address data format and quality issues [5][7]

Group 1 - The article emphasizes the importance of standardization in enterprises, highlighting it as a key aspect of corporate strategy [2] - A public live course titled "Standardization as Foundation, Strategy as Navigation - The Significance and Strategy of Standardization Work in Enterprises/Organizations" is scheduled for June 25, featuring expert Guo Xiaowei [2] - The course will cover various topics including the true meaning of standards and standardization, the current state and trends of domestic and international management systems, and the opportunities and challenges of enterprise standardization work [2] Group 2 - The article mentions the potential benefits of group standards and CIS standards in enhancing organizational effectiveness [2]

Core Insights - The article discusses the rapid growth of the education institution Beier Anqin, which is capitalizing on the "after-school service" market, expanding at a rate of 200 new campuses annually, amidst a significant market opportunity driven by policy and demand [1][2] Market Opportunity - The after-school service market is experiencing a surge due to a 40% unmet demand for services among the 193 million students expected by 2025, exacerbated by the limitations of public institutions post "double reduction" policy [3][4] - Parents, particularly those born after 1985, are willing to pay between 1,500 to 3,000 yuan monthly for professional after-school services, which is 3-5 times higher than traditional options [3] Business Model and Strategy - Beier Anqin has established itself as a standard-setter in the industry, leveraging its founder's involvement in policy compliance and creating a "托管+" model that enhances operational efficiency through technology [6][10] - The company has developed a unique "six-dimensional service system" that standardizes 217 service actions, ensuring consistency and quality across its campuses [10] Expansion and Challenges - Beier Anqin currently operates 1,600 campuses, with over 80% being franchise stores, which accelerates market penetration but also introduces potential risks associated with a light-asset model [7][8] - The rapid expansion strategy has led to concerns about maintaining service quality, as some franchisees may compromise standards to cut costs, impacting the brand's reputation [10][11] Industry Dynamics - The after-school service sector is facing challenges such as a decrease in policy benefits, with public institutions beginning to encroach on market share, as seen in areas like Beijing where government procurement covers 75% of primary schools [13] - Competitors like New Oriental and Xueersi are also entering the market with strong offerings, posing a threat to Beier Anqin's customer retention and profitability [13] Future Outlook - The company must balance scale and quality, transitioning from a focus on the number of franchises to optimizing individual store performance, while evolving from a policy arbitrage model to an ecosystem builder [14]